Governmental Project Management
Maturity Model
I do not ask what projects can do for their governments. I ask: what governments can do for their projects!
Components
Governmental
Project Implementation System
Governments deliver services to their citizens more and more often by projects. Functioning and welfare of citizens and all the societies substantially depends on projects, of which many are delivered by governmental institutions.
Governmental
Project Management
Governments create and maintain their GPISs. If in a particular country it becomes apparent that the public project sector too often fails, a law requiring an increase in the efficiency of project management in public organizations may be enacted.
Governmental Project Management Maturity Model (GPM3®)
Projects are the main development tool for any organization. Governments and states which achieve higher level of project management maturity, develop faster, better meet the needs of their citizens.
What to do?
Assessment of GPIS maturity
Are all government projects in your country implemented on time?
Building roadmap of GPIS development
Since you already know how mature is your GPIS, what are its strengths and...
Implementing the roadmap
The “only” thing to do after defining the roadmap is its implementation...
Our support
In our projects, we have gained knowledge about the practices of government project management in dozens of...
News
Knowledge
Governmental Projects
Book: Projects, Government, and Public Policy Taylor and Francis, November 2022.
A Proposal of Governmental Project Management Maturity Model (GPM3®), PM World Journal, Vol. VIII, Issue IX, October 2019
Developing Governmental Project Management Capability with Use of Maturity Model. Presented at 6th International Project Management Association (IPMA) Research Conference, 3-5 September 2018, Rio de Janeiro, Brazil (pp. 89 – 110)
National Public Projects Implementation System for India. Project Management Institute. Project Management National Conference, Mumbai, India, 17-19 November, 2016.
National Public Projects Implementation System as a Tool for Public Policy Implementation. Australian Institute of Project Management / International Project Management Association: Inaugural Regional Conference, Sydney, Australia, 16-19 October, 2016.
Are public projects different than projects in other sectors? Preliminary results of empirical research. Proceedings of International Conference on Project MANagement, Porto, Portugal, October 5-7, 2016, Procedia Computer Science, 100 (2016) 399 – 406
National Public Projects Implementation Systems: How to Improve Public Projects Delivery from the Country Level. Proceedings of the 29th IPMA World Congress, Panama 2016. Procedia – Social and Behavioral Sciences. 226 (14): 351 – 357.
A Conceptual Model of National Public Projects Implementation Systems. in. Ż. Ilmete (ed.): Project Management Development – Practice and Perspectives. Proceedings of the 5th Iternational Scientific Conference on Project Management in the Baltic Countries, April 2016, University of Latvia, Riga, Latvia.
A Framework for Analyzing Differences Between Public and Other Sector Projects. Public Governance. No. 3 (45) 2018; 73-88.
P-government – a Framework for Public Projects Management, PM World Journal, Vol. 3, Issue 7, July 2014
p-Governo - Um Sistema para Gestão de Projetos Públicos (in Portuguese). Gabinete do Governador do Estado da Bahia, Brazil, July 2014
Administración de Proyectos Públicos Contemporánea como Herramienta para el Desarrollo Económico (in Spanish). Grupo Provincia Seminar, El estado como motor de la innovación tecnológica, Buenos Aires, October 2014
Project Knowledge Management
A Proposal of a Chapter on Project Knowledge Management Area for PMBOK® Guide
A Model of Project Knowledge Management, Project Management Journal, 42 (3): 23-44, April 2011
Knowledge Oriented Project Management, in. J. A. Kisielnicki, S. Sroka (eds.): Project Management Essential Reality for Business and Government. Proceedings of the 21st International Project Management World Congress, Cracow, 2007
An Analysis of Knowledge Management in PMBOK® Guide, PM World Journal, 2015, 4 (1): 1-13
Some Other Papers
Project Families and the Unified Project Evaluation Model, 22nd International Project Management Association Congress, Rome, Italy
The Unified Portfolio Management Model; paper presented at PMI North America Global Congress, Atlanta, USA, October 2007
Comparison of ISO 21500 and PMBOK ® Guide
About me
Stanisław Gasik, PhD, PMP
Dr Gasik, PMP, is an international expert on governmental projects. He is the author of a breakthrough first in the world platform for governmental project implementation with a maturity model GPM3® atop. Having over 30 years of industry experience, Stanisław is an expert in portfolio, program and project management. He cooperates with PMI in the area of standard development. He is a significant contributor, member of teams, or reviewer for PMBOK® Guide, Standard for Program Management, Standard for Portfolio Management and Organizational Project Management Maturity Model (OPM3®). Since 2014 he is an expert for project management in Governmental Accountability Office, an institution of US Congress. Stanislaw presented his ideas both at PMI and IPMA Congresses and Conferences.
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