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Project management competence in public sector infrastructure organisations

机译：公共部门基础设施组织的项目管理能力

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摘要

Public sector organisations responsible for infrastructure development in most non-industrialised countries, which include infrastructure departments/ministries, parastatal organisations and other statutory organisations qualify as project-oriented organisations (POO). There are strong indications to suggest that these organisations' project management (PM) competencies leave a lot to be desired. At face value they purport to be fully fledged project-oriented organisations and performing as competent PM organisations, while in reality they are predominantly dependent on accidental project managers. This paper reports on a study that was carried out in one of the large infrastructure departments in South Africa. The focus is on one of the premiere programmes managed by the department. The management of the programme is scrutinised in order to establish the department/ministry's PM competence. An evaluation of the performance of the programme was carried out in relation to the ministry's mandate in order to assess its PM competence. It is found that the programme in its current form could be described as a 'white elephant' and a programme that does not have an appropriate organisation structure, nor appropriate and sufficient staff to carry out its objectives. The programme's management system is found to be very poor and at the lowest level of maturity (level 1 out of 5). Recommendations are made that the programme in its current form cannot fulfil its mandate successfully without a fundamental overhaul, addressing its organisational structure, personnel qualifications and programme management system.
机译：在大多数非工业化国家中，负责基础设施发展的公共部门组织，包括基础设施部门/部委，准国家组织和其他法定组织，都具有以项目为导向的组织（POO）的资格。有强有力的迹象表明，这些组织的项目管理（PM）能力尚有很多不足之处。从表面上看，他们声称自己是完全成熟的面向项目的组织并作为胜任的PM组织，而实际上，他们主要依赖偶然的项目经理。本文报告了在南非一个大型基础设施部门中进行的一项研究。重点是该部门管理的首批计划之一。计划的管理受到严格审查，以建立部门的PM能力。针对该部的任务授权，对该计划的绩效进行了评估，以评估其PM能力。结果发现，该程序的当前形式可以被描述为“白象”，并且该程序没有适当的组织结构，也没有适当，足够的人员来执行其目标。发现该计划的管理系统非常差，且成熟度最低（5分之一）。有人建议，目前的方案如果不进行根本的改革，就不能成功地完成其任务，要解决其组织结构，人员资格和方案管理系统。

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