This document discusses public sector project management in Latvia. It finds that while project management practices have become more common in Latvia's public sector in recent years due to various funding sources, the maturity level of public sector project management is still low. The paper examines Latvia's public sector project initialization process and identifies areas for improvement. It recommends upgrading management capabilities and establishing efficient project management systems and standards at both the local and program levels to help public authorities better plan, monitor, and complete projects.
EFFICIENCY PROBLEMS IN PUBLIC SECTOR PROJECTS PLANNING AND IMPLEMENTATION STAGEEmils Pulmanis
This document discusses efficiency problems in public sector projects, specifically during the planning and implementation stages. It identifies several key challenges including low institutional capacity, limited stakeholder involvement, and the need for public sector organizations to adapt to increasing pressures for cost-effectiveness, quality, and accountability. The document analyzes factors that impact efficiency and sustainability in Latvian public sector projects from 2013-2014. It finds that public sector projects in Latvia often lack thorough planning and preparation in the initial stages. Improved project management practices and tools are needed to enhance efficiency.
PUBLIC SECTOR PROJECT MANAGEMENT PLANNING AND EFFICIENCY PROBLEMS Emils Pulmanis
Third International Scientific Conference on Project management in the Baltic Countries “Project Management Development–Practice and Perspectives”: Riga, Latvia,April 10-11,2014. Conference Proceedings. Riga: University of Latvia, 2014,337p. ISBN 978-9984-49-470-8
This document discusses the importance of project management knowledge and education, especially when implementing development projects created by the government. It notes that while India has seen significant growth in infrastructure projects in recent decades, many projects still face delays and cost overruns due to a lack of proper project management practices. The study aims to understand how project management education can help improve implementation of government development projects in terms of communication, execution, and completing projects on time and on budget. It discusses the benefits of project management training, facilitation, and mentoring for government employees working on projects. While some project management topics are taught in Indian universities, the curriculum does not provide comprehensive coverage of modern project management frameworks. This could hinder collaboration with international organizations that use
This document discusses different organizational models for project management: functional, pure project, and matrix.
The functional model involves projects being managed within existing functional departments, allowing flexibility in staffing but risking that projects are not the primary focus.
The pure project model makes projects independent from the main organization, giving full responsibility and authority to project managers but risking duplication of resources across multiple projects.
The matrix model aims to combine advantages of the functional and pure project models by drawing on existing departments' expertise while also giving projects dedicated resources and leadership. It represents a middle ground between the two extremes.
Assessment of Local Governance and Development Performance in IndonesiaDr. Astia Dendi
1. The document discusses performance measurement models implemented in Indonesia following its decentralization in 2001. It explores challenges with current central-government driven models.
2. A nested model is proposed that integrates three spheres of evaluation: financial/budget performance, governance performance, and development performance. This aims to make evaluation more attainable and useful for local governments.
3. The paper also discusses lessons learned and suggestions for an effective process to implement the nested performance evaluation model, including collaborative efforts between central and local governments.
This chapter introduces project management concepts. It defines a project, explains the triple constraint of scope, time and cost, and describes the growing project management framework including knowledge areas, tools, and importance of the project manager's leadership. It outlines skills needed for project managers and discusses the growth of the project management profession through certification and tools.
Managing infrastructure projects requires a professional orientation, especially so in developing economies like India. Herein a materials management and suppl chain management orientation is taken to highlight some of the successful projects.
This document outlines the contents of a study on project management conducted by Rana ratnakar for their MBA in Marketing. It contains 6 units that cover key concepts in project management like the project life cycle, identification and formation, appraisal, planning and scheduling, execution and administration, and control. Project management involves temporarily organizing resources to achieve specific goals within time and cost constraints. The project life cycle typically involves pre-investment, implementation, and operational phases with activities like feasibility analysis, design, construction, and evaluation.
EFFICIENCY PROBLEMS IN PUBLIC SECTOR PROJECTS PLANNING AND IMPLEMENTATION STAGEEmils Pulmanis
This document discusses efficiency problems in public sector projects, specifically during the planning and implementation stages. It identifies several key challenges including low institutional capacity, limited stakeholder involvement, and the need for public sector organizations to adapt to increasing pressures for cost-effectiveness, quality, and accountability. The document analyzes factors that impact efficiency and sustainability in Latvian public sector projects from 2013-2014. It finds that public sector projects in Latvia often lack thorough planning and preparation in the initial stages. Improved project management practices and tools are needed to enhance efficiency.
PUBLIC SECTOR PROJECT MANAGEMENT PLANNING AND EFFICIENCY PROBLEMS Emils Pulmanis
Third International Scientific Conference on Project management in the Baltic Countries “Project Management Development–Practice and Perspectives”: Riga, Latvia,April 10-11,2014. Conference Proceedings. Riga: University of Latvia, 2014,337p. ISBN 978-9984-49-470-8
This document discusses the importance of project management knowledge and education, especially when implementing development projects created by the government. It notes that while India has seen significant growth in infrastructure projects in recent decades, many projects still face delays and cost overruns due to a lack of proper project management practices. The study aims to understand how project management education can help improve implementation of government development projects in terms of communication, execution, and completing projects on time and on budget. It discusses the benefits of project management training, facilitation, and mentoring for government employees working on projects. While some project management topics are taught in Indian universities, the curriculum does not provide comprehensive coverage of modern project management frameworks. This could hinder collaboration with international organizations that use
This document discusses different organizational models for project management: functional, pure project, and matrix.
The functional model involves projects being managed within existing functional departments, allowing flexibility in staffing but risking that projects are not the primary focus.
The pure project model makes projects independent from the main organization, giving full responsibility and authority to project managers but risking duplication of resources across multiple projects.
The matrix model aims to combine advantages of the functional and pure project models by drawing on existing departments' expertise while also giving projects dedicated resources and leadership. It represents a middle ground between the two extremes.
Assessment of Local Governance and Development Performance in IndonesiaDr. Astia Dendi
1. The document discusses performance measurement models implemented in Indonesia following its decentralization in 2001. It explores challenges with current central-government driven models.
2. A nested model is proposed that integrates three spheres of evaluation: financial/budget performance, governance performance, and development performance. This aims to make evaluation more attainable and useful for local governments.
3. The paper also discusses lessons learned and suggestions for an effective process to implement the nested performance evaluation model, including collaborative efforts between central and local governments.
This chapter introduces project management concepts. It defines a project, explains the triple constraint of scope, time and cost, and describes the growing project management framework including knowledge areas, tools, and importance of the project manager's leadership. It outlines skills needed for project managers and discusses the growth of the project management profession through certification and tools.
Managing infrastructure projects requires a professional orientation, especially so in developing economies like India. Herein a materials management and suppl chain management orientation is taken to highlight some of the successful projects.
This document outlines the contents of a study on project management conducted by Rana ratnakar for their MBA in Marketing. It contains 6 units that cover key concepts in project management like the project life cycle, identification and formation, appraisal, planning and scheduling, execution and administration, and control. Project management involves temporarily organizing resources to achieve specific goals within time and cost constraints. The project life cycle typically involves pre-investment, implementation, and operational phases with activities like feasibility analysis, design, construction, and evaluation.
Ppt for Agricultural Project Planning Evaluation and Analysis in 2021Derresa Bulcha
This document provides an overview of agricultural project planning and analysis. It defines key concepts like projects and programs. Projects are temporary endeavors with distinct objectives and timeframes, while programs are longer-term development efforts that can include multiple related projects. The document also discusses why project preparation and planning is important for success, common reasons agricultural projects fail, and ways to classify different types of projects.
The document discusses project portfolio management (PPM). It defines PPM as how an organization influences the direction of its project portfolio to achieve specific outcomes. Effective PPM provides benefits like better competitive positioning and lower project costs. The document then outlines 10 practical recommendations for effective PPM, including having single project managers contribute to the portfolio, using formal processes, applying strategic management theories, establishing project portfolio management offices, managing risks and uncertainties, employing negotiation and structural changes, balancing manager roles, exerting portfolio control, and using portfolio mapping and strategic methods.
Classes of Factors to be Considered in Infrastructure Investment PrioritizationBob Prieto
The prioritization of infrastructure investment must be focused on achieving the strategic objectives of the implementing agency or governmental unit while recognizing the broad role that infrastructure plays in serving society and supporting adjacent regional and national networks. Clear, robust objectives must be established; continuously articulated; alignment with affected stakeholders achieved; performance metrics established and continuously monitored and measured; and, corrective actions and portfolio adjustments made based on performance and changed futures. Many of these performance metrics will be associated with the factors to be considered in initial prioritization.
