مدیریت پروژه های تغییر نرم افزار در بخش دولتی
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|8218||2003||6 صفحه PDF||سفارش دهید||3515 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : International Journal of Project Management, Volume 21, Issue 6, August 2003, Pages 443–448
Public sector organisations worldwide are under pressure to increase efficiency while delivering improved and integrated services. Governments are promoting adoption of project-based management and use of formal project management methodologies developed in the context of essentially hard projects in industries where goals and methods are well defined. Problems in applying hard project management practice to the business of government and, in particular, to soft projects such as organisational change, challenge current project management standards and practices. Some writers and researchers have turned to soft systems thinking for enlightenment. They have identified possible links between project management practice and Soft Systems Methodology (SSM). However, examples of reported practical application have been few and limited in scope. This paper reports on the outcome of a team of practitioner-researchers’ attempts to link SSM and project management practice,in several public sector agencies in Australia.
Public sector organisations worldwide are under pressure to increase efficiency while delivering improved and integrated services. New public management (NPM), a trend for reform based on new business management models, is driving public sector responses and bringing with it innovative ways of conceptualising and communicating organisational change . In New South Wales (NSW), Australia, whole-of-government reform initiatives for public sector services aim to leverage the benefits of global business environments through new technology within a framework of fiscal responsibility and accountability . The NPM environment is characterised by uncertainty, ambiguity and stakeholder management issues that are multifaceted and complex. Here, strategic management requires new conceptual frameworks that involve a shift from formal models and centralised direction to contingent and ‘emergent’ conceptions . Central to an organisation's capacity to respond is building and embedding a strategic capability, key elements being sharing vision, challenging prevailing models and fostering systemic thinking. In practice, these strategies are translating into changing organisational structures, capabilities, culture and processes.
نتیجه گیری انگلیسی
Experience in participating in research collaborations between the University of Technology, Sydney and public sector agencies, has clearly brought into focus difficulties that can arise when attempting to apply ‘standard’ project management practices in complex, multi-stakeholder environments, especially where organisational change projects are involved. These collaborations have clearly demonstrated that successful implementation of strategic change by projects requires a flexible process grounded in shared professional experience. Systems thinking in general and SSM in particular were found to offer a rich source of theoretical and model-based contributions to inform development of project management practice in these contexts. This experience and the knowledge created are being shared, transferred and developed through links between the university research team, government agencies and wider project management communities. They are fostering internal cultures within sections of the agencies concerned that is supportive of staff undertaking further professional development in project management at post-graduate level as practitioner-researchers.