Developing Government Policy Capability

Policy Work, Project Management, and Knowledge Practices

Business & Finance, Management & Leadership, Management
Cover of the book Developing Government Policy Capability by Dr. Chivonne Algeo, Dr. James Connor, Henry Linger, Dr. Vanessa McDermott, Dr. Jill Owen, Project Management Institute
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Author: Dr. Chivonne Algeo, Dr. James Connor, Henry Linger, Dr. Vanessa McDermott, Dr. Jill Owen ISBN: 9781628251807
Publisher: Project Management Institute Publication: February 1, 2017
Imprint: Project Management Institute Language: English
Author: Dr. Chivonne Algeo, Dr. James Connor, Henry Linger, Dr. Vanessa McDermott, Dr. Jill Owen
ISBN: 9781628251807
Publisher: Project Management Institute
Publication: February 1, 2017
Imprint: Project Management Institute
Language: English

The creation of public and government policy presents a "wicked" problem because it tends to be highly contested, involves many different stakeholders, and yields outcomes that change and evolve over time.

Developing Government Policy Capability examines the role project management plays in supporting how policy work is conducted. Using Australia's controversial Tobacco Plain Packaging Act 2011 as a case study, the authors explore the question: Can project management practices contribute to improving government policy development and implementation capability? Their argument—that project management can solve even "wicked" problems—is not necessarily new. As they explain, that's pretty much what project management is all about.

Project managers need to clearly articulate, acknowledge, and legitimize invisible work—the bridge between what is being done and what is supposed to be done. The project management tool set and the importance of recognizing the societal dimension when planning and conducting projects can make it possible for practitioners to tackle even the most complex policy work.

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

The creation of public and government policy presents a "wicked" problem because it tends to be highly contested, involves many different stakeholders, and yields outcomes that change and evolve over time.

Developing Government Policy Capability examines the role project management plays in supporting how policy work is conducted. Using Australia's controversial Tobacco Plain Packaging Act 2011 as a case study, the authors explore the question: Can project management practices contribute to improving government policy development and implementation capability? Their argument—that project management can solve even "wicked" problems—is not necessarily new. As they explain, that's pretty much what project management is all about.

Project managers need to clearly articulate, acknowledge, and legitimize invisible work—the bridge between what is being done and what is supposed to be done. The project management tool set and the importance of recognizing the societal dimension when planning and conducting projects can make it possible for practitioners to tackle even the most complex policy work.

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