Maude Brunet’s Post

Alhamdulillah, I am excited to share my latest publication. "Impact of Client Relationships on Project Delays: Moderating Role of Project Governance" in the Journal of Infrastructure, Policy & Development. Article Link: https://lnkd.in/d3PydkWh #Publication #JIPD #Project #Policy #Development

This is an insightful read. I also compare it to a COE for an LRT stage 1 project, which outlines several revisions to the governance structures, with committees and subcommittees overseeing the project. The scholars are on point, and the insights are profound and can also help with proactive project governance. Thanks, Professor Lavagnon Ika, for sharing your paper and insights.

How can the #government and its institutions help #publicproject.s succeed? Standard methods of #support include defining methodologies, providing training, establishing PMOs that can perform some routine tasks, etc. However, public institutions can also be more actively involved in project implementation, especially when these projects encounter #problem.s or identify #risk.s that public institutions can handle better than contractors. For example, issues related to lengthy clearance processes, the specific operations of certain public institutions, the lack of necessary cooperation between public institutions, or the improper assignment of public institution employees to projects. In such situations, support from the public side is highly valuable. This type of support is called #advanced_project_support. In the practice of governments experienced in implementing public projects, two approaches to advanced support can be observed: #problem_oriented_support and #process_oriented_support. Problem-oriented support involves helping to solve specific problems that arise during project implementation. Process-oriented support involves assigning highly qualified employees from public institutions (sometimes called "patrons") to the project. Their goal is to prevent or remove problems throughout the project's implementation or within a specific process (e.g., project initiation). You can read more about this in my June 2024 article in PM World Journal edited by David Pells and in my book "Project, Government, and Public Policy," published by Taylor & Francis Group. I would also like to take this opportunity to thank Pierre Le Manh, president and CEO of Project Management Institute, for his recent significant appreciation of PM World Journal - where I have been a regular author for over a year. #ProjectManagement #PublicAdministration

📣 Join us at our upcoming virtual seminar: 'Governance, cooperation and coordination in large inter-organisational projects: A multi-level approach'. 📆 Wednesday 21st August 2024 🕦 11:45am - 1:30pm Effective project governance is essential for the success of major infrastructure projects, which typically involve numerous organisations working together. This research explores the governance of these inter-organisational relationships, focusing on understanding the interplay between governance, cooperation, and coordination. By adopting a multi-level perspective, our study unpacks the different governance, cooperation and coordination mechanisms and provides a framework for dynamically analysing these constructs throughout the project lifecycle. This approach can assist project practitioners in understanding and managing the complex interactions, which in turn are critical for delivering successful project outcomes. In this seminar, you will learn  🔹 How governance interacts with cooperation and coordination. 🔹 The key governance, cooperation and coordination mechanisms. 🔹 How to design a governance structure that factors in the complex interaction of governance, cooperation and coordination. 🔹 How to compare the governance of different projects.   💡 Join us to explore the theoretical foundations and practical applications of governance, cooperation, and coordination, and discover how the proposed framework can enhance governance to drive a collaborative environment and better project results.   Our speaker will be Mohamad El Tannir who is currently a Lecturer at London South Bank University (LSBU). With over 8 years of experience in diverse roles, Mohamad has worked on several large projects as a civil engineer and cost consultant. Additionally, he has served as a project manager and product owner in a software startup. ➡ Register here: https://lnkd.in/eSMGuxEt Andy Murray Manon Bradley Ellie Gregory Sascha Flint #majorprojects #projectgovernance #projectmanagement

The #success of any #project is, of course, influenced by the actions of the team implementing it. The environment created by the #organization responsible for the project also has a large impact on achieving its success. But in the #publicsector there is one more organizational level that affects the success of a project: the governmental one. Just some examples. #Government should provide public projects with political support. A governmental #PMO (#GPMO) can collect project management best practices, turn them into a #methodology and require or recommend its application. The government can establish an institution assisting public administration organizations in project implementation. If the government does not maintain Governmental Project Implementation System (#GPIS) in its jurisdiction (and there are still quite a few in the world) then when a public project fails, it can always be blamed for it. And that is why the motto of my research is:        I do not ask what projects can do for their governments.        I do ask: what governments can do for their projects! You can read more about #publicproject #successfactor.s in my article titled just "Public project success factors" published in the March 2024 issue of PM World Journal edited by David Pells.

Reliable Promising Not every situation requires an official, reliable promise. As Hal Macomber explains in a white paper for Lean Project Consulting, you should keep reliable promises for tasks that must be completed so that other work can proceed. And remember that you’ll get the best results from reliable promises if they are made in a group setting, where other teammates can chime in with ideas on how to complete the task efficiently or suggest alternatives to the proposed task.

