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We are coming to the end of this series exploring the impact of Project Management (PM) on the efficiency in the Public Sector. An important question remains however: could the introduction of PM be the key to a more agile and effective administration?
To answer this, let's revisit the main findings from interviews conducted with various stakeholders in public sector project management, including communal, cantonal, federal, and international institutions.
Project Management in the Public Sector: A Mixed Landscape
Governance Under Development
Over the past decade, project management has gradually made its way into public administrations, driven by specialized professionals typically coming from outside the sector. Their mission: to establish this project-based culture while respecting the specificities of each organization.
Today, project management is often linked to a general directorate or another specific department, but its implementation remains cross-functional, covering projects that involve multiple departments.
Teams in charge of PM play both supervisory and/or direct execution roles, with an emphasis on the autonomy of project managers.
In some organizations, adoption is more advanced, but integration remains uneven across public entities.
A Initially Reluctant HR Reception That Has Become More Favorable
The implementation of project management initially met resistance from human resources, which viewed it as a bureaucratic system.
However, the tangible benefits are becoming apparent: thanks to standardized methods and tools, processes are accelerating, and teams are becoming more responsive.
The HERMES method, mandated at the federal level, is often the preferred methodological framework. However, it requires local adaptations and can be complemented by practices such as Scrum or PMI. It is precisely the work of adapting the method, developed by the project management lead, that facilitates greater acceptance and usage by employees.
A "Project Economy" Still Limited in the Public Sector
Despite progress, the full adoption of project management as a central organizational approach remains constrained in the public sector, highlighting the ongoing need for cultural and operational shifts.
According to Antonio Nieto-Rodriguez, a project management specialist, organizations are increasingly adopting a project-based approach, even for managing day-to-day operations, as it enables greater adaptability and flexibility.
Despite the Rise of Project Management, It Is Premature to Speak of a "Project Economy" in the Public Sector
Unlike some private companies where operations are fully organized around projects, the public sector continues to rely on routine operations as the core of its functioning.
Project-based work in the public sector is additional rather than central and often involves employees who only dedicate a portion of their working hours to it.
Moreover, the adoption of project management varies greatly among public entities: while some organizations have fully integrated it, others have yet to take the plunge.
Project Management in the Public Sector: Challenges and Perspectives
Major Challenges in Public Sector Project Management
The challenges of project management in the public sector are numerous and often shared across entities. Among the priorities, systematic change management support for each project is crucial to ensure team buy-in. Training in management tools and allocating more time for preparation upfront also help to better anticipate delays. Additionally, as mentioned, the HERMES methodology still requires adjustments to better meet the specific needs of various administrations.
AI: Toward a More Efficient and Proactive Administration?
Serge Schiltz
The introduction of artificial intelligence (AI) could open new avenues for efficiency. According to Serge Schiltz, CEO of processCentric, a company specializing in process and project management, AI could profoundly transform the public sector, despite current hesitations due to legal frameworks.
1) Processes: From Documentation to Visualization
Legal constraints hinder the use of AI in public processes, especially for decisions involving individuals or budgets. However, Schiltz argues that AI could relieve teams by automating document creation and generating process diagrams from legal texts. This work, often time-consuming and costly, could be eased with AI tools like PMI Infinity, ChatGPT, or specialized GPT models.
While AI facilitates structuring, Schiltz emphasizes that human creativity remains essential for identifying areas of improvement.
2) Project Management: Simplified Governance
In project management, AI could also automate the production of progress reports—a task often neglected due to time constraints. This simplified reporting would provide decision-makers with a clearer view of ongoing projects, thus strengthening governance. By making information more accessible and monitoring key indicators in real-time, AI could enable more proactive project management without overburdening teams.
Toward an Agile and Resilient Administration?
Ultimately, project management is gradually gaining ground in public administrations, despite ongoing organizational challenges. While some entities have fully embraced it, others remain hesitant due to the cultural shifts it demands. As practices evolve, the public sector could move toward increased efficiency, supported by innovative tools and promising AI technologies.
The question remains: how far will Geneva go on this path of innovation to strengthen its administration and meet citizens’ expectations?
By the same author:
La gestion de projet dans le secteur public : levier d’efficience ? Bilan et perspectives qu’offre l’IA.
La gestion de projet dans le secteur public : Le cas du DETEC à l’Office fédéral des Transports (OFT)
La gestion de projet dans le secteur public : Le cas de l’Unité projets transversaux à la Direction du DCTN de la Ville de Genève
La gestion de projet dans le secteur public : Le cas d’un établissement de droit public, les tpg
La gestion de projet dans le secteur public
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