PROJECT MANAGEMENT IMPLEMENTATION IN THE PUBLIC SECTOR

Abstract

The aspirations of millions of South Africans for a “better life” will remain a dream if government’s intent, contained in a myriad of policies developed since 1994, is not translated into tangible employment and socio-economic development. For years to come, South Africa will continue to operate on the basis of the principles of a welfarist state as well as those of a market economy. Inevitably, cries will go up that government is not delivering on its promises. It is against this backdrop that the policy formulation process will be reviewed with a view to recommending a project management approach as a means of fast-tracking delivery. The study is conducted within the context of a transforming South Africa whose fledgling democracy still needs considerable nurturing. Many challenges are faced by government in terms of policy delivery and nation building. The grave shortage of skills in areas such as project management and management generally to some extent offsets the gains made in the democratisation process. The public service is faced with the challenge of concretising the vision contained in the various policies that seek to ensure “a better life for all”. Since a public organisation’s brief is to add value for the public through strategies and programmes, the various tools and techniques offered by project management will be discussed in a public and development management context. Attention will also be given to the linkages between programme and project management. This research report comprises a theoretical assessment relating to project management, implementation approaches, and programme and project management. Selected theoretical frameworks will be applied to the case of the Mpumalanga Department of Social Services, Population and Development (DSSPD). Finally, key findings and recommendations will be presented