Specifically, the following categorization is suggested as a way to classify and consider the factors used in prioritization of infrastructure investments:
Doing the right things
Doing enough of the right things
Doing right things right
This document discusses project success criteria for engineering and refurbishment projects at Eskom, a South African power utility. It conducted a survey of stakeholders to identify key success criteria. The survey found that while time, cost and quality were important, other factors like satisfying business goals, customer satisfaction, and impact on plant were rated as even more important. Different stakeholders had differing views, with clients prioritizing satisfying goals, customer satisfaction and impact, while project managers prioritized quality, time and cost. Most respondents felt that time, cost and quality were not the only important success criteria. The document concludes that multiple factors are important for measuring project success.
The document discusses project cycle management and the various aspects of project analysis. It describes the typical stages in a project cycle as identification, preparation, appraisal, implementation, monitoring and evaluation. It also outlines the key considerations for analyzing a project from technical, institutional, social, commercial, financial, economic and environmental perspectives.
This document provides an overview of project formulation, including its key elements and significance. It discusses the need for project formulation, highlighting issues like technology selection, resource constraints, and legal/policy impacts. The main elements of project formulation are identified as feasibility analysis, techno-economic analysis, project design/network analysis, input analysis, financial analysis, social cost-benefit analysis, and project appraisal. The document also distinguishes project formulation from a detailed project report, and outlines the steps in India's planning commission's project appraisal process.
Presented by Dr. Nelson Gitonga, Insight Health Advisor, Kenya during Regional AIDS Training Network (RATN) 12th General Council Meeting held in Mombasa, Kenya from 24th - 29th June 2013
This document provides an overview of project management for social impact projects. It discusses that project management is important for social impact projects to increase productivity, efficiency, meet deadlines, and achieve goals on time and on budget. It then describes the key phases of the project cycle management approach, including programming, identification, appraisal and financing, implementation, and evaluation. It also discusses the logical framework approach tool used for project planning and management.
1. The chapter discusses project planning, including defining the work breakdown structure (WBS), project activities, logical relationships between activities, activity durations and costs.
2. Planning involves breaking down a project into definable tasks and establishing logical dependencies between tasks. It answers what work needs to be done, how to do it, and who will do it.
3. Effective planning requires generating a WBS to list all activities, determining activity sequences and relationships, and estimating activity time, cost and resource needs.
This document discusses cash flow management for large infrastructure projects in India. It notes that infrastructure projects require huge capital investments but often face delays and cost overruns. An effective cash flow management model is needed to precisely predict capital outflows and optimize the use of funds over time. The document proposes a mathematical model for rolling, flexible cash flow management that provides a practical solution to minimize capital costs and optimize cash flows on a monthly basis.
A growing world requires improved and expanded infrastructure. Juxtapose that with the need for massive public investment driven by pandemic created economic weakness and the prospects for significant investment in infrastructure is improved, but as history has taught us not necessarily assured.
We have been through other infrastructure stimulus programs focused on so-called shovel ready projects and have been disappointed. But whether we define them as “shovel ready” or otherwise we need infrastructure projects, especially the largest of them, to be successful.
In this paper we will look at common reasons large scale infrastructure projects fail and importantly suggest some strategies and tactics to improve their success rate.
4 t12 project feasibility study guideline v4 0Ly Smith
This document provides guidelines for conducting a feasibility study for major projects. It outlines the necessary components of a comprehensive feasibility study, including needs analysis, options analysis, project due diligence, financial assessment, sensitivity analysis, affordability analysis, verification and sign-off, economic valuation, and procurement and implementation planning. The feasibility study aims to demonstrate that a proposed project is suitable, affordable, and can be implemented successfully based on predetermined needs and budget constraints. It serves as the basis for an investment decision and ensures projects are developed and measured appropriately.
The document discusses understanding stakeholders in projects. It defines stakeholders as individuals and organizations actively involved in or affected by a project. The key steps are to identify stakeholders, classify them based on their interests, and prioritize them. Project managers must understand stakeholder needs, build relationships, and manage expectations. Stakeholder analysis involves determining those internal and external to the organization, their level of involvement, and interests in both the project process and results. Prioritizing stakeholders considers their proximity, power, and urgency to help focus communication and planning efforts.
Application of system life cycle processes to large complex engineering and c...Bob Prieto
The complexity of megaprojects and programs continues to grow and with it the challenges of delivering ever larger and more complex programs. These large complex programs open the door to many new opportunities but also to increased challenges in delivery and sustainment throughout their lifecycle. Prior articles have described the open nature of this large complex program system and compared its attributes to many we find in the world of relativistic physics. These challenges must be addressed recognizing that they arise from a combination of physical, fiscal and human attributes in a realm of complexity which challenges the very foundations of project management theory.
This paper looks at hard systems aspects as contrasted with the soft system aspects more characteristic of an open system. Its purpose is to adapt a systems engineering framework associated with the hard closed elements of these large complex project systems without losing site of the overall open systems nature of large complex programs.
The systems life cycle process codified in ISO 15288 lends itself to application in large complex engineering and construction programs.
COMPARATIVE ANALYSIS BETWEEN DETERMINISTIC AND SYSTEMIC MANAGEMENT APPROACH F...orajjournal
Public investment effectiveness in Peru remains low for decades, even with investment growth and technical quality improvement. Management approach is often considered as fixed and is not subject to study or change. This analysis goes deep in understanding how is the current public investment management approach, and compares it with deterministic and systemic approaches, concluding with a precise characterization and generating an improvement agenda in order to suggest changes that increase effectiveness and therefore contribute to a better quality of life of the population in Peru.
Project proposal to start a new enterpriseSamaira Mujeeb
This document is a project proposal and report for starting a new enterprise producing paperboard cartoons. It includes an introduction, importance of project reports, typical contents of reports, and sections on market study, technical study, financial study, feasibility reports, and conclusions. The report provides details on these various sections, including analyzing the market, describing the production process, indicating costs and sources of funding, and assessing feasibility and profitability. It compares project reports to feasibility reports and outlines the typical process for planning and preparing a new business project report.
This document summarizes a thesis that examines critical success factors and the role of the project sponsor in Dutch public sector projects. It finds that 11 factors are critical for project success, including generating a business case, clear goals/requirements, effective communication/stakeholder management, and effective project governance. The project sponsor plays an important role in the project business dimension by setting goals/requirements and managing communication/stakeholders. To be effective, a sponsor should focus on these areas as well as developing a business case and project strategy. Personal attributes like influencing stakeholders and providing direction are also important for sponsors.
This document summarizes a thesis assessing the status of Farmers' Information Technology Services (FITS) centers in Pangasinan, Philippines. The study found that over half of FITS centers were established in 2007 and located in the 5th and 6th congressional districts of Pangasinan. Farmers were satisfied with information services but least satisfied with technology services. The main challenges reported by site managers were insufficient financial resources, affecting efficient operations. Recommended solutions included increasing local government funding and improving information dissemination to farmers.
Ict project management in theory and practiceKennedy Kiprono
This briefing note discusses key concepts for managing information and communication technology (ICT) projects for development. It identifies three vital elements of ICT projects: people, process, and technology. Defining, balancing, and integrating these elements can optimize project performance. The note also outlines important project management disciplines like scope, time, cost, and quality management. It emphasizes that defining requirements, balancing resources, and integrating tasks are critical for success. Finally, it stresses the importance of local ownership, capacity building, and multi-stakeholder partnerships to ensure post-project sustainability.
Project Management Foundations Series Course 103 - Project Stakeholder Manage...Think For A Change
This document outlines a course on project stakeholder management. The course contains 4 segments: (1) stakeholder identification, (2) stakeholder engagement planning, (3) stakeholder management, and (4) stakeholder control. Each segment defines its topic, describes the relevant processes and maps the inputs, tools/techniques and outputs. The course aims to teach students how to identify stakeholders, develop engagement strategies, manage relationships, and control stakeholder influence over the project lifecycle. It emphasizes increasing support and minimizing resistance to ensure project success.
Multiproject management presents two main problems: 1) competition for limited resources as organizations take on multiple projects simultaneously, and 2) ineffective priority management as resources are shifted between projects. Common negative effects include employee overload, decreased satisfaction and performance, and delayed or reduced benefits from projects. The key to resolving these problems is implementing a unified priority management system, adopting a standardized project management methodology, establishing a project management office, training staff, and using an effective project scheduling and resource assignment system. Changes require significant effort but paying off with increased effectiveness, competitive advantage, and greater customer satisfaction and profit.
Project Management Foundations Series Course 102 - Project Management ProcessesThink For A Change
The document provides an overview of a project management foundations course on project management processes. The course is targeted at students with little experience in formal project management concepts and frustrated with failed or poorly organized projects. The course covers introduction to project management processes, the five process groups of initiating, planning, executing, monitoring and controlling, and closing, as well as an example quiz reviewing the content.
