This post is written by Nigel Kirby, Project Manager at The Business and Local Government Data Research Centre based at The University of Essex.

  • The problem: Transitioning into project management in the public sector is hard.
  • Why it matters: You need to understand the operating environment, the governance and reporting authorities.
  • The solution: Apply the appropriate project management framework.

As a project manager working in the public sector, it is important to understand the need for transparency and accountability in all aspects of a project which is being publicly funded.

Moving from the private sector can be a cultural mindshift, and you’ll experience a contrast with previous experiences. Allow time to adjust to recalibrate and focus both on the big picture and the required planning details.

Get to understand all of the acronyms, create yourself a glossary and build a mind map, which will help you to navigate and become familiar with your operating environment.

Find an experienced person to buddy with, who can explain or show you how to use - or how to raise - saving you valuable time otherwise spent reading through the manual or waiting for the staff development training. Take notes or screenshots (which at the time make sense, but will they still make sense when you come to rely on them!).

Many projects that you will be working on will be social (discrete set of stakeholders), societal (broad set of stakeholders), impact or policy orientated, which may not resonate at first. Take time to think how your transferable skills and knowledge can be applied to non ‘product’ delivery, including appropriate metrics to evaluate the project’s progress and ultimate success.

The economic benefits will present in different forms and timescales and affect different groups of stakeholders. It is therefore important to be clear and to establish a dialogue with the sponsoring stakeholders, the project team (e.g. cross-functional, self-directing or dedicated team), and the commissioning end-user. This is your time to have everything clarified and validated (you will not get this time back).

Consider your audience

Think persona - or how this ‘service’ will be consumed, look, and feel like to the end user or stakeholders. Think how this will benefit the commissioning authority and how this project will deliver the mandate.

It is important to understand the governance structure, committees and external parties that the project needs to align with. This is to ensure that any quality standards are factored into the planning process, and to clearly articulate the definition of done and how the project will be signed off. It is also to understand what documentation will be required to be maintained throughout the project and when in production. Make sure you have a clear understanding of how change will be managed, requested and approved.

Ask lots of open questions, always be seeking clarity and be very clear on what types of reporting will be required and who you will be reporting to, including the presentation mode and who needs to approve the report. Allow plenty of time, as almost inevitably you will run into availability constraints, therefore use “Do Date” as well as “Due Date”.

Finally, remember that working in the public sector is slower and often more bureaucratic, so temper your frustrations and work with the system and not against it. You will soon get into your flow and be using the acronyms as a seasoned professional. It can be a rewarding career, so trust the process.

👋 You can create a post like this one! Share your thoughts with a community of public servants. Learn more

(Image Credit: Unsplash)