Key Competences of Public Sector Project Managers

AbstractProject managers play a crucial role in all kinds of projects and influence projects’ success (Wateridge, 1997; Crawford, 2005). Their role is unique in public sector projects, due to the fact that public projects always deal with multiple, different stakeholders whose opinions can strongly influence the project. Progress in projectification of public sector creates an increasing need for developing competences (knowledge, skills, attitudes) for public sector project managers. However, very little attention has so far been paid to the distinctive features of public sector project managers’ competences, especially in terms of competences necessary for team and stakeholders management.David Wirick (2009) highlights that project managers in public sector face team management challenges such as: the inability to clearly link performance and reward, compensation systems that are biased towards longevity, the inability to select project team members based on their expertise. In addition, public sector project managers work in environment which very often is not familiar with results-oriented project management, and are constantly dealing with political interference in the management of projects and the challenges of working with political appointees.This paper's aim is therefore to identify the most important competences of public sector project managers. The authors, based on a literature study, propose a typology of competences, necessary for project managers dealing with specific circumstances of public organizations. The results can help to further develop training programs and academic curricula tailored to the needs of public sector employers

Uncertainty management of projects from the owners’ perspective, with main focus on managing delivered functionality

Purpose – This paper aims to report on the work on a doctoral thesis studying uncertainty management of projects. The thesis was in particular studying uncertainty regarding the functionality that the project should deliver. The research also addresses how the project owner’s views and interests are taken care of, and the relation between the project management and the project owner in this uncertainty management. The purpose of the paper is not only to report the research findings and conclusions, but also to give insight into the research process – the researcher’s “journey” in his work with the thesis is described and also some main issues regarding the context of the research. Design/methodology/approach – The research work that is reported on was carried out applying a combined research approach utilizing both quantitative and qualitative data. The research was mainly based on two case studies – one made up of two projects in the railway sector, and one consisting of seven projects in the energy sector. In both the studies, qualitative techniques were applied: interviews, observations and documentation studies. In the study in the energy sector, there was also made a quantitative study using data from the risk registers of the seven projects, with a total of almost 1,500 risk items. Findings – The study shows that the projects’ uncertainty management did not have a project owner’s perspective, but was mainly focused on the success factors of the project management. In the quantitative part of the studies, it was found that a great majority (91 percent) of the risk elements in the projects studied were operational risks, i.e. risks mainly concerning the projects’ operational goals. Also, most of the projects’ risk elements were threats (67 percent). Originality/value – There appears to be a paucity of similar studies of uncertainty management in projects undertaken in the project management research literature. Developing a better focus on the project owner and uncertainty regarding the projects’ effects was found to be the main value of the work

Identification of early warning signs in front-end stage of projects, an aid to effective decision making

AbstractMost of the critical decisions are made in the front-end stage of projects. This is due to high level of uncertainty in this stage (both negative and positive uncertainty) and at the same time the high potential for corrective actions and reducing consequences of possible negative impacts. On the other hand the prerequisites of a project's success include those aspects which should be in order and those matters that need to be attended to in the initial phases of the project. At this stage, attempting to detect early warning signals of possible future problems can be an aid to making the right decisions and ensuring the existence of crucial requirements. The earlier the warning signals are identified, the more time will be available for taking appropriate corrective actions before the negative consequences of a problem show up. This article suggests that it can help to introduce new insights to adding early warning identification as part of the management process in the front-end stage of projects. A case study on the Norwegian High Speed Railway project, which is currently in its front-end stage, is done in order to better illustrate the key points of this research. This will be done through an analysis on the possible early warning signs which can be detected in this stage and showing how this can contribute to a more effective decision making process for the project

Influence of reference points in ex post evaluations of rail infrastructure projects

The paper study the effect of different reference points in time regarding the ‘before’ and ‘after’ situation and how this may influence the ex post evaluation. Four Norwegian railway projects are analysed ex post. We have found that the choice of reference points that are chosen to represent the situation before and after a project, respectively, will often have a major impact on the result of an evaluation. In fact, the studied projects can be presented as either successes or failures, depending on the choice of reference years. The parameters used in this comparison are punctuality, frequency, travel time, and number of travellers. Four projects have been studied. Four parameters for each project generate a total of 16 indicators. By selecting certain years as reference years, 11 of the 16 indicators can be presented as either an increase or decrease. Stakeholders with a biased agenda towards certain projects can actually pick reference years to present the outcome of projects in a way that that fit their agenda. It is recommended that more than one measurement approach is applied in ex post evaluations

Influence of reference points in ex post evaluations of rail infrastructure projects

The paper study the effect of different reference points in time regarding the 'before' and 'after' situation and how this may influence the ex post evaluation. Four Norwegian railway projects are analysed ex post. We have found that the choice of reference points that are chosen to represent the situation before and after a project, respectively, will often have a major impact on the result of an evaluation. In fact, the studied projects can be presented as either successes or failures, depending on the choice of reference years. The parameters used in this comparison are punctuality, frequency, travel time, and number of travellers. Four projects have been studied. Four parameters for each project generate a total of 16 indicators. By selecting certain years as reference years, 11 of the 16 indicators can be presented as either an increase or decrease. Stakeholders with a biased agenda towards certain projects can actually pick reference years to present the outcome of projects in a way that that fit their agenda. It is recommended that more than one measurement approach is applied in ex post evaluations.Ex post project analysis Project evaluation Railways

Identification of Early Warning Signs in Front-End Stage of Projects, an Aid to Effective Decision Making

AbstractMost of the critical decisions are made in the front-end stage of projects. This is due to high level of uncertainty in this stage (both negative and positive uncertainty) and at the same time the high potential for corrective actions and reducing consequences of possible negative impacts. On the other hand the prerequisites of a project's success include those aspects which should be in order and those matters that need to be attended to in the initial phases of the project. At this stage, attempting to detect early warning signals of possible future problems can be an aid to making the right decisions and ensuring the existence of crucial requirements. The earlier the warning signals are identified, the more time will be available for taking appropriate corrective actions before the negative consequences of a problem show up. This article suggests that it can help to introduce new insights to adding early warning identification as part of the management process in the front-end stage of projects. A case study on the Norwegian High Speed Railway project, which is currently in its front-end stage, is done in order to better illustrate the key points of this research. This will be done through an analysis on the possible early warning signs which can be detected in this stage and showing how this can contribute to a more effective decision making process for the project