Project management and performance management: potential transdisciplinary contributions

Gerrit Van Der Waldt

doi:10.4102/td.v8i2.229

Abstract

As project management and performance management as management applications gain momentum in public sector settings, the question often arise as to if, how, and when these applications should complement each other in various policy implementation and service delivery initiatives. Answers to this question should be sought from various vantage points or perspectives. These vantage points may range from macro, meso, micro as well as theoretical-methodological perspectives.The purpose of this paper is to unlock the potential for transdisciplinary contributions between Project Management and Performance Management by focusing on the methodologies, functional areas, and practical applications of both management disciplines. It is argued that the respective methodologies and their processes should be unpacked to identify the timing or moment when each discipline could, and should, make a contribution to the success of the other. This will add value to the theoretical underpinnings and practical applications of both study domains in the public sector. The respective contributions are illustrated by means of application realities of both management practices in the South African Public Service.Keywords: project management, performance management, Public Sector applications, transdisciplinarityDisciplines: project management, performance management

Highlights

Both project management and performance management are gaining favour in government
It is evident that the roles of project governance structures such as Steering Committee and Project Management Offices is to ‘monitor and control project performance – to track progress against appropriate measures’ (Aubrey et al, 2010:33), whilst the role of the project manager is seen to manage the quality of projects (PMBOK)
In a not-for-profit setting, i.e. public sector, it seems that the concept ‘performance’ is favoured above ‘quality’, probably due to the lack of customer-orientation(Faucett & Kleiner, 1994:64; Aerie & Bouckaert, 1996:12)

Summary

Introduction

Both project management and performance management are gaining favour in government. In the case of the South African Public Service both management applications became mainstreamed through statutory and regulatory frameworks in the quest for answers to service delivery challenges. As relative ‘late comers’ on the public management scene, project management and performance management do not as yet have the same levels of maturity as far as the managerial competencies and organisational architecture to successfully apply them, is concerned. Both management applications, has as far as theoretical underpinnings are concerned, relative mature methodologies in place. Public managers need to appreciate the way in which these management applications complement each other in the execution of their responsibilities and functions. Due to ‘silo thinking’, often find it difficult to appreciate the interrelatedness and interdependencies of their various managerial responsibilities and TD The Journal for Transdisciplinary Research in Southern Africa, 8(2) December 2012, pp. 217-234

Objectives

Results

Conclusion