Challenges and best practices of managing government by Young Hoon Kwak, Associate Professor Department of Applied

By Young Hoon Kwak, Associate Professor Department of Applied Communication Studies Southern Illinois University Edwardsville Illinois Min Liu, Peerasit Patanakul, Ofer Zwikael

Many executive initiatives and courses are lengthy for years, failing to satisfy the tasks' targets, losing taxpayers' cash, or they're all of sudden terminated in the middle of making plans or implementation.

govt funded initiatives and courses got down to in achieving nationwide progress and increase the lives of voters. they're ubiquitous and notoriously unwieldy.

Drawing on a magnificent array of large-scale executive initiatives gleaned from executive audit experiences throughout 3 significant sectors infrastructure and transportation, details platforms, and safeguard this examine explains why executive initiatives get it wrong and what could be performed to enhance their good fortune premiums

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Risks should be used as a basis for subsequent management and contingency planning. A risk manager should be assigned to track and respond to each risk. In some cases, an independent auditor or a risk scrutinizer should be assigned to monitor how risks are handled by the project team and to report such information to senior management on a regular basis. Closed risks should be retained in a closed risk register and reviewed on a regular basis to detect recurrence. However, despite these recommended best practices, many government projects are managed without a formal or proper risk management process, as shown in the example below.

While project requirements must ultimately ­reflect the demands of operational performance, they need to be tempered by the realities of cost, risk and what the market can deliver off-the-shelf and otherwise. Unless this is done, informed decisions about the appropriate mix of cost, schedule, risk and capability are impossible. (­Mortimer ­Review, 2008, p. 17) Therefore, the Public Defence Capability Plan should have contained sufficient information on project scope and timing to enable development of strategic business plans.

Among the most extensive public-private partnerships are those in which a private firm provides financing for a project, and designs and builds it, in exchange for the right to operate and maintain it over its useful life. The most common type of PPP, however, is the more limited “design-build” agreement in which one contractor agrees to both design and build a project rather than having the public sector manage each of those steps independently. More risks are transferred to the contractor than would be under the traditional approach.

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