O'Reilly logo

Stay ahead with the world's most comprehensive technology and business learning platform.

With Safari, you learn the way you learn best. Get unlimited access to videos, live online training, learning paths, books, tutorials, and more.

Start Free Trial

No credit card required

Developing Government Policy Capability

Book Description

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 Bill 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.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Dedication
  5. Acknowledgments
  6. Contents
  7. Abbreviations and Acronyms
  8. Executive Summary
  9. Chapter 1: Policy Work as a Context for Project Management
    1. Project Management in Context
    2. Rethinking Project Management
    3. Policy Work
    4. Project Management in a Policy Context
  10. Chapter 2: Policy Work in Australia
    1. Policy Work in Australia
    2. The Role of the Federal Government Cabinet
    3. The Reform Agenda to Build Policy Capability
    4. Policy Work through the Lens of Project Management
    5. Fit for Purpose—Project Management for Policy Work?
    6. Concluding Remarks—Policy Work in Australia
  11. Chapter 3: Reconceptualizing Project Management for Policy Work
    1. Policy Capability: Implications for Project Management
      1. Soft Skills
      2. Governance
      3. Communication and Engagement
      4. Managing Uncertainty
      5. Planning for Contingencies
      6. Structuring the Project
      7. Controlling the Project
      8. The Value Proposition of the Project
    2. Dealing with Wicked Problems: A Knowledge-Based View of the Project Management Practice
      1. Reflective Practice
      2. Experiential Learning
      3. Sense-Making
      4. Remembering
    3. Concluding Remarks: A Knowledge-Based View of Project Management
  12. Chapter 4: The Tobacco Plain Packaging Bill 2011 Case Study
    1. Research Method
    2. Case Study: Tobacco Plain Packaging
      1. Case Setting: Australian Effort on Tobacco Control in an International Context
      2. Overview—Tobacco Plain Packaging Bill 2011 (TPP)
    3. The TPP: A Project Management Perspective
      1. Soft Skills
      2. Governance
      3. Communication and Engagement
      4. Managing Uncertainty
      5. Planning for Contingencies
      6. Controlling the Project
      7. The Value Proposition of the Project
    4. Knowledge-Based Practices
      1. Reflective Practice
      2. Experiential Learning
      3. Sense-Making
      4. Remembering
    5. Closing Remarks: The TPP Case Study
  13. Chapter 5: Reflections on the TPP Case Study
    1. The Project as a Way of Organizing Policy Work
    2. Foundations for a Conceptual Framework for Project Management
    3. Addressing “Wicked” Problems: A Conceptual Framework
  14. Chapter 6: Implications for Policy Work and Project Management
    1. Contributions of the Research
      1. A Societal Dimension: Broadening the Project Management Landscape
      2. Reorienting Project Management Practice: Valuing Knowledge, Experience, and Innovation
      3. Expanding the Project Management Research Agenda
    2. Concluding Remarks: Implications for Practice, Education, and Research
  15. Appendices
    1. Appendix 1: Cabinet Implementation Unit
    2. Appendix 2: Reforms of Public Sector Management in Australia
      1. The Three Phases of APS Reforms
      2. Managerialism
      3. New Public Management
      4. Integrated Governance
    3. Appendix 3: The WHO and the Framework Convention on Tobacco Control: Historical Background
    4. Appendix 4: Historical Overview of Tobacco Control Initiatives in Australia
  16. References
  17. Contributors