Abstract
The paper studies the adoption of Project Management (PM) practices in Greek public organizations through the study of small-medium Greek Local Governmental Organizations (LGOs). Specifically, it studies how PM practices are applied to small-medium sized LGOs and the factors that are preventing the adoption and the implementation of these PM practices in such organizations. A field study was carried out, using the research methodology of 360° feedback. More specifically, the views of all different stakeholders were collected and analyzed systematically with the use of semi-structured interviews. The conclusions of this work are that the factors which are blocking the implementation of a PM system, in a small-medium LGO, are grouped in two categories: the factors that are related with the adjustments of the standards to the structure of the LGOs and the inhibiting factors of the internal environment of the LGOs (concerning project management).
Highlights
Projects managed by public organizations exhibit increased complexity in comparison to those managed by private companies [1]
Research Question 1: The main conclusion extracted from this research question is that there are two main factors, derived from the internal environment of an Local Governmental Organizations (LGOs), which have a negative impact on the proper implementation of Project Management Capability Model (PMCM)
According to the findings of the study and in line with the findings of other similar studies, the most important factors that are inhibiting the introduction of PMCM in small and medium size LGOs are: 1) insufficient knowledge and qualifications of the staff on project management subject areas; 2) insufficient communication and coordination between related departments because of the hierarchical structure of Greek LGOs; 3) lack of management commitment throughout the development and the application of the PMCM and 4) the cautious approach taken by members of the staff because of the radical changes introduced
Summary
Projects managed by public organizations exhibit increased complexity in comparison to those managed by private companies [1]. This conclusion is not different in Greek public-sector. According to the Management and Organization Unit (MOU) of Community Support Framework (CSF) for Greece [2], the majority of Greek public organizations did not implement modern project management practices, tools and methodologies. A possible solution for the improvement of project management capability of public organizations is the adoption and the implementation of a Project Management Capability Model (PMCM). A PMCM is defined as the description of the processes which are implemented by an organization, to assure and upgrade its project management capability [3]. A typical PMCM includes documented processes, a system manual, a set of standar-
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