Introduction

This chapter introduces the phenomenon of public sector projectification, critically assessing the nature and consequences of this phenomenon to make clear the importance of studying this development in detail. It describes the specific context of the public sector in relation to processes of projectification, the relation between projectification and politics in state-owned and state-managed sectors and considers the embedded tensions between permanent organisations and temporary organising. Projectification has emerged in close inter-relation with broader discourses of managerialism in public services, often collectively described as “new public management” (NPM). NPM is a broad and contested term covering a substantial and often poorly defined range of activities and processes. Projects are thus a means for government to delegate responsibility for policy outcomes, sharing responsibilities between central and local levels, while still remaining in control in terms of programme development, funding, and evaluation. The chapter also presents an overview of the key concepts discussed in this book.