Government Program Management examines ongoing global reforms in public-sector program design and management and explains how to deliver public-sector programs in response to these reforms. A new, generic program management model--essential for government executives, program managers, and legislative leaders--is presented. The new model addresses various dysfunctional forces, many of them global in scale, that inhibit public programs from achieving their intended benefits and outcomes.

This in-depth resource discusses broad reforms that fundamentally alter government agency structure, performance reporting and budgeting, composition, and roles and functions. The book also looks at targeted reforms affecting individual programs, covering concept, planning, design, delivery, cost control, and performance reporting. Best practices from both the public and private sectors are covered in this pioneering guide.

Government Program Management covers:

Forces for change in government program management: impacts of the new public management theory
Problems and issues in public program performance and benefits management
Agency performance and program management developments in the United States
Applying the industry standard for program management according to the Project Management Institute to public agencies and programs
The program management office in the public sector
Government workforce changes and implications for program management
Public program leadership developments
Global models and benchmarks for program management: new public management concepts
Models for future programs
Case study: a national digital health information system in the United States
The special problem of networked and intergovernmental programs
Recommendations for changing public program management structure, systems, and processes in the United States beginning with the president

Auteur

Bruce Barkley (Cummings, GA) is a project management consultant and a facility member at the Kellog Graduate School of Management.

Résumé
PROVEN STRATEGIES FOR APPLYING PROGRAM MANAGEMENT TECHNIQUES TO PUBLIC SECTOR PERFORMANCE MANAGEMENTGovernment Program Management examines ongoing global reforms in public-sector program design and management and explains how to deliver public-sector programs in response to these reforms. A new, generic program management model--essential for government executives, program managers, and legislative leaders--is presented. The new model addresses various dysfunctional forces, many of them global in scale, that inhibit public programs from achieving their intended benefits and outcomes.This in-depth resource discusses broad reforms that fundamentally alter government agency structure, performance reporting and budgeting, composition, and roles and functions. The book also looks at targeted reforms affecting individual programs, covering concept, planning, design, delivery, cost control, and performance reporting. Best practices from both the public and private sectors are covered in this pioneering guide.Government Program Management covers: Forces for change in government program management: impacts of the new public management theoryProblems and issues in public program performance and benefits managementAgency performance and program management developments in the United StatesApplying the industry standard for program management according to the Project Management Institute to public agencies and programsThe program management office in the public sectorGovernment workforce changes and implications for program managementPublic program leadership developmentsGlobal models and benchmarks for program management: new public management conceptsModels for future programsCase study: a national digital health information system in the United StatesThe special problem of networked and intergovernmental programsRecommendations for changing public program management structure, systems, and processes in the United States beginning with the president

Contenu

Introduction; Chapter 1. Government Reform and the New Public Management Movement: A Brief History; Chapter 2. The Current Organizational Model for Government Programs; Chapter 3. New Public Administration Program and Performance Reforms; Chapter 5. Program Leadership and Career Senior Executives; Chapter 6. Flattening and Streamlining Government Agencies; Chapter 7. International Models and Benchmarks; Chapter 8. Business Models for Program Management; Chapter 9. New Program Management Systems and Processes; Chapter 10. Interviews with Government Program Managers: Some Surprises; Chapter 11. Recommendations for the Future; Chapter 12. The Process of Effective Change: How to Reform Government Program Management