Assumptions, Risks & Constraints in Project Management

[Date of Submission]

Introduction3

Discussion5

The Issue/Problem5

The Literature about the Issue/Problem5

The Relevant Theories7

The Public-Sector Leadership8

The Identification of Key Actors and their Objectives9

The Pursued Negotiated Strategies and Conflicts10

Conclusion10

Assumptions, Risks & Constraints in Project Management

Introduction

A term that considers in some important ways the resemblance of private-sector management with non-profit and government administration is known as public management. In private and public domains, there are appropriate management tools that maximize effectiveness and efficiency. Critical infrastructure is dealt by the public manager which directly affects the quality of life (Behn, 1995). In most nations, the public managers are subjected to many ethics guidelines and conflict of interest due to the large sums spent on their behalf and trust on them.

The fact that in compare to the projects of private sector, the government projects are often larger in scale and this underlines the complexities within public management. The public is directly and strongly affected by the public projects. The management of public projects is affected by the lack of business competition for government agencies. There, two contradictory requirements that are confronted by the public sector projects. High levels of secrecy are required by some projects. Security operations, law enforcement and military are included by those sensitive projects.

Making information available on request to the public is required by other projects. Anyone can file the FOIA requests in the United States. The requested information is required to be provided by the project team in response to an FOIA request. In either private sector or public sector projects, the project is always impacted by management of project risk. Risks are acquired by both public sector and private sector projects, but additional risks are acquired by public sector projects, and in the private sector projects these risks do not often occur.

For managing the administrative and legal constraints creation of a plan, developing risk responses, analyzing risks, identifying risks and for risk management creating a plan are the 5 necessary functions that are required for risk management of public sector projects. A special place is occupied by risks in project management. Since new activities are created that take time and require resources therefore risk management is also a critical function, which as a result, the other project management processes are tightly faced by risk management (Kemp, 2006). For contract documents, the non-granted of legal approval might be an early project risk.

Changes in federal law might not have been anticipated during early project planning. However, inclusive of cost, time and scope adjustments, in project planning an emergencies and host of new risks will required to be reflected if relevant law were to change (Atkinson, 1999). Resource reduction risks related to the reduction of project funding prior to its completion and in public-sector projects is also an increasingly common occurrence, budget process risks, process risks inclusive of factors embedded in hiring or purchasing processes and can impact or delay the project, stakeholder risks that can result loss of support of the project by stakeholders, publicity risks that results ...