Challenges and best practices of managing government by Young Hoon Kwak, Associate Professor Department of Applied

By Young Hoon Kwak, Associate Professor Department of Applied Communication Studies Southern Illinois University Edwardsville Illinois Min Liu, Peerasit Patanakul, Ofer Zwikael

Many govt tasks and courses are lengthy for years, failing to fulfill the tasks' ambitions, losing taxpayers' funds, or they're unexpectedly terminated in the middle of making plans or implementation.

govt funded tasks and courses got down to in achieving nationwide development and improve the lives of voters. they're ubiquitous and notoriously unwieldy.

Drawing on a magnificent array of large-scale executive tasks gleaned from executive audit stories throughout 3 significant sectors infrastructure and transportation, details platforms, and protection this research explains why executive tasks get it wrong and what may be performed to enhance their good fortune premiums

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This allowed the state and commonwealth governments to be informed on the progress and activities, generating a sense of ownership. The governance of the project was established contractually by the project deed between the Roads and Traffic Authority (RTA) and the project company. The project deed sets out governance and obligations over the life of the project, including the operating term. This structure is often absent from other procurement models that focus only on the construction phase.

In cases involving defense projects, a more conservative approach should be employed such as buying Military Off-The-Shelf (MOTS) equipment and solutions that do not require major development or extensive modification. The C-17 Globemaster and Boeing FA-18 Super Hornet acquisitions are examples of MOTS projects that were completed below budget and/or ahead of schedule. The standard acquisition cycle can be accelerated significantly when the m ­ ajor supplies being procured are off-the-shelf production items.

Delays mainly resulted from three factors: (1) changed specifications for the tunnel due to the need for air conditioning systems to improve safety that were not part of the initial design; (2) poor communication between the British and French teams who were essentially tunneling from the two different sides and meeting in the middle; (3) competing firms bid on the project, which may have resulted in the ‘winner’s curse’ of the successful bidders having the lowest and most optimistic price estimates.

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