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Delivery Models in Public Project Management

Abstract

Delivery models in the business context contribute to increased productivity and success of an organization. Models play an important role in building the skills and competencies of the employees. The models are designed to achieve customer satisfaction and increased competitiveness in the industry. An organization’s ability to outmatch its rivals is determined by the ability of delivery models to provide value to customers. This study describes and justifies the delivery model of a project coordinator in the public sector.

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Introduction

Project coordination is a vital element in the public sector. The activity should be created as a new job in the sector to enhance service delivery. The justification for the need of a project coordinator in the public sector is grounded on the need to ensure the effective utilization of public resources. Most projects in the public sector fail to achieve the intended goals and objectives due to poor coordination (Hays Kearney & Coggburn, 2009). There is a complete disconnect between the project managers and technical staff working on projects. Therefore, the role of the project coordinator is to create a link between the project managers and the technical staff working on the project. The coordinator must have the requisite skills and experience in project management. To deliver quality services in the public project management system, the project manager must ensure that the requirements of the project are attained (Elinson, 2008).

Customer and Operational Requirements

Customer service requirements in the public sector provide the key guidelines that should be used when developing job delivery. The members of the public expect the new job to enhance service delivery in project management and ensure the effective utilization of the public resources. The coordinator will be expected to have excellent communication skills as a first-class leader. The individual will also be expected to establish effective ways that can be used to ensure the delivery of value for money, which is the key expectation of the public members (Wirick, 2009). To achieve value for money, the project coordinator will ensure that the objectives and scope of the project meet the needs of the people. The coordinator is also expected to develop effective cost management strategies that are important in achieving commercial benefits. The project coordinator will be anticipated to improve the quality of services and reduce the delays, which interfere with project delivery (Klingner, Nalbandian & Llorens, 2009).

In addition to the aforementioned requirements, proper planning is another key element that will enable the project coordinator to ensure that the project objectives and scope are achieved. The coordinator is expected to review the scope and objectives on a regular basis (Lewis, 2000).

Skills

To attain customer and operational requirements, project coordination in the public sector requires an individual who is highly skilled. For instance, a project coordinator should have good communication skills. The coordinator should be able to communicate effectively with the technical staff and managers. The individual should be able to express the project requirements and objectives (Elinson, 2008). Project coordination in the public sector also requires the coordinator to provide regular updates to the senior managers and the various stakeholders of the project. The individual should also have the ability to organize and hold meetings with staff members (Lewis, 2000).

Conflict management skills are very important for a project coordinator. As a new model in the public sector, the project coordinator will be expected to solve rampant disagreements between various parties involved in project management. The individual is expected to be a good problem. The coordinator should be able to identify and eliminate the causes of disagreements in the public sector (Hays Kearney & Coggburn, 2009).

Proper management of time is a major requirement in public project administration. The project coordinator should have time management skills to ensure that the project schedule is protected from any form of interruption. A project coordinator should program the project activities in an organized manner through effective utilization of time (Wirick, 2009).

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Project coordination in the public sector also requires effective team building. The coordinator is expected to initiate team building and group dynamics in project management. The individual must have good interpersonal skills and ensure cooperation between the different parties involved in project management. The coordinator should be able to highlight the benefits of team building in the public sector.

Knowledge is an important aspect of designing the delivery model of a project coordinator. The coordinator should have the right knowledge that is important in project management. For instance, the individual will be expected to have knowledge of the management of public funds for the effective utilization of public resources (Lewis, 2000).

Knowledge and skills determine the ability of the project coordinator to meet the task requirements. In this case, the individual should have the abilities that are important for the task. A project coordinator in the public sector should have the ability to engage other people. The project coordinator should apply good leadership and communication skills to enhance the involvement of the project participants. The coordinator should not only engage people to increase their participation, but also enhance the achievement of the targeted results (Klingner, Nalbandian & Llorens, 2009).

As a leader, the project coordinator should set a direction for the staff members. The leader should cooperate with senior managers of the project to determine the project goals and make effective and reliable decisions. Moreover, the ability to manage change is another vital requirement in project coordination. The project coordinator should be able to predict and manage change. The individual should establish effective change management and implementation strategies (Klingner, Nalbandian & Llorens, 2009).

Human Resource Requirements

To achieve the effectiveness of the delivery model, the human resource requirements and functions should be assessed. In this case, the project coordinator should be hired according to the best human resources practices in the public sector. The recruitment process should adhere to the ethics of the public sector and the provisions of the labor laws. The coordinator will be compensated according to the standards in the market. Moreover, the qualification, experience, and the nature of the job will greatly determine the rates of compensation (Lewis, 2000).

Performance evaluation for the project coordinator in the public sector will be based on performance reviews. The reviews will be designed according to the project goals and the terms of the contract. In addition to these requirements, the project coordinator will be expected to meet the following qualifications (Elinson, 2008).

Educational Background and Experience

  • A masters degree in project management
  • Experience in public administration
  • Knowledge of practical and theoretical elements in project management
  • Knowledge in strategic planning

Specific Responsibilities and Tasks

  • Execution of the project budget
  • Managing project resources
  • Regular project scheduling
  • Monitoring of the project
  • Management of project resources
  • Develop project plans

Conclusion

Delivery of the model of a project coordinator in the public sector is important for the quality of services. The model is a new role in the public sector that should be implemented to ensure that project management in the public sector improves customer value and satisfaction.

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References

Elinson, L. (2008). Evaluation of customized employment in building the capacity of the workforce development system. Journal of Vocational Rehabilitation, 28(1), 141- 158.

Hays, S.W., Kearney, R.C & Coggburn, J. D. (2009). Public human resource management: Problems and prospects. Upper Saddle River, NJ: Prentice Hall.

Klingner, D.E, Nalbandian, j., & Llorens, J. (2009). Public personnel management. Upper Saddle River, NJ: Prentice Hall.

Lewis, P. (2000).The project manager’s desk reference: A comprehensive guide to project planning, scheduling, evaluation, and control systems. New York: McGraw Hill.

Wirick. W.D. (2009). Public-sector project management. Hoboken, NJ: Wiley &Sons.

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StudyCorgi. (2021, February 22). Delivery Models in Public Project Management. Retrieved from https://studycorgi.com/delivery-models-in-public-project-management/

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"Delivery Models in Public Project Management." StudyCorgi, 22 Feb. 2021, studycorgi.com/delivery-models-in-public-project-management/.

1. StudyCorgi. "Delivery Models in Public Project Management." February 22, 2021. https://studycorgi.com/delivery-models-in-public-project-management/.


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StudyCorgi. "Delivery Models in Public Project Management." February 22, 2021. https://studycorgi.com/delivery-models-in-public-project-management/.

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StudyCorgi. 2021. "Delivery Models in Public Project Management." February 22, 2021. https://studycorgi.com/delivery-models-in-public-project-management/.

References

StudyCorgi. (2021) 'Delivery Models in Public Project Management'. 22 February.

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