Ppt for Agricultural Project Planning Evaluation and Analysis in 2021Derresa Bulcha
This document provides an overview of agricultural project planning and analysis. It defines key concepts like projects and programs. Projects are temporary endeavors with distinct objectives and timeframes, while programs are longer-term development efforts that can include multiple related projects. The document also discusses why project preparation and planning is important for success, common reasons agricultural projects fail, and ways to classify different types of projects.
The document discusses project portfolio management (PPM). It defines PPM as how an organization influences the direction of its project portfolio to achieve specific outcomes. Effective PPM provides benefits like better competitive positioning and lower project costs. The document then outlines 10 practical recommendations for effective PPM, including having single project managers contribute to the portfolio, using formal processes, applying strategic management theories, establishing project portfolio management offices, managing risks and uncertainties, employing negotiation and structural changes, balancing manager roles, exerting portfolio control, and using portfolio mapping and strategic methods.
Classes of Factors to be Considered in Infrastructure Investment PrioritizationBob Prieto
The prioritization of infrastructure investment must be focused on achieving the strategic objectives of the implementing agency or governmental unit while recognizing the broad role that infrastructure plays in serving society and supporting adjacent regional and national networks. Clear, robust objectives must be established; continuously articulated; alignment with affected stakeholders achieved; performance metrics established and continuously monitored and measured; and, corrective actions and portfolio adjustments made based on performance and changed futures. Many of these performance metrics will be associated with the factors to be considered in initial prioritization.
Specifically, the following categorization is suggested as a way to classify and consider the factors used in prioritization of infrastructure investments:
Doing the right things
Doing enough of the right things
Doing right things right
This document discusses project success criteria for engineering and refurbishment projects at Eskom, a South African power utility. It conducted a survey of stakeholders to identify key success criteria. The survey found that while time, cost and quality were important, other factors like satisfying business goals, customer satisfaction, and impact on plant were rated as even more important. Different stakeholders had differing views, with clients prioritizing satisfying goals, customer satisfaction and impact, while project managers prioritized quality, time and cost. Most respondents felt that time, cost and quality were not the only important success criteria. The document concludes that multiple factors are important for measuring project success.
The document discusses project cycle management and the various aspects of project analysis. It describes the typical stages in a project cycle as identification, preparation, appraisal, implementation, monitoring and evaluation. It also outlines the key considerations for analyzing a project from technical, institutional, social, commercial, financial, economic and environmental perspectives.
This document provides an overview of project formulation, including its key elements and significance. It discusses the need for project formulation, highlighting issues like technology selection, resource constraints, and legal/policy impacts. The main elements of project formulation are identified as feasibility analysis, techno-economic analysis, project design/network analysis, input analysis, financial analysis, social cost-benefit analysis, and project appraisal. The document also distinguishes project formulation from a detailed project report, and outlines the steps in India's planning commission's project appraisal process.
Presented by Dr. Nelson Gitonga, Insight Health Advisor, Kenya during Regional AIDS Training Network (RATN) 12th General Council Meeting held in Mombasa, Kenya from 24th - 29th June 2013
This document provides an overview of project management for social impact projects. It discusses that project management is important for social impact projects to increase productivity, efficiency, meet deadlines, and achieve goals on time and on budget. It then describes the key phases of the project cycle management approach, including programming, identification, appraisal and financing, implementation, and evaluation. It also discusses the logical framework approach tool used for project planning and management.
1. The chapter discusses project planning, including defining the work breakdown structure (WBS), project activities, logical relationships between activities, activity durations and costs.
2. Planning involves breaking down a project into definable tasks and establishing logical dependencies between tasks. It answers what work needs to be done, how to do it, and who will do it.
3. Effective planning requires generating a WBS to list all activities, determining activity sequences and relationships, and estimating activity time, cost and resource needs.
This document discusses cash flow management for large infrastructure projects in India. It notes that infrastructure projects require huge capital investments but often face delays and cost overruns. An effective cash flow management model is needed to precisely predict capital outflows and optimize the use of funds over time. The document proposes a mathematical model for rolling, flexible cash flow management that provides a practical solution to minimize capital costs and optimize cash flows on a monthly basis.
A growing world requires improved and expanded infrastructure. Juxtapose that with the need for massive public investment driven by pandemic created economic weakness and the prospects for significant investment in infrastructure is improved, but as history has taught us not necessarily assured.
We have been through other infrastructure stimulus programs focused on so-called shovel ready projects and have been disappointed. But whether we define them as “shovel ready” or otherwise we need infrastructure projects, especially the largest of them, to be successful.
In this paper we will look at common reasons large scale infrastructure projects fail and importantly suggest some strategies and tactics to improve their success rate.
4 t12 project feasibility study guideline v4 0Ly Smith
This document provides guidelines for conducting a feasibility study for major projects. It outlines the necessary components of a comprehensive feasibility study, including needs analysis, options analysis, project due diligence, financial assessment, sensitivity analysis, affordability analysis, verification and sign-off, economic valuation, and procurement and implementation planning. The feasibility study aims to demonstrate that a proposed project is suitable, affordable, and can be implemented successfully based on predetermined needs and budget constraints. It serves as the basis for an investment decision and ensures projects are developed and measured appropriately.
The document discusses understanding stakeholders in projects. It defines stakeholders as individuals and organizations actively involved in or affected by a project. The key steps are to identify stakeholders, classify them based on their interests, and prioritize them. Project managers must understand stakeholder needs, build relationships, and manage expectations. Stakeholder analysis involves determining those internal and external to the organization, their level of involvement, and interests in both the project process and results. Prioritizing stakeholders considers their proximity, power, and urgency to help focus communication and planning efforts.
Application of system life cycle processes to large complex engineering and c...Bob Prieto
The complexity of megaprojects and programs continues to grow and with it the challenges of delivering ever larger and more complex programs. These large complex programs open the door to many new opportunities but also to increased challenges in delivery and sustainment throughout their lifecycle. Prior articles have described the open nature of this large complex program system and compared its attributes to many we find in the world of relativistic physics. These challenges must be addressed recognizing that they arise from a combination of physical, fiscal and human attributes in a realm of complexity which challenges the very foundations of project management theory.
This paper looks at hard systems aspects as contrasted with the soft system aspects more characteristic of an open system. Its purpose is to adapt a systems engineering framework associated with the hard closed elements of these large complex project systems without losing site of the overall open systems nature of large complex programs.
The systems life cycle process codified in ISO 15288 lends itself to application in large complex engineering and construction programs.
COMPARATIVE ANALYSIS BETWEEN DETERMINISTIC AND SYSTEMIC MANAGEMENT APPROACH F...orajjournal
Public investment effectiveness in Peru remains low for decades, even with investment growth and technical quality improvement. Management approach is often considered as fixed and is not subject to study or change. This analysis goes deep in understanding how is the current public investment management approach, and compares it with deterministic and systemic approaches, concluding with a precise characterization and generating an improvement agenda in order to suggest changes that increase effectiveness and therefore contribute to a better quality of life of the population in Peru.
Project proposal to start a new enterpriseSamaira Mujeeb
This document is a project proposal and report for starting a new enterprise producing paperboard cartoons. It includes an introduction, importance of project reports, typical contents of reports, and sections on market study, technical study, financial study, feasibility reports, and conclusions. The report provides details on these various sections, including analyzing the market, describing the production process, indicating costs and sources of funding, and assessing feasibility and profitability. It compares project reports to feasibility reports and outlines the typical process for planning and preparing a new business project report.
This document summarizes a thesis that examines critical success factors and the role of the project sponsor in Dutch public sector projects. It finds that 11 factors are critical for project success, including generating a business case, clear goals/requirements, effective communication/stakeholder management, and effective project governance. The project sponsor plays an important role in the project business dimension by setting goals/requirements and managing communication/stakeholders. To be effective, a sponsor should focus on these areas as well as developing a business case and project strategy. Personal attributes like influencing stakeholders and providing direction are also important for sponsors.
This document summarizes a thesis assessing the status of Farmers' Information Technology Services (FITS) centers in Pangasinan, Philippines. The study found that over half of FITS centers were established in 2007 and located in the 5th and 6th congressional districts of Pangasinan. Farmers were satisfied with information services but least satisfied with technology services. The main challenges reported by site managers were insufficient financial resources, affecting efficient operations. Recommended solutions included increasing local government funding and improving information dissemination to farmers.
