Title

The impact of government practices on the ability of project managers to manage

Document Type

Article

Publication details

Brunetto, Y & Farr-Wharton, R 2003, 'The impact of government practices on the ability of project managers to manage', International Project Management Journal, vol. 21, no. 2, pp. 125-133.

Published version available from:

http://dx.doi.org.ezproxy.scu.edu.au/10.1016/S0263-7863(02)00013-3

Peer Reviewed

Peer-Reviewed

Abstract

This paper examines the effect government policy has on the way managers of government-funded projects manage. The findings suggest that government reforms have improved the efficiency of processes undertaken during the life of the project, but have failed to address the issues arising from a lack of policy clarity relating to “what should be developed”. In addition, the findings suggest that the gains achieved through the implementation of government reforms are compromised by a lack of a management framework detailing the responsibility and authority of each government entity involved in the ownership of projects. In addition, there is presently no recourse to mediation for resolving outstanding contract discrepancies.