The New Approach to the Strategic Project Management in the Polish Public Administration

Abstract

The article deals with a way of standardizing project and program management methods in public administration, considering that they have been initiated by a number of administration units having a great autonomy, independently of the government strategy. To manage the government strategy, an original model of the unification process of managing projects and programs executed as part of the strategy and supported by a dedicated IT system has been specially developed and implemented. The essence of the presented approach is to replace the top-down forcing changes toward unifying the project management methodologies used by government administration units by stimulating interest in facilitation and benefits provided by the IT system and, as a result, also a willingness to join the system. Such voluntary joining the system is associated with voluntary adaptation of the previous locally applied management method to the methodology supported by the IT system.

The Effect of Stakeholders’ Satisfaction and Project Management Performance on Transitions in a Project Management Office

“…A main area of PM research is related to the role of PMOs as enablers and conductors of organizational change [5], [6], [7]. Moreover, studies analyzed different aspects of the PMO, such as its integrative role in the front end of innovation [8]; its knowledge broker characteristic [9], [10], [11], [12], [13]; its function in the project portfolio management [14], [15], [16], [17], [85]; and in the project management maturity [7], [18], [19].…”

Project Management Office in the Public Sector: a Conceptual Roadmap

“…Projects are generally implemented by several different participants, which makes them particularly complex (Cvijović, Obradović, & Todorović, 2021). Such projects are most often projects of great value and importance for several groups, especially citizens (Janka & Kosieradzka, 2019;Aubry & Brunet, 2016;Obradović et al, 2012). There are several dimensions that describe the complexity of projects such as: activity complexity, social complexity, cultural complexity, operational complexity (Kähkönen, 2013).…”

“…The main challenges in the functioning of the PMO in the public sector are adequate staff, competent, the level of maturity of the PMO and positioning within the institutions (Akhmaaj, Sharif & Farhat, 2022;Janka & Kosieradzka, 2019). The figure below shows the forms of PMO development and the level of PMO development.…”

Evolution from operations project management to strategic project management: a systematic review

“…A study entitled "The New Approach to Strategic Project Management in Polish Public Administration" by Janka & Kosieradzka (2019) discusses how to standardize project and program management methods in public administration. The intensity of political interference, organizational transactions between organizations and the environment, and bureaucratic structures define public and private organizations.…”

“…Especially in project portfolios, which is a set of programs and projects that organizations often adopt strategy. This influences the culture, the values, the direct impact on the financial values and the effective use of the organisation's resources (Janka & Kosieradzka, 2019). Grundy (1998) highlights that the profile of project management has become high profile in the application of strategies in project management.…”