Project management in the public sector is a complex challenge, marked by strict regulatory constraints, limited budgets and high societal expectations. Yet it is possible to maximise efficiency and collaboration by applying appropriate agile approaches. Discover the best practices and tools for effectively managing a public project in a constrained environment. Laurent Vandewalle, agility and project management expert, explains.
Managing a public project with agility is a major challenge. Public projects are fundamentally different from private projects. The challenge lies not only in operational success, but also in transparency, stakeholder management and compliance with regulatory frameworks. All too often, these projects suffer from red tape and a lack of adaptability.
So how can these initiatives be successfully managed? Agility, long associated with the private sector, offers appropriate solutions, enabling better management of stakeholders and greater responsiveness to constraints. Here's an overview of best practice to ensure the success of public sector projects.
The specific challenges of public project management
Project management in the public sector is based on unique challenges that require tailored approaches.
First of all strict regulatory constraints. Each project must therefore comply with complex administrative procedures, which can slow down the decision-making process.
Then, some limited budgets and conditional funding. Funding is often voted over several years and subject to political adjustments.
Then, the multiple stakeholders. Ministries, local authorities, citizens, private companies... Each stakeholder has expectations and interests that are sometimes divergent.
Finally high social expectations. The main objective is to serve the public interest, which means justifying every expense and every decision to the public.
🔎 Testimonial
"In charge of overhauling a grants management system in a local authority, I quickly realised that the main obstacle was not the technology but the coordination of the stakeholders. So I adapted my approach by including co-construction workshops with elected representatives, associations and administrative departments. Thanks to short iterations and regular demonstrations, I was able to reduce resistance and shave six months off the initial schedule.
Tools and methods for agile project management in the public sector
Agility in the public sector does not mean abandoning traditional frameworks, but rather enriching with more collaborative and iterative practices.
Scrum and Kanban: the right methods
- Scrum is particularly useful for projects involving progressive developments, such as the digitisation of public services.
- Kanban enables better flow management and greater transparency, ideal for monitoring the progress of infrastructure projects.
[Training]
Agile project management in the civil service
Objective: to acquire the fundamentals of project management. On the programme: managing a project using basic methods and tools, leading a project team and communicating with stakeholders.
Examples of practical exercises: drawing up a cost management table, carrying out a risk analysis.
Collaborative digital tools
- Trello, Jira, Monday.com These simplify task management and improve visibility of deadlines.
- Miro, WALL These are facilitating co-creation workshops with citizens and institutional partners.
[Training]
Build a Trello board that can be used in your project
Each participant creates their own Trello board, integrating the project processes and methods specific to their organisation. They define the objectives and stages of the project. To facilitate the experience of project collaborators, focus on: card models, automations and action buttons.
[Also read]
🔎 For example :
A regional council used Scrum to manage the implementation of a portal for accessing social assistance. By adopting an iterative approach, the first functional version was delivered in six months, compared with the 18 months initially planned.
Key skills for public project management
In addition to methods and tools, certain skills are essential for successfully completing a project in the civil service.
1/ Stakeholder management
The first step is to identify the key players, anticipate their expectations and ensure smooth communication.
2/ Leadership and collaborative management
Then we need to encourage the commitment of the teams, despite the administrative red tape.
3/ Adaptability
This also means reacting effectively to regulatory changes and budgetary adjustments.
🔎 For example :
During the roll-out of a network of charging points for electric vehicles in a large conurbation, the project team organised consultation sprints with local town councils and partner companies. The result? Faster adoption and a project completed six months ahead of schedule.
Case study: a successful agile project in the civil service
One of the most convincing examples of agility applied in the public sector is the development of a teleservices system allowing citizens to request administrative documents online.
1/ Background :
Initially planned over three years with a budget of 5 million euros.
2/ Problem :
Risk of delays due to overly rigid validation procedures.
3/ Agile solution adopted :
- Breakdown into incremental versions to deliver a first version quickly.
- Setting up daily rituals (stand-ups) to facilitate exchanges between departments.
- Regular user testing to adjust the product to real needs.
4/ Results :
- Launch of a first version in 9 months.
- Development costs reduced by 20 %.
- User satisfaction multiplied by 2 thanks to progressive adjustments.
Ultimately, adopting agility means better management of public projects. Far from being just a fad, agility is emerging as a pragmatic response to the challenges facing the public sector. By integrating methods such as Scrum and Kanban, using collaborative digital tools and developing appropriate skills, it is possible to optimise project management. And all the while respecting the specific constraints of the public sector.
