Another government IT project, the government’s prisons computer system, has come in for massive censure and criticism for the failures in project management. A “masterclass in sloppy project management” which ran hundreds of millions of pounds over-budget, MPs have said. Almost doubled in cost and two years overdue, it was finally scrapped.

Prisons computer system ‘a masterclass in sloppy project management’, NAO finds – Daily Telegraph

But why is this scenario constantly repeated on public sector projects?  I cannot believe the that on all these projects the managers are any less able or the procurement officers any less rigorous than those in the private sector… so what is going on? I started reflecting on the difference between private and public sector tenders I have been involved in and these are my personal reflections:

There are more surprises in public sector tender awards – when I have lost on private sector contracts, the reasons usually make sense. We lost to someone who had some obvious advantages or our tender was not as well put together. Often when we lost a public sector tender and looked at the winner, often the first question was, ‘Who?’  And on other occasions we were equally surprised to win tenders against what we considered superior competition.

The selection process is often more remote – procurement and assessment panels are not homogeneous and are staffed by many people who will have no part in the delivery of the project.  This often means that once the tender is secured, the project brief ends up being re-written at least in part by those involved in the delivery. In the private sector, usually more of those involved in the tender process on the client side are those with a direct vested interset in the success of the project, not just political responsibility.

Perhaps I have only been involved in small scale tenders by comparison, but rarely has emphasis been put upon my organisation demonstrating project management methods or processes and it has usually been up to me to volunteer such evidence. Often when discussing project management issues with selection panels I have seen eyes glaze over… maybe that is my presentation style, or an indication of lack of interest.

I would love to hear other people’s experience – perhaps these issues are just highlighted on major projects, maybe it is just a question of scale?