Government variations on a project management theme

Save for later

Favourite

Interesting how some key ideas around project management have resonated recently in a number of government-related strategies and action plans.

The Governments new Construction Strategy aims to reduce procurement costs by up to 20% by the end of this parliament. Central to its argument is that the public sector should act as the type of intelligent client advocated by APM Honorary Fellow Sir Peter Gershon, whether in writing or live at APMs 2010 Conference.

Infrastructure UK identified potential savings of 2 bn - 3 bn per annum from reducing the costs of delivery of the UKs economic infrastructure projects and programmes in its Cost Review. Amongst other elements, its subsequent Implementation Plan highlights the need for good practice in grouping projects into more efficient longer-term programmes with clear outcome based objectives, whilst repeating the refrain of developing intelligent commissioning capability.

By the same token, Sir Roy McNultys Report on Realising the potential of GB Rail identifies the opportunities available from implementing a whole system programme management framework which includes a portfolio of enhancement programmes aligned with a clear industry strategy; a clear problem statement and sponsor role; early evaluation of a comprehensive range of possible solutions; formalised stakeholder management; and so on.

And so the music goes on: for example, a number of the challenges identified by Sir Peter Gershon at the conference last year are explicitly recognised by the Governments ICT Strategy. Acknowledging that government projects tend to be too big, leading to greater risk and complexity, and limiting the range of suppliers who can compete, it states the expectation that from now on SROs will stay in post until an appropriate break in the life of a project / programme.

In terms of good practice, much of all this may sound familiar.

Perhaps whats different today is the clearly orchestrated intent to actually make it happen.

default
Comments on this site are moderated. Please allow up to 24 hours for your comment to be published on this site. Thank you for adding your comment.
{{comments.length}}CommentComments
{{item.AuthorName}}

{{item.AuthorName}} {{item.AuthorName}} says on {{item.DateFormattedString}}:

Share this page

Login or Register to leave a comment:

Recommended blogs

Diversity is the magic bullet to successful projects

4 October 2016

The more diverse your team is, the more impressive its problem-solving and decision-making skills will be.

Save for later

Favourite

Successful change and governance - culture matters

4 October 2016

Good governance is about how people behave. These behaviours need to be set from the top.

Save for later

Favourite

Recommended news

Autumn Newsletter 2016

2 October 2016

Save for later

Favourite

Event

Driving transformation through engaged teams, 13th Sep 2016

2 October 2016

Have you ever wondered what the difference was between Project Management and Change Management? Why both are needed to make a project truly successful and ensure the benefits are realised? On the 13th September 2016, Ranjit Sidhu came to Norwich to explain all!

Save for later

Favourite

Join APM

Sign up to the APM Newsletter.