Towards a project-based service delivery approach: Uncovering organisational tensions

Abstract

In line with the modernizing, re-inventing and alternative service delivery paradigm, governments increasingly utilise project-based methodologies to improve service delivery. There is general agreement that projects are becoming increasingly important for government institutions to operationalise strategic objectives and policy programmes. This approach is commonly known as ‗Management-by-Projects‘. To adopt this approach requires of public institutions to adjust their existing structures to accommodate projects. The challenges associated with this, however, range from cultural, to technological, to organisational. It requires public officials to be both managers and individual role-players on a variety of projects. Establishing a successful project-based or matrix structure requires a formal, planned approach designed to suit the requirements and context of the specific department. In efforts to facilitate interfaces between projects and hierarchical, bureaucratic structures, mechanisms such as Steering Committees, Project Directors, Project Sponsors, and Project Coordinators are utilised. Based on a literature study and empirical investigation by means of focus group interviews and frequency response ratings, it is the contention of this paper, however, that these attempts are superfluous and that the rapid movement towards matrix, project-based, flat hierarchical structures with more delegated authority to Project Managers, is potentially a more permanent solution to fully utilise a project-based service delivery approach in the South African Public

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