ABSTRACT
The first element of the framework states that the public sector manager undertakes a planning process for the project that accurately identifies both the problem to be solved by the project and the project’s scope of work. This chapter deals with a discussion of project feasibility studies, which are often a result or product of this initial phase of project planning. In planning a public project, a manager must frame the problem or problems correctly that the project is meant to solve. A key part of the planning process is understanding who the project stake-holders are and how to structure a positive relationship with them. Complying with laws and regulations governing public projects is time-consuming, but evading the rules will ultimately prove to be even more time-consuming. The Future Imagery project demonstrates a breakdown in the federal government’s approval process for major technological programs and projects.
