Putting on a Project Face.

• Author: Roque, Rob

The public sector sometimes looks at "projects" as strictly endeavors of construction or technology. Although this is partially true, we have many other opportunities to "projectize" an organization. One might ask why an organization would want to implement more projects--which is a fair question. But managing operations as a series of projects can help an organization complete tasks more efficiently and with greater transparency. This article will highlight potential opportunities for using project management practices to create successful outcomes in organizational operations.

TYPICAL PROJECT CHARACTERISTICS

Most people are familiar with this kind of public-sector project:

Objective:

* Implement new ERP software

Scope:

* Financials

* Human resources

* Time entry

* Payroll

Schedule:

* 24 months from signing of contract Budget:

* Professional services: $1.2 million

* Software license: $500,000

Studies of public-sector project management seem to focus on large technology and construction projects or large projects that are sponsor-funded but still focus on technology and construction. Even articles on project management principles in the public sector seem to assume that anyone who is interested in this research is focused on technology and construction. Unsurprisingly, searches for "treating an organization's budget preparation process like a project" did not yield many results. But there are opportunities for other types of public-sector processes to benefit from good project management practices.

TWO EXAMPLES FOR AN UNCONVENTIONAL PROJECT

Many processes can be treated as projects in the public sector. This article focuses on two examples: the annual budget preparation process and the year-end close and annual financial reporting process. Both have clear objectives, and each has a scope to meet the objectives. Both have schedules and deadlines. In short, both have the primary characteristics of a project. So, both should be treated as projects (see Exhibit 1).

The rest of this article will show ways in which these two processes can benefit by following the project paradigm.

IMPLEMENTING PROJECT PHILOSOPHY

The budget process and the Annual Comprehensive Financial Report (ACFR) process are complex undertakings, particularly if an organization's objective is to introduce new techniques like implementing GFOA best practices or a new Governmental Accounting Standards Board (GASB) rule. To set up these processes as a project, just follow the same recipe your organization probably already follows for a construction or technology project.

PROJECT DEFINITION

A project is a temporary endeavor undertaken to create a unique product, service, or result. Projects typically have a beginning and ending timeframe, and they don't typically progress until the boundaries (such as scope, schedule, and budget) have been defined. This...