Project Management in Public Administration. TPM – Total Project Management Maturity Model. The Case of Slovenian Public Administration

Gordana Žurga

doi:10.24193/tras.53e.9

Abstract

The purpose of the article is to present the importance of project management for the functioning of public administration, and its contribution to the realization of the developmental goals of the government. For this, integration of strategic management and project management is of vital importance. The methodology used is a combination of literature review, a case study of project management in public administration of the Republic of Slovenia, and development of a maturity model of project management in public administration, with its verifi cation on the case of Slovenia. The main contribution of the study is development of TPM – Total Project Management maturity model for public administration. Upon the TPM maturity model, project management in Slovene public administration is assessed and discussed. Out of fi ve maturity levels, the results for project management in Slovene public administration are: management of projects – level 2 (initiated), management of programs of projects – level 2 (initiated), management of portfolios of projects – level 3 (implemented), organizational support for project management – level 3 (implemented), HRM for project management – level 2 (initiated), and integration of project management and strategic management – level 3 (implemented). General fi ndings and recommendations in this respect are drawn, together with indicated areas for possible further research and investigation.

Highlights

Public administrations (PA) in all countries face increasing demands for higher effectiveness, efficiency and quality of services
The methodology used is a combination of literature review, a case study of project management in public administration of the Republic of Slovenia, and development of a maturity model of project management in public administration, with its verification on the case of Slovenia
A basic finding in respect to maturity level of project management (PM) in Slovene PA is that prevailing maturity level is (3) – implemented and some elements are close to it, at the level (2) – initiated

Summary

Introduction

Public administrations (PA) in all countries face increasing demands for higher effectiveness, efficiency and quality of services. Development of PAs goes into the direction of establishing managerial principles and public governance, increasing their efficiency and quality, trying to achieve and maintain the sustainability of their functioning. Changes of these kind demand strategic approach, clear definition of PA roles and functions, and implementation of new principles and ways of functioning. To achieve best possible results, the whole change process has to be carefully and systematically planned and managed. Several conditions and frameworks are to be fulfilled – among others, the integration of strategic and project management as strategies are being implemented through projects, or programs of projects. Several authors recognize the high priority of strategic planning for successful project management (Rozman, 2000; Žurga, 2004; Kerzner, 2001; Young et al, 2012)

Objectives

Discussion

Conclusion