Ict project management in theory and practiceKennedy Kiprono
This briefing note discusses key concepts for managing information and communication technology (ICT) projects for development. It identifies three vital elements of ICT projects: people, process, and technology. Defining, balancing, and integrating these elements can optimize project performance. The note also outlines important project management disciplines like scope, time, cost, and quality management. It emphasizes that defining requirements, balancing resources, and integrating tasks are critical for success. Finally, it stresses the importance of local ownership, capacity building, and multi-stakeholder partnerships to ensure post-project sustainability.
Project Management Foundations Series Course 103 - Project Stakeholder Manage...Think For A Change
This document outlines a course on project stakeholder management. The course contains 4 segments: (1) stakeholder identification, (2) stakeholder engagement planning, (3) stakeholder management, and (4) stakeholder control. Each segment defines its topic, describes the relevant processes and maps the inputs, tools/techniques and outputs. The course aims to teach students how to identify stakeholders, develop engagement strategies, manage relationships, and control stakeholder influence over the project lifecycle. It emphasizes increasing support and minimizing resistance to ensure project success.
Multiproject management presents two main problems: 1) competition for limited resources as organizations take on multiple projects simultaneously, and 2) ineffective priority management as resources are shifted between projects. Common negative effects include employee overload, decreased satisfaction and performance, and delayed or reduced benefits from projects. The key to resolving these problems is implementing a unified priority management system, adopting a standardized project management methodology, establishing a project management office, training staff, and using an effective project scheduling and resource assignment system. Changes require significant effort but paying off with increased effectiveness, competitive advantage, and greater customer satisfaction and profit.
Project Management Foundations Series Course 102 - Project Management ProcessesThink For A Change
The document provides an overview of a project management foundations course on project management processes. The course is targeted at students with little experience in formal project management concepts and frustrated with failed or poorly organized projects. The course covers introduction to project management processes, the five process groups of initiating, planning, executing, monitoring and controlling, and closing, as well as an example quiz reviewing the content.
Pmi Project Management Core Problems Uet Dec 22 09Khalid0211
This document discusses core problems with project management in the public sector in Pakistan. It provides examples of cost overruns, delays, and unsatisfactory outcomes on public projects. Reasons for failures include wrong project selection and scope, poor planning and execution, and biases in project roles. It advocates for applying established project management standards and processes like the Project Management Body of Knowledge to improve outcomes. These include integrated programming, accurate cost estimating, using tools like earned value analysis for monitoring, and incentivizing roles to prioritize schedule and cost control. Adopting project management practices could significantly reduce inflationary costs on projects and provide returns on investments in project management capabilities.
Innovation Foundations Course 104 - Project Portfolio Mgmt for InnovationThink For A Change
This document provides an overview of an innovation management training course on project and portfolio management concepts. The target audience is those with little experience in formal project management. The course objectives are to understand general project management concepts and how they relate to innovation management, learn common tools and techniques, and understand the importance of execution. The syllabus covers innovation execution methodology in the first segment and project management concepts in the second segment, followed by a quiz.
Immutable principles of project management (austin pmi)(v4)(no exercise)Glen Alleman
This document discusses the five immutable principles of project management. It begins by outlining three outcomes of the talk: 1) distinguishing between software development and project management, 2) introducing five principles for managing any project, and 3) explaining how software developers and project managers must answer questions related to these principles or risk jeopardizing their project. The document then delves into each of the five immutable principles and provides examples to illustrate them.
Project Management Foundations Course 101 - Project Management ConceptsThink For A Change
This document provides an overview of an introductory project management course. The course covers three key segments: an introduction to project management concepts like the project lifecycle and how projects are organized; the typical project management lifecycle phases from initiation to closing; and how projects are organized through different structures and the roles involved like project managers. The goal is to provide students with little experience an overview of fundamental project management principles.
Critical Chain Project Management (CCPM) addresses problems with traditional scheduling methods by focusing on completing the critical chain of tasks rather than individual tasks. It moves scheduling safety from task levels to the project level and prevents multitasking by requiring resources to focus on one task until its completion. CCPM identifies the critical chain of dependent tasks and establishes buffers to protect the project schedule from uncertainties.
Project Management Foundations Series Course 104 - Agile Project Management C...Think For A Change
This document provides an overview of an introductory course on agile project management concepts and SCRUM methodology. The course is divided into three segments: an introduction to agile project management concepts, a closer look at SCRUM, and applying agile PM to organizations. The target audience includes those with little experience in formal PM, agile concepts, or SCRUM. The document defines agile project management and its principles, then discusses the SCRUM framework including sprints, roles of the product owner and scrummaster, and how scrum addresses change management.
Project Management Course & Tutorial by eAcademy.lkUdara Sandaruwan
The document discusses project management and provides definitions and characteristics of projects. It describes the typical project life cycle which includes conceptualization, planning, execution, and termination phases. Project management techniques like bar charts, Gantt charts, and milestone charts are also summarized which help schedule and track project timelines and tasks. Limitations of bar charts and improvements provided by milestone charts are highlighted.
Project management tools and techniques- tutorsindia.comTutors India
In this topic, we have discussed the project management tools and techniques. The present article helps the USA, the UK, Europe and the Australian students pursuing their master’s degree to identify the best project management tools and techniques, which are usually considered to be challenging. Tutors India offers UK dissertation in various Domains.
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Project and Change Management Success Factors from Malaysian Government Depar...IOSR Journals
a Project is considered as a core element in any organization and its continuity can be guaranteed through a successful change management. Confronting merciless challenges at the current time particularly at the market field, the emergency need has been raised to overcome those obstacles and step ahead on rivals. One way that most organizations have moved towards its capabilities and put the pressure on it to produce quality and optimal outcomes is ICT. Thus, various types of IT projects with variant intended objectives have been conducted. As being witnessed recently and noticed previously, that a lot of IT projects turned to fail due to several reasons. Additionally, way of life changes from time to time and people requirements have changed and become so complicated recently with the exposure to advanced technology that has been attached with our daily life activities. A survey has been conducted among some Malaysian Government departments and agencies to elicit the main factors which participate in the success of projects and what the importance level of implementing an effective change management over projects that lead to sustainability and productivity of the organizations. This survey results have been received as a quantitative feedback that makes it clear to make a conclusion.
Harvard University Theories Tools and Techiques in Project Managagement Prese...write4
1. The document discusses several tools and techniques used in project management including Maylor's 4Ds framework, Gantt charts, critical path analysis, risk analysis, and Prince2 methodology.
2. Maylor's 4Ds involves defining a project, designing how to achieve its objectives, doing the required work, and delivering the final results. Gantt charts visually map out tasks and timelines while critical path analysis identifies the longest path of tasks.
3. Risk analysis evaluates potential risks through assessing likelihood and impact, and Prince2 provides a standardized approach with defined stages, controls, and products. The document compares these different project management methods.
Harvard University Theories Tools and Techiques in Project Managagement Prese...write31
1. The document discusses several tools and techniques used in project management including Maylor's 4Ds framework, Gantt charts, critical path analysis, risk analysis, and Prince2 methodology.
2. Maylor's 4Ds involves defining a project, designing how to achieve its objectives, doing the required work, and delivering the final results. Gantt charts visually map out tasks and timelines while critical path analysis identifies the longest path of tasks.
3. Risk analysis evaluates potential risks through assessing likelihood and impact, and Prince2 provides a standardized approach with defined stages, controls, and products. The document compares these different project management methods.
This document discusses key aspects of project management including definitions, characteristics, types, and stages of projects. It defines a project as a specific activity with a clear start and end intended to achieve an objective. Projects have defined objectives, interrelated activities, and a life cycle from initiation to completion. They are undertaken to address a specific need. The stages of project management include planning, implementation and monitoring, and evaluation. Planning establishes objectives, activities, resources, schedules, and responsibilities. Implementation involves executing the project plan. Monitoring tracks progress against the plan. Evaluation assesses achievement of objectives and identifies lessons.
Strategic Cost Management for Construction Project Success : A Systematic Studycivej
Large construction projects are inherently complex and dynamic. Many projects start with good ideas,
huge investments and great efforts. However, most of them do not achieve much success. A major
contribution to unsuccessful projects is the lack of understanding on scope, time, cost and quality. Projects
as powerful strategic weapons when initiated create economic value and competitive advantage. The
objective of the research is to explicitly declare the scope of the research to by considering only the scope,
time, cost and quality as process success parameters and how specifically the cost element would influence
the project success when all other elements or factors other than cost are represented in terms of cost
factor along with the contract conditions as basic rules or constraints that drive the strategic cost based on
applying the CRASP methodology concept. The concept of benchmarking would provide right meaning of
project success when allowing to properly distributing the meaning of customer profitability to the project
providers (project owner and contractors).
