In recent time, public service faces a multitude of unprecedented challenges. The implications of factors like a changing demographics, escalating demand, and hard-pressed finances is a plethora of stark choices for local authorities and the public service alike. In this regard, they may be forced to change their approach to work, of even face the imminence of probable service retrenchment.

Local authorities, also, are predisposed to challenges like perpetual crisis management and increasing relevance. Granted the current cost-reduction agenda in many a local government, the need for new thought processes to mitigate unforeseen challenges becomes all the more imperative. Organizational and process efficiency alone do not suffice in helping town halls meet their budget objectives. One of the fundamental ways to achieve significant and long-term efficiency is management techniques and finding new methods and tools that could be used to cope with the changing times and the whole scope that regards serving the public.

While management of projects procedural processes are consistent across the board, the road to public sector project success has very many challenges not found in the private sector. The major difference is that those working in the public sector operate against overlapping rules, standards and procedures put in place to ensure that public sector employees have limited latitude. (Wirick, August 2009) Among these rules are some set up not to help the employees get things done but to make sure that there is adherence to behavioral standards consistency. These projects in the public sector must be operated within these standards and rules.

There are certain tools and techniques of Project Management that can be applied in the public sector that are fast becoming important gradually an important issue especially in developed countries where projects that are of different structures and sizes are been undertaken con currently.

Aim of the Project

There are very high risks of failure of projects more so in the public sector due to rapidly changing environments and constrained environments. And due to the large capitals put into these projects and the multiple numbers of external sponsors and people involved in these projects, employees, departments in the government, there are also very high needs for visibility.

This is especially true especially due to the many cases of corruption and embezzlement associated with the public sector. As a result of all these factors, governments and organizations have come to recognize the importance and very solid connection between project management and success and survival of these organizations.

Managers and public employee officials are being tasked with carrying out very large and complex projects. For example, tin this case, the Local Authorities of North London can be considered being a very large, busy and a county full of projects.

References

  1. Deakins, E., & Dillon, S. (2006). Management consultant (process) performance in local government. The International Journal of Public Sector Management, 19(1), 40-56.
  2. Gordon, R., Australia., & Local Government Development Program (Australia). (1987). Management review and development models in local authorities: A discussion paper : a project of the 1985-86 Local Government Development Program (LGDP 56W102). Canberra: Australian Government Pub. Service.
  3. Mandell, L. M. (1997). Performance measurement and management tools in north carolina local government: Revisited.Public Administration Quarterly, 21(1), 96-127.
  4. Plagiarism checking system