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Article
The impact of government practices on the ability of project managers to manage
International Project Management Journal
  • Yvonne Brunetto, Griffith University
  • Rod Farr-Wharton, University of Queensland
Document Type
Article
Publication Date
1-1-2003
Peer Reviewed
Peer-Reviewed
Abstract

This paper examines the effect government policy has on the way managers of government-funded projects manage. The findings suggest that government reforms have improved the efficiency of processes undertaken during the life of the project, but have failed to address the issues arising from a lack of policy clarity relating to “what should be developed”. In addition, the findings suggest that the gains achieved through the implementation of government reforms are compromised by a lack of a management framework detailing the responsibility and authority of each government entity involved in the ownership of projects. In addition, there is presently no recourse to mediation for resolving outstanding contract discrepancies.

Disciplines
Citation Information

Brunetto, Y & Farr-Wharton, R 2003, 'The impact of government practices on the ability of project managers to manage', International Project Management Journal, vol. 21, no. 2, pp. 125-133.

Published version available from:

http://dx.doi.org/10.1016/S0263-7863(02)00013-3