Managing Public Sector Projects: A Strategic Framework for Success in an Era of Downsized Government

1st Edition

David S. Kassel

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Routledge
Published September 25, 2017
Reference - 278 Pages - 19 B/W Illustrations
ISBN 9781315091532 - CAT# KE55424
Series: ASPA Series in Public Administration and Public Policy

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Summary

Filling a gap in project management literature, Managing Public Sector Projects: A Strategic Framework for Success in an Era of Downsized Government supplies managers and administrators—at all levels of government—with expert guidance on all aspects of public sector project management. From properly allocating risks in drafting contracts to dealing with downsized staffs and privatized services, this book clearly explains the technical concepts and the political issues involved.

In line with the principles of Total Quality Management (TQM) and the PMBOK® Guide. David S. Kassel establishes a framework those in the public sector can follow to ensure the success of their public projects and programs. He supplies more than 30 real-life examples to illustrate the concepts behind the framework—including reconstruction projects in Iraq, the Big Dig project in Boston, local sewer system and library construction projects, and software technology.

This authoritative resource provides strategic recommendations for effective planning, execution, and maintenance of public projects. It also:

  • Highlights the differences between managing projects in the public sector versus the private sector
  • Explains how to scrutinize costs, performance claims, and the backgrounds of prospective contractors
  • Presents key safeguards that should be included in all contracts with contractors, consultants, suppliers, and other service providers
  • Details the basics of project cost estimation, design and scheduling, and how to hold contractors responsible for meeting established project standards

In an age of downsized government and in the face of a general distrust of public service, this book is a dependable guide for avoiding management practices that are common to projects that fail and for adopting the practices common to projects that succeed in terms of cost, schedule, and quality.

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