STRATEGIC COST MANAGEMENT FOR CONSTRUCTION PROJECT SUCCESS: A SYSTEMATIC STUDYcivejjour
Large construction projects are inherently complex and dynamic. Many projects start with good ideas, huge investments and great efforts. However, most of them do not achieve much success. A major contribution to unsuccessful projects is the lack of understanding on scope, time, cost and quality. Projects as powerful strategic weapons when initiated create economic value and competitive advantage. The objective of the research is to explicitly declare the scope of the research to by considering only the scope, time, cost and quality as process success parameters and how specifically the cost element would influence the project success when all other elements or factors other than cost are represented in terms of cost factor along with the contract conditions as basic rules or constraints that drive the strategic cost based on applying the CRASP methodology concept. The concept of benchmarking would provide right meaning of project success when allowing to properly distributing the meaning of customer profitability to the project providers (project owner and contractors).
STRATEGIC COST MANAGEMENT FOR CONSTRUCTION PROJECT SUCCESS: A SYSTEMATIC STUDYcivejjour
Large construction projects are inherently complex and dynamic. Many projects start with good ideas, huge investments and great efforts. However, most of them do not achieve much success. A major contribution to unsuccessful projects is the lack of understanding on scope, time, cost and quality. Projects
as powerful strategic weapons when initiated create economic value and competitive advantage.
This document discusses project management and the project lifecycle. It describes the typical phases of a project which include conceptualization, feasibility, preliminary planning, detailed planning, execution, and testing. It emphasizes that project management is important for organizations to help ensure projects are completed on time, within budget, and meet performance goals. Project management involves both managing the project as well as monitoring progress. Following a standardized project lifecycle and using project management techniques can help organizations reduce the number of failed projects and have more success in accomplishing their goals.
The document provides an introduction to a course on project monitoring and evaluation. It will cover various topics related to project management over 15 sessions totaling 42 hours. Key concepts that will be discussed include the project cycle, monitoring and evaluation logic and cycle, evaluation techniques, indicators, and data collection for monitoring and evaluation. It emphasizes understanding the practical meanings and importance of concepts rather than mathematical equations.
Running Head PROJECT PLAN OUTLINE1Project Plan Outline2.docxcharisellington63520
Running Head: PROJECT PLAN OUTLINE 1
Project Plan Outline
2
Project Plan Outline
FIN 575 / Budgetary Finance
Project Plan Outline
Like any professional team, project management requires a game plan for executing the plan. This paper will create an outline for a special project for the case study of Pontrelli Recycling, Inc. A description of the seven primary planning activities will be introduced. An evaluation of the project execution and alignment to the corporate strategy will be discussed. Finally, an illustration of how project control may mitigate risks for the organization will be given.
Project Charter
The start of any project should include the project charter. The project charter identifies the project scope. These would include “client goals and objectives, specific project goals, and information about the various stakeholders” (Callahan, Stetz, & Brooks, 2007, p. 157).
Project Deliverables
“Deliverables serve as a general term that encompasses the requirements of a project” (Investopedia Staff, 2013, p. 1). In other words, these are the goals and objectives of the organization brought to life. In the case of Pontrelli Recycling, these would be the realization of cost cutting initiatives, the realization of new revenue streams, and enhanced stakeholder value.
Tasks
Tasks are a description of the work that the project team members need to accomplish in order to deliver on the project. These could include a industry survey on the types of equipment used to handle different material streams for recycling or a business process analysis to identify opportunities to enhance process efficiency.
Resources
It would be impossible to deliver a project without identifying the resources needed to complete the deliverables. These would include “personnel (, equipment) and other resources” (Callahan, Stetz, & Brooks, 2007, p. 157). Identifying the resources needed is a key component to accomplishing the project deliverables in an efficient manner.
Estimate of Effort
An estimate of effort is needed to understand the amount and scope of the need from the resources. For example, how many person hours would be needed to accomplish the task of researching the process flows to identify efficiencies in production. This would help to realize the amount of each resource needed to accomplish each task.
Risks and Constraints
Listing the risks and constraints to the project and its resources is important to be identified earlier in the process. This would allow the project team to plan to overcome these if they arise. For example, if personnel assigned to the project become unavailable a contingency plan completed ahead of time may be activated to overcome this risk.
Project Schedule
Creating a project schedule begins with the end in mind. By scheduling the project milestones helps the project manager to assure that the process is on course to meet the project completion date. Additionally, by schedulin.
Tools and Techniques for Project Management professional Tamim kbarh
This document provides an overview of project management concepts and frameworks. It defines a project as a temporary endeavor undertaken to create a unique product or service. A program is a group of related projects managed in a coordinated way. The project management process includes initiation, planning, execution, monitoring and control, and closing phases. Key elements discussed include project stakeholders, the knowledge areas of integration management, scope management, time management, and cost management. Common tools and techniques are also referenced.
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure
The document provides an overview of the roles and qualifications of a project manager, describing the key responsibilities of a project manager in leading a large IT project, and the skills and experience needed to successfully manage projects, including strong communication, planning, and interpersonal skills.
Agile methodologies in_project_managementPravin Asar
In today's unpredictable markets, companies are feeling the squeeze to achieve more with fewer resources in shorter periods of time. In addition to controlling operational costs, IT is looking to increase the value of information to make the business more profitable. So, necessity to complete and develop projects with changeable requirement ,short period of time ,easily to manage risk , adaptability to changing market requirements has become undeniable main principles for each organization ‘s approach .While traditional methodologies or heavy weight with huge bulk of documentation and long term for planning and designing significantly affects the speed of developing process and customer satisfaction. Hence, using innovative methods for building project are important matter which has introduced in the recent years. Light weight methodologies evolve to meet changing technologies and new demands from users in dynamic business environment.
As a result, agile methodologies and practices emerged as an explicit attempt to more formally embrace higher rates of requirements change.
Agile development methodologies claim to go a step further in overcoming the limitations of traditional one and coping with high speed and high changes on relationships with customers and responsiveness to changes of business processes.
This paper is an evaluation of the agile development methodologies. Furthermore, it includes a discussion about the critical success factors of the agile methodologies, reasons for its failure. A case-study gives a real-world success story.
Project management is one of the most popular tool in the companies in today´s competitive environment. There are many successful companies, in which the project management has the key position. Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project management is accomplished with the processes such as initiating, planning, executing, controlling, and closing. The project team manages the work of the projects, and the work typically involves competing demands, stakeholders with differing needs and expectations and identified requirements. It is important to note that many of the processes within project management are iterative in nature. This is in part due to the existence of and the necessity for progressive elaboration in a project throughout the project life cycle.
Assignment 1 Organizing HR ProjectsIn order to effect a more ce.docxfelicitytaft14745
Assignment 1: Organizing HR Projects
In order to effect a more centralized model of delivering Human Resources services, there are core project functions that must be undertaken to ensure success as well as ascertaining that all parties are motivated to working with the new model. Establishing a new project team requires orientation to the overall goals and objectives in a bid to ensure that every team member is well aware of both intermediate and final goals. This will act as a guidance to the team making processes and functions easier. On the other hand, successful implementation requires strategic planning which is about allocation of resources, planning, and scheduling in a manner that optimizes the available resources and performing within the budget and the timeline (Neluheni, Pretorius & Ukpere, 2014). In this respect, it is the duty of the project manager or leader to guide and oversee the various processes and activities in a bid to ensure that the desired goals and objectives are being achieved.
The Statement of Overall Importance
When implementing the project, the overall steps of strategic planning are important to start, progress, and finish of the project. There are distinct steps such as vision where the overall goals and desired outcomes are communicated to the parties involved in the accomplishment of the task. Other steps such as planning also highlights the importance of laying down the strategy for attaining various tasks where resources are allocated optimally in a manner that avoids wastage. As a project leader, it is highly important that strategic planning is undertaken. In the field of project management, studies have shown that failure to effectively plan is one of the major contributors to failure especially when it comes to performing within the deadline and budget (Kerzner, 2013). A project manager must be able to put in place a plan that has goals and objectives that must be communicated to the concerned parties such as the team members. Actually, it is deemed best practice when a leader involves other parties such as team members in formulating a plan which improves the diversity of the decisions made.
The steps provided in the texts is highly important to the project. It is imperative to note that project management is nowadays strategic meaning that it must align with overall strategic direction of the organization. Majority of organizations are currently funding projects that are seen to have a direct influence on the strategic direction of the organization. For instance, in this case, it can be seen that the goal is to ensure easier and more efficient management of human resources which have become a strategic tool as opposed to a supporting function it has been over the previous decades. In essence, the strategic planning process will help outline goals, communicate the plans, and strategize on how various tasks and processes will be accomplished in line with desired goals.
