It is safe to say that many public institutions have adopted the general definition of Project management which is “the application of knowledge, skills, tools and techniques to project activities to meet the project requirements” (Government of Ireland, 2020)(Hazel and Jacobson, 2014). Project management in the public sector is distinct from its private sector counterpart due to the complexities of public accountability, diverse stakeholder engagement, and political influence. Over the years, various public sector projects worldwide have faced unique challenges, and many have succeeded through adaptation, innovation, and lessons learned. Understanding these lessons is crucial for improving project outcomes in the future.

Managing Stakeholders:

One of the most critical lessons is that early and continuous stakeholder engagement is vital for success. Public sector projects often have a wide range of stakeholders, including government bodies, regulatory agencies, and the general public (Crawford & Helm 2009). Projects like the Ajaokuta Steel Mill intended to be the bedrock of Nigeria’s industrialisation failed due to poor engagement of relevant stakeholders, including the local community, labour unions, and successive government bodies (Olatunji, 2018). Although changing political interests, mismanagement, and corruption have also contributed to its long stagnation, there was little effort to align the project's objectives with the needs and priorities of local and regional stakeholders (Ibrahim, et.al. 2022). Nigeria's Housing Development Schemes initiated by the federal and state governments to tackle the housing deficit in Nigeria also suffered significant delays due to poor stakeholder engagement, especially with local communities, urban planners, and financial institutions. This often resulted in underutilised or abandoned housing estates (Ojebode, 2016). We could go on and on to reflect on different projects that have lacked proper stakeholder management, especially involving beneficiaries at the point of project design.

The key takeaway from this is to plan and design a project with a bottom-up approach to comprehensive stakeholder engagement. However, it is always difficult, if not impossible to get everyone on the same side. This is because, different stakeholders have different interests, and reaching a desired compromise takes time and resources. For instance, for a housing scheme, the government’s priority might be to cut costs and build a reputation of good governance within the shortest possible time, and the beneficiaries' interest might be to get good quality housing close to their respective workstations. These are interests at two different extremes, and efforts to bridge these gaps take time, resources, and involvement of other partners which is not always an easy path to follow.

While it is important to develop a comprehensive stakeholder engagement plan from the outset, it is most important to encapsulate the process and timeframe for effective stakeholder engagement. This is important because the right stakeholder's engagement in the public sector promotes social accountability and visibility of the project. Citizens know what the government is doing, what to expect, and when to expect changes, as well as their contribution to the change they seek.

Managing Political Interests.

A big elephant in the room is the challenge that comes with managing political interests, influence and changing priorities. Public sector projects are often subject to political influence, which can result in shifting priorities. For example, the constant changes in leadership and government priorities in developing economies have led to project delays or abrupt terminations. Learning to manage political risks and align project objectives with broader government policies is essential, and seems like the answer, but in reality, it is always difficult to adjust to these changes especially when the new administration’s agenda is a complete deviation from the past administration. Project managers must stay adaptable, align their goals with long-term national or local development plans, and build strong relationships with political leaders to navigate shifting priorities effectively. In addition, it is important to take into consideration the political cycle and climate of any government while designing and launching a new project.

Budget overruns.

As with many economies, many public sector projects, like Sydney's Light Rail Project have suffered from budget overruns and delays due to poor initial planning (Love et.al, 2017). Inflations and fluctuations in prices are some of the project manager’s worst nightmares, especially when these circumstances are unforeseeable and inevitable like the COVID-19 pandemic, which underscored the need for flexibility, particularly in health-related public sector projects. Here we learn that effective budgeting goes beyond investing in rigorous project planning phases, conducting thorough risk assessments, and providing robust financial oversight to prevent spiralling costs. It requires contingency measures devoid of the public sector bureaucratic processes, adopting agile methodologies in project management and budgeting, and a periodic review of the project design, scope and budget.

Transparency and Accountability.

Still, on project finances, public sector projects are often subject to intense scrutiny, particularly regarding the accountability of public funds. In Nigeria, there is a significant trust deficit between citizens and the government, resulting in a lack of public interest in social accountability. This has undermined efforts to ensure that project managers deliver expected outcomes. Over the years, this mistrust has deepened due to the absence of transparency and accountability, particularly in infrastructure projects, where cost overruns and delays were not adequately communicated to the public. This growing trust deficit has fostered individualism over collective action, leading to diminished levels of patriotism and community engagement. To rebuild trust, it is essential to prioritize transparency by regularly sharing project updates, financial reports, and progress milestones with the public. Implementing strong accountability measures will help build a sense of collective ownership of these projects hence instilling a sense of patriotism among citizens. It will also ensure that project teams remain focused on achieving the intended results and maintaining public confidence.

Technical Capacity.

Finally, a major challenge in public sector project management is the lack of capacity and skills in managing large-scale initiatives. I appreciate governments who have established a Project Management Framework within public Institutions while investing in project management training for public sector employees. However, the Nigerian civil service has yet to adopt, contextualize and integrate Project management tools into its performance management system. While developing capacity-building programs to equip public sector workers with the necessary project management skills is applaudable, developing and integrating a strategic policy and framework remains paramount, and ensures that Public Servants are implementing projects according to best practices.

Conclusion

The lessons I learned from public sector project management underscores the need for robust planning, stakeholder engagement, flexibility, and transparency. As the demands on the public sector continue to grow, incorporating these lessons into future projects can ensure better outcomes for citizens and foster greater trust in government institutions.

Love, P.E., Ahiaga-Dagbui, D., Welde, M. and Odeck, J., 2017. Light rail transit cost performance: Opportunities for future-proofing. Transportation Research Part A: Policy and Practice, 100, pp.27-39.

Alagba, O.S., Ugherughe, E.J. and Egiugbo, R., 2023. Factors Militating Against Federal Government of Nigeria’s Affordable Housing Delivery Programme. Asian Social Science and Humanities Research Journal (ASHREJ), 5(2), pp.14-20.

Ibrahim, J., Loch, C. and Sengupta, K., 2022. The Ajaokuta steel project. In How Megaprojects Are Damaging Nigeria and How to Fix It: A Practical Guide to Mastering Very Large Government Projects (pp. 187-197). Cham: Springer International Publishing.

Olatunji, O. 2018. Causations of Failure in Megaprojects: A Case Study of the Ajaokuta Steel Plant Project. Frontiers of Engineering Management. 5 (3): 334-346.

Riege, A. and Lindsay, N., 2006. Knowledge management in the public sector: stakeholder partnerships in the public policy development. Journal of knowledge management, 10(3), pp.24-39.

Crawford, L. H., & Helm, J. (2009). Government and Governance: The Value of Project Management in the Public Sector. Project Management Journal, 40(1), 73-87. https://doi.org/10.1002/pmj.20107

Fleming, R.S. (2020). Why Stakeholder Engagement Matters. In: Marques, J., Dhiman, S. (eds) Social Entrepreneurship and Corporate Social Responsibility. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-030-39676-3_19