Project management in the context of organizational change: The case of the Portuguese public sector

Abstract

Purpose

The purpose of this paper is to examine the Portuguese public sector organizations' familiarity with, and willingness to utilize, project management tools, as these organizations attempt to enhance their operational performance through carefully crafted organizational change.

Design/methodology/approach

Using a sample of 102 public officials, 30 project managers' characteristics, 23 project management variables, and information availability on these variables are studied and classified.

Findings

In general, the results clearly showed the familiarity of the participants with the important characteristics and variables of effective project management practices. Some exceptions were attributed to the specific nature of public sector operational systems.

Research limitations/implications

The sample used in this study is specific in nature. It consisted of Portuguese public sector officials at the middle‐level rank in the managerial hierarchy. Thus, the results should be interpreted accordingly.

Practical implications

Based on the results of this study, some important organizational implications regarding training and systems development were advanced.

Originality/value

This study empirically examines the public sector officials' knowledge and attitude regarding project management practices. It offers significant implications to public sector organizations, as they pursue a more open system operational orientation to meet growing environmental pressures and citizens' demands.

Citation

Gomes, C.F., Yasin, M.M. and Lisboa, J.V. (2008), "Project management in the context of organizational change: The case of the Portuguese public sector", International Journal of Public Sector Management, Vol. 21 No. 6, pp. 573-585. https://doi.org/10.1108/09513550810896479