Vision and Mission Statements
.
This document introduces key concepts in project management. It defines a project, provides examples of IT projects, and describes the triple constraint of scope, time and cost that projects aim to balance. It outlines the project management framework including knowledge areas, tools/techniques, and success factors. The role of the project manager is discussed, along with important skills. A brief history is given of the field and how the profession continues to grow through organizations, certification, and software tools.
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PUBLIC SECTOR PROJECT MANAGEMENT EFFICIENCY PROBLEMS, CASE OF LATVIA
1. ISSN 2029-9370. Regional Formation and Development Studies, No. 3 (11)
177
PUBLIC SECTOR PROJECT MANAGEMENT EFFICIENCY
PROBLEMS, CASE OF LATVIA
Emīls Pūlmanis1
State Regional Development Agency (Latvia)
ABSTRACT
The application of Project Management (PM) tools and techniques in public sector is gradually becoming an important issue in
developing economies, especially in a new development country like Latvia where projects of different size and structures are un-
dertaken. The paper examined the application of the project management practice in public sector in Latvia. Public sector project
management in Latvia become popular in recent years as there is different type of public funding sources available. The paper
describes the public sector project management practice in Latvia. Study shows that public sector project maturity level is low and
should be improved. Research period covers the time period from January 2013 – March 2013.
Keywords: project management, project planning and initialization, efficiency.
JEL CODES: O220, H430, H540
Introduction
Government and organizations usually embark on different projects with the aim of creating new service
or improving the functional efficiency of the existing ones. All these projects require appropriate skills and
techniques that go beyond technical expertise only, but encompass good and sound skills to manage limited
budgets, and monitor shrinking schedules and unpredicted outcomes, while at the same time dealing with
people and organizational issues (Abbasi and Al-Mharmah, 2000). The application of project management
practice in public sector has been identified as an efficient approach which would help in upgrading manage-
ment capabilities and enable public sector to efficiently complete projects and attain developmental objec-
tives (Arnaboldi, Azzone and Savoldelli, 2004).
Recipients of funding – both public authorities, public institutions and businesses, is a major challenge
for financial gain and to promote public welfare. However, the benefits bring with them the responsibility
for waste and financial records and reports on practical goals. Funding Administration requires thorough
knowledge and understanding of the law. A growing number of mass media and the administration of fi-
nancial instruments institutional statements we hear that a large number of project applications, which is a
low quality place. Now that the errors and weaknesses in project development and administration are unac-
ceptable, more and more to think of an effective system that would be according to the conventional project
management theory. Such a system would be built at local level, ensuring appropriate project specialist, but
the program level, i.e. need to improve the administration of financial instruments including methodical and
regulatory documents update and synchronize project management theory to improve the project initiation
process and ensure the quality of project applications development, thus resulting in an effective and rational
use of taxpayers’ money (Pulmanis, 2012).
1
Emīls Pūlmanis − State Regional Development Agency, Senior expert, Phd. cand., MSc.proj.mgmt
E-mail: Emils.Pulmanis@gmail.com
Tel.: +371 268 967 48
2. Emīls Pūlmanis
PUBLIC SECTOR PROJECT MANAGEMENT EFFICIENCY PROBLEMS, CASE OF LATVIA
178
Viewed in a broader sense, it can be concluded that the planning process phenomenon consists of three
connected plans: the strategic plan, functional plans and project plans. Project plans are a reflection of the
strategic plan, while functional plans represent a detailed guide to using resources to achieve a set purpose.
Project realization planning represents a rational determination of how to initiate, sustain and complete a
project (Cleland, 1999).
The object of the research is public sector project management.
The aim of the article is to evaluate project planning and initialization practice in public sector in Latvia.
The objectives of the article are as follows:
• assess the public sector project initialization practice and identify the problem areas of public sec-
tor project management in Latvia,
• analyze theoretical background of project management concepts as well as project initialization
and planning process in public administration
• provide proposals for public sector project management process improvement.
The research methods used in the article include the project and program empirical data analysis and
literature review as well as survey based on questionnaire.
1. Project management concept
The term project is described in different ways in the research literature. This is illustrated below:
• Project is defined as a temporary endeavor undertaken to create a unique product or service, tempo-
rary means that the project has a definite ending point, and unique means that the product or service
differs in some distinguishing way from all similar products or services (PMI, 2013, p. 4).
• Project has been termed as a human endeavor and may legitimately be regarded by its stakehold-
ers as a project when it encompasses a unique scope of work that is constrained by cost and time,
the purpose of which is to create or modify a product or service so as to achieve beneficial change
defined by quantitative and qualitative objectives (Cooke-Davies, 2001, p. 20).
• Project is described as a “value creation undertaking based on specifics, which is completed in a
given or agreed timeframe and under constraints, including resources and external circumstances”
(Ohara, 2005, p. 15).
• A project is a regarded as a business case that indicates the benefits and risks of the venture, dem-
onstrating a unique set of deliverables, with a finite life-span, by using identified resources with
identified responsibilities (Bradley, 2002). The common themes in these definitions is that projects
are unique in their output, having a definite starting and ending point, are temporary in nature and
are carried out to manifest the organization’s strategic objectives. These temporary structures are
playing a vital role in today’s modern organizations and a growing interest is recorded in the sig-
nificance of these temporary structures in organizations.
Project management is defined in different ways in the research literature. Some of these definitions are
as follows:
• Project Management is describe as a collection of tools and techniques to direct the use of diverse
resource toward the accomplishment of a unique, complex, one time task within time, cost and
quality constraint. Each task requires a particular mix of these tools and techniques structured to
fit the task environment and life cycle (from conception to completion) of the task (Oisen, 1971:
Cited in Atkinson, 1999).
• Project Management is express as planning, organizing, monitoring and controlling of all the as-
pects of a project and the motivation of all the involved stakeholders to achieve the project objec-
tives safely and within agreed time, cost and performance criteria (APM, 1995).
3. ISSN 2029-9370. Regional Formation and Development Studies, No. 3 (11)
179
• Project management is term as an application of knowledge, skills, tools and techniques to project
activities to meet project requirements. Project Management is accomplished through the applica-
tion and integration of the project management processes of initiation, planning, executing, moni-
toring and controlling and closing (PMI, 2013).
• Project management is also articulated as a professional’s capability to deliver, with due diligence,
a project product that fulfills a given mission, by organizing a dedicated project team, effectively
combining the most appropriate technical and managerial methods and techniques and devising the
most efficient and effective breakdown and implementation routes (Ohara, 2005).
Turner (1996) suggested that project management could be described as the art and science of converting
vision into reality whereas Atkinson (1999) argues that perhaps project management is simply an evolving
phenomenon, which will remain vague enough to be non-definable. This flexibility can be regarded as its
strength. In its early days the project management was solely concerned with the implementation of single
project in that era (Kartam et al., 2000). But, today many organizations have embraced the concept of project
management. This is mainly because of its systematic approach of managing the projects (Morgan, 1987).
It’s a way to generate consistent results when undertaking new initiatives and a powerful business tool that
can transform an organization’s ability to perform well (Artto et. al., 2008).
Conceptualization according to Pinto (2007) refers to the development of the initial goal and technical
specification for a project. The scope of work is determined, necessary resources (people, money, material &
machine) identified, and important organizational contributions or stakeholders signed on. Also, feasibility
study is conducted at this stage to investigate whether the project can be continued or not. Planning is the
stage in which detailed specifications, schematic, schedules and other plans are developed. It is also a stage
where the project solution is further developed in as much detail as possible and steps necessary to meet the
project’s objectives are put in place. At this stage the individual pieces of the project called work packages
are broken down, individual assignments made, and the process for completion clearly delineated. Project
schedule, the actual work and the estimated cost of completion are also identified. Anything that might pose
a threat to the successful completion of the project is also identified at this stage. Finally all the project stake-
holders must be identified at this stage of the project so as to establish a communication plan that describes
information needed and the delivery method to be used to keep stakeholders informed (Patel, 2008).
