Project management strategy in the public sector has attracted the interest of many scholars since the late 1980s, following the growing pressure on governments to abandon bureaucratic organisations in favour of leaner structures. Though Italy is considered a late developer in this movement, its scope, speed and consistency of reforms is considered remarkable [OECD, (2001), Reviews of Regulatory Reform in Italy]. Within this context many projects have been undertaken trying to implement the ideas of New Public Management (NPM) [Public Administration (1991) 69:3; Accounting, Organizations and Society (1995) 20:93]. T his paper reports on a reengineering project carried out at the Italian Ministry of Treasury which tested a methodology drawn from the literature of process engineering. Multiple dimensions and actions proved to be crucial in managing the project: the paper discusses them and their relative importance over the life of the reengineering project.

Managing a public sector project: the Case of the Italian Treasury Ministry

ARNABOLDI, MICHELA;AZZONE, GIOVANNI;SAVOLDELLI, ALBERTO
2004-01-01

Abstract

Project management strategy in the public sector has attracted the interest of many scholars since the late 1980s, following the growing pressure on governments to abandon bureaucratic organisations in favour of leaner structures. Though Italy is considered a late developer in this movement, its scope, speed and consistency of reforms is considered remarkable [OECD, (2001), Reviews of Regulatory Reform in Italy]. Within this context many projects have been undertaken trying to implement the ideas of New Public Management (NPM) [Public Administration (1991) 69:3; Accounting, Organizations and Society (1995) 20:93]. T his paper reports on a reengineering project carried out at the Italian Ministry of Treasury which tested a methodology drawn from the literature of process engineering. Multiple dimensions and actions proved to be crucial in managing the project: the paper discusses them and their relative importance over the life of the reengineering project.
Project management; New Public Management; Public sector
File in questo prodotto:
File Dimensione Formato  
Arnaboldi Azzone Savoldelli.pdf

Accesso riservato

: Post-Print (DRAFT o Author’s Accepted Manuscript-AAM)
Dimensione 191.42 kB
Formato Adobe PDF
191.42 kB Adobe PDF   Visualizza/Apri

I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.

Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11311/555844
Citazioni
  • ???jsp.display-item.citation.pmc??? ND
  • Scopus 44
  • ???jsp.display-item.citation.isi??? ND
social impact