🔍 Government Project Performance Factors Ofer Zwikael's recent research (2020) delves into the intricacies of government projects, shedding light on their inherent complexity and susceptibility to political influences. The study draws a comparative analysis between project management practices in the public and private sectors, with a specific focus on the influence of planning on project performance within the government domain. Data gathered from 992 projects spanning New Zealand, Israel, Fiji, and Japan reveal that the public sector allocates more resources towards cost and procurement planning when compared to its private sector counterpart. Furthermore, it proposes the adoption of diverse planning approaches in the public sector, tailored to the prevailing risk levels. In essence, the research underscores the imperative for bolstered planning competencies within government projects, particularly when confronted with elevated risk scenarios. 📊 Enhancing Government Project Planning The research underscores the critical necessity for strengthening the formal project planning capabilities within the public sector, particularly in the context of high-risk ventures. It advocates for greater adaptability among public sector managers, fostering the improvement of formal project planning in high-risk project settings, while advocating for a more flexible approach in low-risk scenarios. Additionally, the study emphasizes the significance of comprehending the varying degrees of planning effort exerted by public sector managers across diverse project scenarios in comparison to their counterparts in the private sector. 🏛️ Bridging the Planning Gap The paper makes a compelling case for augmenting formal project planning capabilities in the public sector, particularly when confronted with high-risk projects. It posits that public sector stakeholders must embrace adaptability as a means to elevate the quality of formal project planning in high-risk project environments, while simultaneously advocating for a more malleable approach in low-risk circumstances. The study also underscores the importance of gauging the relative levels of planning commitment exhibited by public sector managers in diverse project scenarios when compared to their private sector counterparts. These insights furnish practical and actionable recommendations for enhancing project management efficacy within the public sector. #GovernmentProjects #ProjectPlanning #RiskMitigation #PublicSectorEfficiency #ProjectManagement #PlanningStrategies #RiskManagement Reference Zwikael, O. (2020). When doesn’t formal planning enhance the performance of government projects? Public Administration Quarterly, 44(3), 331–362. https://lnkd.in/efvPd3d6

When Does #ProjectPlanning really start? In my experience, a project is set up for success not when it is about to start, but well before, during the pre-implementation activities. For example, consider a situation where your organisation is designing a project, and the cost and timeline are already predetermined by the donor. The only aspect you really have control over is the #scope. In determining the scope of a project, time and cost are critical components, known as the #tripleconstraints in project management textbooks. Any change in one of these factors will affect the others. Now, to make proposals attractive for #funding, I’ve seen many organisations make the mistake of setting a scope that does not align with the constraints of time and cost, or sometimes only one of them. The implication is that during project implementation, the pressure to fit the scope within the approved time and cost becomes evident. This often results in low-quality project #outcomes, unmet project #objectives, or, in extreme cases, an overall unimpactful #project. Have you ever managed a project where the scope did not fit within the approved time and cost? How did you navigate this? #InternationalDevelopment #NGOs #Projectmanagement #TripleConstraint #lessonsinProjectmanagement #lessonslearned #series

Looking for higher effectiveness in projects? A special study on the quality of project design featured in the UNEP Evaluation Synthesis Report 2022-2023 provides some valuable feedback on what factors (may) lead to higher effectiveness and better evaluation ratings in projects. These are: ꜛReconstruction of ToC at Evaluation clarifying the results which meant the evaluation assessment was able to pick up the Outputs and Outcomes that were delivered; ꜛ Local context – nature, behaviour, culture and customs of local stakeholders were not evident in the design but were being taken into account during implementation; ꜛKnowledge products were produced in local and official languages of the country; ꜛRobust engagement with national partners, private sector, marginalised and disadvantage people, and strong political will or buy in from multiple Ministries; ꜛClear commitment of executing agency/partners and good supervision; ꜛLasting social conflict resolution; ꜛIncreased local, national and global awareness of project aims; ꜛRegulatory and institutional frameworks in place; ꜛEffective adaptive project management; ꜛComplementarity and synergies with ongoing projects rather than duplication. Findings based on sample of projects with higher terminal evaluation ratings than quality design ratings. The Evaluation Synthesis Report 2022-2023 summarises findings derived from the work of UNEP’s Evaluation Office. It draws on in-depth evaluations of various UNEP initiatives and projects, offering an analysis of 46 evaluations conducted in 2022 and 2023, and examining performance trends over four previous biennia. Download the report: https://lnkd.in/d-gzn3J3

After numerous articles about public projects in the series “Let’s talk about public projects” published by PM World Journal edited by David Pells , I will discuss the differences between public projects and projects in other sectors. I have conducted a survey on the differences in #complexity between projects of different sectors, to which 512 #project #management professionals from 61 countries across six continents responded. The survey encompassed overall #projectmanagement and ten management areas from the #PMBOK® Guide. The survey results proved that both overall project management and each individual component area in the #publicsector are more complex than in other sectors. The most significant complexity lies in #stakeholder #management—the sheer number of stakeholders involved in public sector projects surpasses that in other sectors. Every #citizen of the #state becomes a stakeholder in every public project due, e.g., to public funding. #Procurement management ranks as the second relatively most complex area. Public procurements must adhere to often intricate rules established at higher organizational levels. In contrast, the owner of a #private project can simply identify the product and make a purchase. Third in terms of complexity differences is #communications management. #Transparency is crucial in most public projects, necessitating the public presentation of essential #information. Private projects do not carry this obligation. These differences emphasize the need to collect, document, and distribute the best practices in public sector #projectmanagement. This is precisely what I aimed to do in the book “Projects, Government, and Public Policy” by Taylor & Francis Group. I will devote a subsequent article in PM World Journal to the complexity differences in the other PMBOK®Guide areas.