I n the fast-paced corporate world, IT projects in the public sector can feel slow and frustrating when compared to similar projects in the private sector.
Regularly, there is a remarkable majority of projects completed over budget, past the desired deadline, and outside the original scope.
Sedibuz trains public sector organizations in finding a foothold and maximizing their potential. For project managers venturing out into government-owned clients for the first time, following are a few pieces of advice:
1. Understand the Scope of your Project
This initial tip seems simple. However, far too often I've gone into organizations or talked with project managers and asked them, "Why are you undertaking this project?" There answer is predictable - "Because so and so told me too."
It's important to understand how and what this project means to the company and how can it benefit society as well as your companies profits. Being able to relate the success of your project with overall structure goals and methods is a straightforward thanks to increase team member dedication, morale and a sense of importance. Also, understanding the purpose of the project or hearing how it ties into the strategic plan shows executive-level dedication for the project.
2. Make Sure Roles and Responsibilities are Clearly Defined
A squad is made only every member of the organization with success their specific responsibilities and methods, so too in project management. Each neutral plays a selected role and key role within the overall management of the project. Defining every member's role and responsibility from either side is one of the primary steps for achievement.
3. Beware of political priorities
Politicians don’t run public bodies. The policies, budgets, and priorities that make them, however, political scenario plays a critical role in it which makes uncertain environments for projects. Questions such as, ‘Are we heading into an election year? Our government ministers pushing for strategic transformation or are they looking for quick wins to boost their image? What campaign promises were made?’ are factors that usually impact on internal matters for the project.
The aim of internal leadership teams is bound to change with that of the government, and the resulting absence of engagement can consume any understanding of accountability and control for plan profits. Technology plans may simply be deprioritized or abandoned, no matter how important or successful they might have been. Secure management support as briefly as attainable and try to ensure that funding for the entire plan is locked down from the source. Launch for regular access to your senior stakeholders so they can't lose sight of the project benefits. And if the project is discarded for political reasons, don't take it individually!
4. Don't undervalue the agony of public acquisition
Public acquisition methods are essential for encouraging transparency, integrity, and significance in how taxpayer wealth is consumed. Significant as those methods are, they slow plans down. They can be incredibly difficult, not just for plan organizations preparing tender documents, assessing responses and attending software demos, but for technology merchants and service providers spending their time and money to be in with a possibility.
5. Prepare to be culture-shocked
Government organizations are unlike corporations were the words turnover and profit are not in practice. They don’t have customers or clients in the traditional sense. Leadership teams don't have the same mandate to decide organizational strategy and direction as their private-sector counterparts. Members of the public and media have a right – and a tendency – to seek access to information and to challenge spending, no matter how disruptive that may be. Fundamentally, these are different|completely different} beasts with different cultural dynamics.
So, what does this mean? Despite the intense government scrutiny, it tends to mean more bureaucracy and more waste. You're likely to see more paper, more meetings, more governance layers and - in my view - more inefficiency than elsewhere. There may be various governance teams, design boards, and finance committees to navigate, every expecting a rather completely different|completely different} set of project reports on a rather different schedule. Decisions are often made by consensus, which can be painstakingly slow, and once made they still tend to be revisited. Again. And again.
The wheels of the state turn gradually which requires patience and perseverance. Public bodies can be politically commissioned, with very different operators, influences and restrictions to the private sector.
To succeed project you need to give more time into your project plan than you would elsewhere. It's almost assured to extend than you'd expect to jump through the public funding and governance circles and to get the decisions you need.