Managing Public Sector Projects: A Strategic Framework for Success in an Era of Downsized Government (ASPA Series in Public Administration and Public Policy)

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Filling a gap in project management literature, Managing Public Sector Projects: A Strategic Framework for Success in an Era of Downsized Government supplies managers and administrators ��at all levels of government—with expert guidance on all aspects of public sector project management. From properly allocating risks in drafting contracts to dealing with downsized staffs and privatized services, this book clearly explains the technical concepts and the political issues involved.

In line with the principles of Total Quality Management (TQM) and the PMBOK^� � Guide. David� S. Kassel establishes a framework those in the public sector can follow to ensure the success of their public projects and programs. He supplies more than 30 real-life examples to illustrate the concepts behind the framework—including reconstruction projects in Iraq, the Big Dig project in Boston, local sewer system and library construction projects, and software technology.

This authoritative resource provides strategic recommendations for effective planning, execution, and maintenance of public projects. It also:

• Highlights the differences between managing projects in the public sector versus the private sector


• Explains how to scrutinize costs, performance claims, and the backgrounds of prospective contractors


• Presents key safeguards that should be included in all contracts with contractors, consultants, suppliers, and other service providers


• Details the basics of project cost estimation, design and scheduling, and how to hold contractors responsible for meeting established project standards

In an age of downsized government and in the face of a general distrust of public service, this book is a dependable guide for avoiding management practices that are common to projects that fail and for adopting the practices common to projects that succeed in terms of cost, schedule, and quality.

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Managing Public Sector Projects: A Strategic Framework for Success in an Era of Downsized Government (ASPA Series in Public Administration and Public Policy) Review

I worked as a project structural engineer for 22-years designing buildings and equipment foundations for pulp and paper clients. In 1985 I changed jobs and spent the next 18-years designing buildings and heavy equipment foundations for water and wastewater facilities. In addition I was involved with designing some heavy foundations and buildings in cold climates for military clients.

For 22-years I had worked for private clients who along with the consultant engineering firm could set the number of contractors who would be allowed to submit proposals for a project; prepurchase pumps, and other equipment that the clients wanted to be the same at a project site. Now in 1985 I started working for public sector clients and all the project management and design information was different.

Now my client did not have a personal list of bidders and I did not have the ability to design foundations and clearances around a specific certified piece of equipment.

Taking a continuing education course in 1985 about managing public projects and the use of David S. Kassel's book would have been very helpful during this transition.

I recommend that all engineers who have to make a similiar transition today should read Kassel's book and engineering societies and organizations that teach courses for professional engineers to earn continuing engineering units, CEU, use Kassel's book as the text book for a course on this subject.

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