Government and governance

Public sector organizations are under increasing stakeholder pressure to demonstrate accountability and transparency when implementing policies and adapting to changes. This article examines how four Australian public sector organizations have generated value from using project management to implement governance responsibilities. In doing so, it overviews select studies on public sector initiatives to invest in project management and on public sector practices to establish effective governance frameworks, listing four reasons driving public organizations to improve five types of operations. It defines the concept of network governance and public value management (NPV), looking at these in relation to the drivers of generating value from--and investing in--practicing project management within the public sector. It discusses the four cases, describing each organization's function and its reasons for implementing project management.