A Conceptual Model of National Public Projects Implementation Systems


Stanisław Gasik

Vistula University

Warsaw, Poland


Many countries have established practices of public projects governance and management which they systematically apply. These practices can be grouped into three well-defined, interrelated territories: Execution, Governance and Development. Each territory consists of functional areas. The Execution Territory consists of The Portfolio Management Area, Project Management Area, Actors Management Area, and Stakeholder Engagement Area. The Governance Territory consists of a single Governance Area, and the Development Territory similarly consists of just one Development Area. These Territories, Areas together with institutions, organizational units and other entities interrelate one with another and together constitute National Public Projects Implementation System (NPPIS). This paper presents conceptual model of NPPIS created on the basis of analysis of public projects governance and management solutions from over 70 countries all over the world. The model contributes theoretically to the knowledge of public projects. As projects are the main tool of public administration, it also contributes to countries’ economical development.

Key words: public administration, project management, National Public Projects Implementation System

JEL code: H110 Structure, Scope, and Performance of Government


A public project is a project executed by a public administration or with the participation of a public administration, or implemented with the involvement of funds from the budget of such an administration.

Public projects account for a growing portion of expenditure in most countries of the world. Turner et al. (2010) estimate that about one-third of the global gross domestic product ($16 trillion) is generated by projects. Public projects, like investments in road infrastructure or information technology often consume large budgets. The number of publications devoted to public projects management, as well as the growing budgets they involve, point to increasing interest in this type of projects. One can easily find hundreds of pages describing specific solutions for public projects implementation online, with some of them cited in the references section of this article. It is evident that the importance of public projects is growing rapidly. However, to date there exists no consistent model for public projects management. This paper aims to propose a conceptual framework that addresses this gap.

The paper elaborates on, and further develops the concept of National Public Projects Implementation System (NPPIS) defined by Gasik (2014), who defined basic areas of public projects management and governance.

The research, on which the paper is based, consisted of three key stages. First, the literature and Internet resources published by institutions and organizational units responsible for public projects were analyzed, resulting with data collection from over 70 countries. At the second stage, a survey was conducted amongst people engaged in public projects management, with 512 respondents from over 60 countries.

The research, on which the paper is based, started from the review of literature and internet resources published by institutions and organizational units responsible for public projects management. More than 70 countries were analyzed at this stage. The third phase of the research consisted of face-to-face interviews with 36 public project actors from 6 countries (United States, Australia, Brazil, Canada, Argentina, and Poland). One of the goals of both the survey and the interviews was triangulation of data collected in the first phase of the project by the Internet review, i.e. verification whether earlier identified practices are really performed and beneficiary for project goals. The other goal of interviews was gaining deeper knowledge of public project implementation practices.


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Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 5th Scientific Conference on Project Management in the Baltic States, University of Latvia, April 2016.  It is republished here with the permission of the author and conference organizers.



About the Author

Stanislaw Gasik

Warsaw, Poland


Dr. Stanisław Gasik, PMP is an adjunct professor at Vistula University in Warsaw, Poland. He holds M. Sc. in mathematics and Ph. D. in organization sciences (with specialty on project management), both from University of Warsaw. Stanisław has over 20 years of experience in project management, consulting, teaching and implementing PM organizational solutions. He has lectured at global PMI and IPMA congresses and other conferences. He was a significant contributor to PMI’s PMBOK® Guide and PMI Standard for Program Management and contributed to other PMI standards. His professional and research interests include public projects, portfolio management, project management maturity, and project knowledge management. He may be contacted at [email protected] or [email protected]