Project management is defined as an application of knowledge, skills, tools and techniques to project
activities to meet project requirements. This is accomplished through the application and integration of the
project management processes of initiation, planning, executing, monitoring and controlling and closing
(PMI, 2013). Mintzberg (1983) cited in Soderlund (2004b) states that most of the emergent industries since
world-war II are project intensive. This widespread use of projects in organizations demanded an approach
that can efficiently manage these temporary endeavors which are critical to the organizations strategic objec-
tives. This led the researchers and professionals of the field to devise an approach that can efficiently manage
the projects. Initially the focus of research on projects was exclusively on the implementation of a single
project (Crawford et al, 2006). Project research in general now spans a variety of level of analysis. Concept
such as the management of projects and the management by projects clearly point to the current devotion of
project research (Soderlund, 2004a &b).An important factor here is that the researchers suggest management
of projects to be at the core of understanding the modern firm (ibid). Public sector organizations are differen-
tiated in comparison with their commercial counterparts in the private sector. There is no profit maximizing
focus, little potential for income generation and, generally speaking, no bottom line against which perfor-
mance can be measured (Boland and Fowler, 2000). The vast majority of public sector organizations still
generate most of their income from the State (ibid). However, the capability of the public sector is pivotal
to the growth of the economy (Rwelamila, 2007). Furthermore, the need for project management expertise
in public sector organizations has become fundamental in order to deal with the enormous responsibility of
managing a number of projects (ibid).
4. Emīls Pūlmanis
PUBLIC SECTOR PROJECT MANAGEMENT EFFICIENCY PROBLEMS, CASE OF LATVIA
180
In less developed countries the implementation of project management tools and techniques is still in its
early phases of development. It is a relatively modern practice that attempts to achieve planned objectives
within specific time and cost limits, through optimum use of resources and using an integrated planning and
control system (Abbasi and Al-Mharmah, 2000). According to Schlichter (1999) project management has led
a number of organizations to be more effective and efficient in delivery of their products and services, to have
more accurate budgeting and scheduling and improved productivity. The growth and acceptance of project
management is continuing to increase as resources become scarce in less developed countries.
2. Theoretical aspects of project initialization and planning
Effective and accurate planning is required at the start of the project for the project to be successful.
In public sector projects the planning and decision making inevitably become political activities (Dennis,
2000). Planning becomes a process not only of analyzing problems, goals and alternative course of action,
but also of advocating position, influencing behavior and intervening in the policy making process to affect
the outcome of decisions (Rondinelli, 1976). Planning consists of a set of procedures whereby decision mak-
ers attempt to:
• Identify and define major problems and goals.
• Analyze relevant environment and strategic conditions.
• Project trends, needs, opportunities and constraints.
• Transform goals into operational targets.
• Identify alternatives course of action for achieving goals and targets.
• Calculate cost and benefit of each alternative.
• Estimate the probabilities of future events.
• Projected trends occurring.
• Determine the potential non-economic gains.
• Losses and consequences of each alternative.
• Choose the optimal alternatives or set of actions.
• Integrate the chosen course of action into a comprehensive plan.
In addition to understand the above characteristics of planning in a public project there are number of
processes that need to be followed to plan project effectively. These are:
• Defining the deliverables.
• Defining the work packages.
• Estimating the work.
• Scheduling the work packages.
• Managing resource availability.
• Creating the budget.
• Integrating schedule and budget.
• Identifying key performance Indicators.
• Identifying critical success factors (Harpum, 2004).
Procurement / Contracting Strategy in Public Sector Projects Spittler and McCracken (1996) states that
by choosing a properly matched contracting strategy the chances of projects success can increase.
Author analysis of the scientific literature in the field of project management found that very little role
has paid to project initiation and the problem definition importance in the frame of project management.
Study shows very broadly analyses and present methods and tools for project planning and problem solu-
tions. British PRINCE2 project management standard requires that in some situations, a feasibility study
might be required to investigate the situation and determine options for the way ahead. Using PRINCE2, the
optimum approach would be to handle the study as a separate and distinct project and then operate a second
project to implement the results of the study.
5. ISSN 2029-9370. Regional Formation and Development Studies, No. 3 (11)
181
The America’s national project management standard PMBOK defines project scope planning as “the
process of developing a written scope statement as the basis for future project decisions including, in particu-
lar, the criteria used to determine if the project or phase has been completed successfully” (PMBOK, 2008).
Problem analysis identifies the existing situation and establishes the ‘cause and effect’ relationships be-
tween the problems that exist. It involves three steps:
1. Precise definition of the framework and subject of analysis.
2. Identification of the major problems and dangers faced by target groups.
3. Visualization of the situation.
The recurring costs of investment projects on completion will have to be clearly understood and esti-
mated by Public Bodies before embarking on the decision to go ahead with the projects. Investment projects
may be funded from Government-owned resources, grants or loans from foreign institutions and/or by the
private sector.
According to A. Walton project planning may be considered a form of information development and
communications. As the project team develops the project plan, the project team should learn more about the
project goals, strategies, and team member roles. The project objectives then can be decided in terms of cost,
schedule, and technical performance. Satisfaction of project goals is accomplished through the completion of
the project work packages. The project strategy is a plan of action with accompanying policies, procedures,
and resource allocation schemes, providing general direction of how the organizational effort will be used to
accomplish project goals and project objectives. Simultaneous project planning is the process of having the
project team considers all aspects, issues, and resources required for the project plan on a concurrent basis.
Concurrent planning means that everything that can or might impact the project is reviewed during the plan-
ning phase to ensure that an explicit decision is made concerning the role that all resources, however modest,
might have on the project (Walton, 1996).
The Project should be defined in the initialization phase, and the definition should show that the project
will be conducted in a logical and proper manner (Charvat, 2002).
Project problems are ordinarily complex, consisting of many aspects that require analysis and insight
(Heerkens, 2007). We need to invest an appropriate amount of time to fully understand all aspects of the
problem. Very often, what appears to be the problem is actually masking a bigger, more fundamental prob-
lem. Uncovering that fundamental problem is referred to as identifying the true need.
Governments in some jurisdictions provide guidance on how to appraise proposals, using cost-benefit
analysis, before committing significant funds. For example, the governments of Australia, New Zealand,
the United Kingdom, and the United States provide guidance on the issues and techniques that should be
considered when assessing new regulatory, revenue or capital policies, programs, and projects. Such guid-
ance advises public sector departments and authorities on how to undertake conventional analysis however;
such guidance can offer advice on a broader economic cost-benefit analysis that can be more valuable to the
public interest.
P. Drucker commences by stating that an effective decision making process must go through some basic
steps. These steps will not “make” the decision – it will always be a judgment call – but if the steps are ig-
nored, the decision is not likely to be effective nor right. The 6 steps he recommends are:
1. The classification of the problem.
2. The definition of the problem.
3. The specifications which the solution to the problem must satisfy (the “boundary conditions”).
4. The decision as to what is “right”, rather than what is acceptable, in order to meet the boundary
conditions.
5. The building into the decision of the action to carry it out.
6. The feedback which tests the validity of the decision against the actual course of events (Druck-
er, 2007).
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Justification of a problem situation should make sure it describes a controversy, not just lists a number of
various facts. A typical mistake is to indicate in the project submission the desired situation, not describing
the existing. In such a case the problem justifying the need for the project is not demonstrated. Therefore, the
problem results from the problem situation. Whereas a problem situation is one that encourages formulating
and solving the problem. If a problem situation is not analyzed in sufficient detail, the solution, too, can be
incomplete. To justify the necessity for the project, it is best to start by describing the issue in question or
the problem topicality. Municipalities are forced in their work to solve problem situations involving various
target groups.
Definitely the most important thing in the project development process is the topicality of the problem
and its accurate definition. The project goal is determined when performing the justified problem analysis.
Next, the definition of project problems, target groups, and goals is analyzed in the project submissions of
particular municipalities.
Analysis of the initiation documentation of the selected projects reveals the main mistakes in the problem
situation description:
1. Project topicality is not described – no justification of the significance, importance of the problem
for the specific city, in the particular period of time.
2. Some fragments mention the region or state in general, others the municipality.
3. Terms are not understood.
4. Generally known statements are used, not sustained by facts.
5. Part of that problem has been the lack of a structured approach for decision-making, project ap-
proval, and project execution.
All this can be satisfied with a sound project management methodology (Pūlmanis, 2013).
Problem solving models attempt to capture important aspects of the problem solving process. As deci-
sion-making and problem solving are intimately related, it is not surprising then that the Simon model of the
decision-making process is the foundation for a number of problem solving models (Brightman, 1978; Van
Gundy, 1988; Sprague, 1982).
The analysis of efficiency and effectiveness is about the relationships between inputs, outputs and out-
comes. In 1957, Farrell already investigated the question how to measure efficiency and highlighted its
relevance for economic policy makers. “It is important to know how far a given industry can be expected to
increase its output by simply increasing its efficiency, without absorbing further resources” (Farrell, 1957).
Since that time techniques to measure efficiency have improved and investigations of efficiency have be-
come more frequent, particularly in industry. Nevertheless, the measurement of efficiency and effectiveness
of public spending remains a conceptual challenge. Problems arise because public spending has multiple
objectives and because public sector outputs are often not sold on the market which implies that price data is
not available and that the output cannot be quantified.
