Article 2003

The impact of government practice on the ability of project managers to manage

BY
Brunetto, Yvonne
 FR
Farr-Wharton, Rod
International Journal of Project Management
Journal · Vol. 21 · Issue 2 · pp. 125-133
Abstract

This paper examines the effect government policy has on the way managers of government-funded projects manage. The findings suggest that government reforms have improved the efficiency of processes undertaken during the life of the project, but have failed to address the issues arising from a lack of policy clarity relating to "what should be developed". In addition, the findings suggest that the gains achieved through the implementation of government reforms are compromised by a lack of a management framework detailing the responsibility and authority of each government entity involved in the ownership of projects. In addition, there is presently no recourse to mediation for resolving outstanding contract discrepancies. © 2002 Elsevier Science Ltd and IPMA. All rights reserved.

Keywords

Author Keywords

outsourcing Effectiveness Efficiency New Public Management (NPM) policy

Index Keywords

Project management Public policy management practice Contracts Managers Funds
Author Affiliations
School of Management, Griffith University, Brisbane, QLD, Australia
The University of Queensland Business School, Brisbane, QLD, Australia
Funding & Acknowledgements
No funding information
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