Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/339864 
Year of Publication: 
2024
Citation: 
[Journal:] Project Leadership and Society (PLAS) [ISSN:] 2666-7215 [Volume:] 5 [Article No.:] 100119 [Year:] 2024 [Pages:] 1-12
Publisher: 
Elsevier, Amsterdam
Abstract: 
This study investigates the nuanced relationship between public sector project managers and their adherence to organizational project management protocols, as defined by reference documents such as PRINCE2 and PMBOK® Guide. It investigates why these project managers frequently deviate from these protocols. The study investigates the practical relevance yet perceived redundancy of these documents through interviews and a focus group with nine experienced project managers in the Australian public sector. Using thematic analysis and a Derridean perspective, we show how these documents create a project manager's their authority and autonomy. The study concludes with the proposal of a deconstructive theory of public sector project management, emphasising pragmatism over rigid adherence to established project management ideologies.
Subjects: 
Deconstruction
Derridean theory
Différance
Projectification
Public sector
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by-nc-nd Logo
Document Type: 
Article

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