How most projects are at the same time both wildly successful and spectacularly disappointing, and everything in between, depending on the point of view of different stakeholders.
Experiences of Project Management in the Public Sector
Posted by Isabella Schembri on 15th Nov 2017
On the 4th October, John Clarke, The former CEO of the NDA took time out to give a unique perspective on his experiences of working with Whitehall. John has spent a lifetime working at high level within the nuclear industry and has been involved with dealing with ministerial matters. An area of government that few of us will be privy to.
John delivered a presentation of anecdotes that illustrated points, which should be considered when a project could end up on the ministers desk. What to look out for and interpreting the language used within government and what that means to the Project Manager on the ground.
John also reminded us of the need to be mindful of the decision making processes within government and the potential for ministerial staff to change part way through a project and the risks that should be managed. We were reminded about the differences in risk appetite from the public sector when compared to the private sector and how this affects delivery.
John relayed his experiences from when he started out in senior management and how the advice given to him from his mentors also rings true today. The full audience were lucky to have such an open and honest discussion from those who work in both the public and private sectors.
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So what do people actually do on projects, and in particular do they collaborate with each other? If they do collaborate how has this come about?, and if collaboration is lacking, how then do we as project managers and leaders, encourage more collaboratio