Planning In The Public Sector

822 Words4 Pages
In the public sector it is very crucial to improve outcomes and efficiency for outlining plans and setting objectives to follow. There are always teams made, sector working groups which are aiming at achieving one objective. There has to be a clear direction which is guided by the ruling party manifesto which is mainstreamed throughout all ministries’ plans. There are different needs for different groups of society, being youth, old, disabled and unemployed. There are studies made to capture the population of groups in order to advise in the allocation of resources. The different projects which are to be initiated do require the statistics. My colleagues in the Ministry of Development Planning do appreciate that the value framework has not…show more content…
One of the main discussions is concerned with how a project’s success is evaluated and what factors lead to achieving this success. Traditionally project success has been measured at the point where the project outputs are handed over, after the close out phase. Recently, questions have been raised in the literature as to whether we should be evaluating project success beyond the close out phase, to better account for organizational and societal outcomes. However, not much has been published about how the long term impacts and outcomes are measured. This is of particular concern in megaprojects as they often attract a high level of public attention and political interest, and have both direct and indirect impacts on the community, environment, and national budgets. In this paper the authors review success factors and criteria that are applicable to projects in general and megaprojects in particular. They identify the significance of evaluating outcomes and impact and propose an ex-post project evaluation (EPPE) framework for megaprojects (Fahri et. al.,…show more content…
However, in order to be successful, critical success factors (CSFs) need to be considered, including the specific conditions, events, and circumstances that lead to project results. The CSFs for a project become more challenging as a project increases in complexity. Issues such as large investments of time and money, uncertain scope, and increased stakeholder attention all raise the complexity of a project, and are all common factors in large infrastructure projects. Such projects are often categorized as megaprojects due to their tendency to consume large investments and timeframes, as well as involvement of various types of stakeholders. The megaprojects have also failed to meet their outlined objectives (Zhai, Xin and Cheng,

More about Planning In The Public Sector

Open Document