Assessing the efficiency and effectiveness of public spending requires the measurement of the inputs
entering into the production of public sector activities. This can be done in monetary and non-monetary
(physical) terms. Compared to the private sector, the estimation of the actual costs of public sector activities
is relatively complicated. While in the private sector, data are available at a very detailed level of activity,
public sector accounts are typically designed differently, making it difficult to obtain information on all input
costs, in particular at a disaggregated level. Estache et al. (2007) stress that public budgets are not really
designed to track down specific sectorial expenditures.
Recent literature highlights especially the indirect costs, such as opportunity costs of using government-
owned assets, like school buildings and hospitals, and the allocation of government fixed costs. The higher
tax burdens associated with an increase in public expenditures cannot be neglected either. This, however,
would lead to an even broader approach to evaluating the impact of public policies. This paper chooses
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a more narrow approach and considers the public spending allocated to the production of a given public
service, like public spending on health, education or infrastructure as a measure of input. It also takes into
account the complementarities of public and private spending. An alternative approach to defining appropri-
ate input indicators is to use non-monetary factors, like the number of civil servants deployed for a public
activity or working hours spent on this activity. For instance, in the area of education the teachers/students
ratio, class size and instruction time are quite common measures of inputs.
Research
Authors has elaborated survey questionnaire for local municipality project management specialists.
Questionnaire has been sent to all Latvian municipalities (in total 119), in the frame of study 97 responses
has been collected (research sample is 97 out of 119, n = 97). Research period is January 2013 – March 2013.
In order to obtain a mathematic all area son able view of the project planning capacity in the public sec-
tor -quantitative analysis of the survey data obtained through analysis of education, training and practical
work experience aspect of the relationship with the real action methods. Quantitative analysis carried out in
two steps: describing the central tendency and variation of parameters and in accordance with the empiri-
cal distribution with the normal distribution choice of parametric or non-parametric method for Inferential
Statistics.
The author evaluated the public sector practice in project development and initialization processes in
Latvia. In the frame of research evaluation of project problem and goal definition has been done.
Study shows that in public sector project management there is lack of deep problem and situation analy-
sis. 45.78 % of respondents elaborated project proposals based on local municipal development programs
and policy planning documents and don’t provide deep analysis of problems. 26.05 % of respondents ac-
cepted that they don’t use situation analysis methods but project proposals are elaborated based on desired
situation. Still 28.17 % of respondents showed that they used project management methods such as current
situation analysis and research, case study methods by clarifying the factual situation and the desired situa-
tion (Figure 1).
Figure 1. Problem definition practice in public sector in Latvia (n = 97)
Source: author empirical research
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PUBLIC SECTOR PROJECT MANAGEMENT EFFICIENCY PROBLEMS, CASE OF LATVIA
184
Figure 2. Project goal definition in public sector (n = 97)
Source: author’s empirical research
Goals and objectives are statements that describe what the project will accomplish, or the business value
the project will achieve. The study shows that public sectors not using appropriate goal definition methods
and don’t use a SMART principles in definition of project goals (only 18.35 % of respondents use SMART
method to define their project goal). 53.21 % of respondents define their project goals under the funding
program or priority target without using SMART principle. Also the 28.44 % of respondents define their
project goals in a general way to avoid of further changes in project submission or project financing agree-
ment (Figure 2).
Many traditional definitions of projects assume that the objectives of a project, and the methods of
achieving them, are well understood throughout the project. For instance, in its body of knowledge, the UK
Association of Project Managers defines a project as ‘an undertaking to achieve a defined objective (Morris,
1992), and goes on to state that ‘generally all projects evolve through a similar “lifecycle” sequence during
which there should be recognized start and finish points’.
Other definitions similarly imply clearly defined objectives and methods: an activity defined by a clear
aim, appropriate objectives and supporting activities, undertaken to define start and completion criteria
(Gower, 1992), and a human activity that achieves a clear objective against a time-scale (Reiss, 1992).
The author research has identified the problem aspects of project initialization and planning process in
public sector in Latvia (Figure 5). As the minor problems respondents identified: frequent change of man-
agement official’s decisions and initiatives, corruption, changes in responsible officials and political lead-
ers. As the important or very important problem factors which could affect the ability and capacity of local
government projects respondents defined: management official’s lack of understanding of project manage-
ment issues, inadequate staff motivation system, lack of human resources and lack of project management
competencies and professional skills.
To evaluate public sector project management capacity and maturity author asks for respondents to un-
dertake self-assessment and evaluate their organization capacity in project management. The study shows
that public sector organization maturity is on middle/low level (Figure 6).
Project Management Maturity refers to processes, documentation, management and metrics. There are
five levels of project maturity management as follows:
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Table 1. Project management maturity levels
Maturity Level 5 (Highest) optimized processes (All project management processes are in place, measured and
continually improved upon)
Maturity Level 4 Managed processes (All project management processes are in place and these are
regularly measured)
Maturity Level 3 organizational standards and institutionalized processes (majority of project
management processes are in place and are used by the majority of people)
Maturity Level 2 Structured processes and standards (basic processes are in place and used most
of the time)
Maturity Level 1 (Lowest) Initial process (no or little formal and/or documented processes being used)
Source: author’s questionnaire maturity description
Research concludes that public sector bodies assessed their maturity as maturity level 3 – organizational
standards and institutionalized processes (majority of project management processes are in place and are
used by the majority of people), quite big part of public sector organizations has identified their organizations
in the second level of maturity – Structured processes and standards (basic processes are in place and used
most of the time).
Figure 3. Public sector project management maturity self-assessment (n = 97)
Source: author’s empirical research
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Figure 4. Project management methods applied in public sector project planning (n = 97)
Source: author’s empirical research
Figure 4 shows application of project management tools and technique in public sector project initializa-
tion, planning and implementation phases. Normally the project managers’ criterion for choosing a method-
ology for any project is mainly based on an expert’s opinion, past working experience, government rules and
regulations, organization, senior management, stakeholder’s preferences and client location. All of these can
have positive or negative impact on the underdevelopment projects. However, all of the above mentioned
criterion have inbuilt quality of rigidness. None of these provide any opportunity to analyses the nature of
project and then decide the future course of action related to the selection of project management methodol-
ogy. Decisions in which a methodology is chosen or used based on a single criteria can have serious negative
impacts on the project especially if the project manager, development teams do not have the knowledge or
the pros and cons of the selected methodology. No project management methodology is meant to be taken
verbatim. It must be customized in the context in which it is being applied in order to increase the rate of
adoption and the opportunity for success.
Conclusions
Public sector project realization planning represents a project management phase that encompasses goal
definition and the determination of ways and measures for achieving the set goals, i.e., that the project is
realized in the planned time, at the planned cost.
Study shows that self-assessment of public sector organizations in Latvia is quite high. Project manage-
ment specialists define them self as very experienced in Project management, but meanwhile the self-assess-
ment of organization project maturity (efficiency) levels shows that organizations is only at the beginning
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of setting up the appropriate Project management system. The public sectors project management usually is
described as different kind of foreign financial instrument and program implementation.
To improve project management practice and efficiency in public sector in Latvia, author can recom-
mend:
• To increase the capacity and professional skills level for local municipal project management staff
(training programs, supervisions etc.).
• Define the appropriate organizational structure for project elaboration and implementation (matrix
or pure project organization structures).
• Project management tools and techniques should be applied gradually (should be as an obligatory
requirement in big scale public sector projects).
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VIEŠOJO SEKTORIAUS PROJEKTŲ VALDYMO EFEKTYVUMO
PROBLEMOS, LATVIJOS ATVEJIS
Emīls Pūlmanis
Valstybinė regioninės plėtros agentūra (Latvija)
Santrauka
Projektų valdymo metodų taikymas besivystančių ekonomikų viešajame sektoriuje tampa vis svarbesnis,
ypač tokiose valstybėse kaip Latvija, kur vykdoma daug įvairių projektų. Straipsnyje nagrinėjamos projektų
valdymo praktikos Latvijos viešajame sektoriuje. Viešojo sektoriaus projektų valdymas pastaruoju metu
Latvijoje tapo ypač populiarus, nes prieinami įvairūs viešo finansavimo šaltiniai. Straipsnyje aptariama Lat-
vijos viešojo sektoriaus projektų valdymo praktika. Tyrimas parodė, kad viešojo sektoriaus projektų lygis yra
žemas, jį būtina kelti. Tyrimas atliktas 2013 metais sausio – vasario mėnesiais.
PAGRINDINIAI ŽODŽIAI: projektų valdymas, projektų planavimas ir inicijavimas, efektyvumas.
JEL KLASIFIKACIJA: O220, H430, H540