Project Management in Local Government:
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1 Project Management in Local Government: A Systemic and Strategic Approach Presented by: Mondli Mbambo Mageza Project Management 17 November 2010
2 Presentation Outline 1. Introduction 2. The current situation 3. What does this mean? 4. Project Management in Local Government 5. Strategic alignment of projects 6. Project management & service delivery 7. Community participation in PM 8. Is there a missing link? 9. Conclusion
3 1. Introduction By 2010, when South Africa hosts the Soccer World Cup, all households will have access to clean running water and decent sanitation. Reflecting on the ten years of the current municipal governance dispensation How project management is applied to achieve service delivery? African National Congress Election Manifesto, 2006.
4 To others the question is obvious Political economic explanations & strategic misrepresentation Indeed, we have achieved under severe constraints???
5 2. The current situation Well formulated strategies BUT.. Poor execution In distress!!! Needs not met
6 3. Systemic & strategic approach GENERAL VISION of a municipality Outcomes People T H E SPECIFIC Inputs PROCESS that delivers the goal Outputs PARTS that have to work together in the process to delivery the goal. This may include organizational structure, policies, measurements and rewards. Things Inputs W H O L E Things
7 4. Project Management in LG Projects implemented without Project Management Accidental project manager syndrome How practicing doctors haven t done medicine? How many practicing engineers haven t done engineering? 5 reasons why project management is used: Systematic delivery Operating in silos Success of projects Time, cost & quality Community liaison Rwelamila (2004)
8 5. Strategic alignment of projects Strategic Alignment (a) Plan 3 Strategic Focus Area Programme Project Sub-projects Annual Target Q1 Q2 Q3 Q4 Quality living environments Meet service needs and address backlogs New integrated housing development Upgrading informal settlements and relocations Housing construction 5000 houses 1 st Quarter 1250 (P) 2000 (A) 2 nd Quarter 2500 (P) 3950 (A) 3 rd Quarter 3750 (P) 4512 (A) 4 th Quarter 5000 (P) (A) Legend: P Planned A - Actual
9 Strategic alignment of projects National Key Performance Area Programme Basic service delivery and infrastructure Rural housing Planned Targets K Rural Housing Project Actual Achievements The project was packaged for Tranche 1 Remarks/ Comments on achievement The implementing agent resigned from the project and the Directorate had to package the project for Tranche 1 Strategic Alignment (b)
10 Subscribe to PM methodology Human capital assignment/ deployment Senior management support Rethink organisational design Apply systems thinking 6. Carrying out PM to improve service delivery Informal and unsystematic manner Other projects have their methodologies Consultants manage projects. Poor monitoring 5 areas that need to be improved:
11 7. Community participation Community participates in various ways: Community based organisations Community structures Ward Committees Institutionalisation of community participation 3 specific issues: Do we influence decision-making? Party political loyalty Intensity of a project & participation
12 7. Is there a Missing Link? YES Application of systems and strategic thinking in project management
13 Political power and allegiance paradox This is South Africa. People have voted for us. This is Western Cape. People have voted for us.
14 Is there a Missing Link?... Aligning our goals with Millennium Development Goals Doing project right and doing the right projects Performance measurement system to focus on achievement of outcomes
15 9. Conclusion There is no way projects can be effectively implemented without Project Management There is no turning back Let s embrace project management and start putting proper strategies and systems PEOPLE, PEOPLE, PEOPLE not things, things, things
16 Thank you for listening My contact details: Mondli Mbambo
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