ABSTRACT
This chapter explains that project management at national and local levels always involves significant skills, but applied over different areas. National governments usually operate larger projects concerned with defence, infrastructure, immigration, licensing, transport, national health, utilities, taxation and others. Unfortunately in public sector projects many strategic decisions are taken by elected politicians and councillors. It can be said that although the reporting structure of an organisation might be through a hierarchical pyramid, the project deliverables cannot be achieved without cross-communication and matrix management. Minor projects are often managed in an ad hoc way from revenue budget. Many major projects and programmes have been culled owing to austerity measures, and this has undoubtedly had an effect on morale, stability and capability within organisations. Stakeholder politics varies from people subtly undermining the project, to outright opposition and refusal to answer requests for assistance.
