A. Kö et al. (Eds.): EGOVIS/EDEM 2013, LNCS 8061, Springer-Verlag Berlin Heidelberg 2013pp. 102–111, 2013
In the Public Administration (PA) a great number of projects are in late, their results are not the expected ones, participants consider them over administrated, and the work of employees participating in isn’t transparent. The origin of most of these problems is the conflicting coexistence of the project organization and that of the highly hierarchical Institution of the Public Administration (functional organization). In the paper a new project management method – the Synchronized Functional Project Management (SFPM) – is introduced which eliminates the above mentioned problems by mapping the activities of the project into the daily routine work of the Institution’s functional units without setting up a project organization.
SFPM was successfully used in a project at the National Tax and Customs Administration (NTCA) when IT applications of the former Tax Office and that of Customs had to be integrated. During the project the majority of the tax and some of the large IT applications of the Customs were modified, more than 300 specialists were involved in the integration and more than 1100 activities were synchronized.
project management, project, Public Administration, functional organization
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