Caltran's quest for true project management in government bureaucracy

A truly effective project management implementation requires that fundamental changes be made in corporate culture to reorient it from functional allegiance toward project management. This article draws on six years of experience at the California Department of Transportation during their lengthy implementation of project management and offers suggestions about how government agencies might best implement project management. Recommendations include creating a project management office and setting corporate expectations of its role; cultivating in-house project managers; seeking outside help to overcome resistance to change; developing a work breakdown structure; creating decisive project management forums; selecting project management software; and involving top management.
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