internal training (sharing knowledge within ministries); education at the Administration Academy and education organised by outsourcers; horizontal transfer of good practice among ministries; establishment of a tool for IT supported planning and implementation, monitoring and reporting on major strategic projects; establishment of the leading body or an organisational unit to coordinate and supervise the implementation of projects, and its empowerment from the aspect of competences (e.g. Government project office). Development leader, key stakeholders, assumptions and risk factors The leader for the introduction of the project-oriented manner of work will be the Government Office for Development and European Cohesion Policy which will take over the preparation of the methodology, while the Ministry of Public Administration will take over the implementation of the training of employees in project work and the training of project managers through the Administration Academy, and guide the operation to establish the IT support tool for projects. Key stakeholders are other ministries, government services, bodies within ministries, municipal administrations, holders of public authorisation and non-governmental organisations. Risk factors for the introduction of the manner of work are especially: insufficient interest in the project-oriented manner of work (fear of change, too many current tasks, unawareness of positive effects); insufficient competence of project managers; lack of suitable co-dependence between successful attainment of the objectives and the quality of results, allocated funds and the remuneration system; insufficient functional ability of the selected IT support tool or its non-use in practice. Measures for achieving the target state Source or assessment of the Target Expected required Target Measures Indicator values for Leader results funds/assessment 2020 of savings Efficient and Established Preparation of the Number of 50 SVRK EU funds rational project project work prepared early (OP 11/2) – MJU realisation of the management methodology in project strategic and as the method public elaborates developmental to attain the administration according to the objectives objectives methodology prepared Establishment of an organisational structure for main 100 supervision, Number of coordination and attained orientation of the strategic and strategic projects programme of the objectives Government 150 Number of civil Establishment of servants a tool for IT trained in the
internal training (sharing knowledge within ministries); education at the Administration Academy and education organised by outsourcers; horizontal transfer of good practice among ministries; establishment of a tool for IT supported planning and implementation, monitoring and reporting on major strategic projects; establishment of the leading body or an organisational unit to coordinate and supervise the implementation of projects, and its empowerment from the aspect of competences (e.g. Government project office). Development leader, key stakeholders, assumptions and risk factors The leader for the introduction of the project-oriented manner of work will be the Government Office for Development and European Cohesion Policy which will take over the preparation of the methodology, while the Ministry of Public Administration will take over the implementation of the training of employees in project work and the training of project managers through the Administration Academy, and guide the operation to establish the IT support tool for projects. Key stakeholders are other ministries, government services, bodies within ministries, municipal administrations, holders of public authorisation and non-governmental organisations. Risk factors for the introduction of the manner of work are especially: insufficient interest in the project-oriented manner of work (fear of change, too many current tasks, unawareness of positive effects); insufficient competence of project managers; lack of suitable co-dependence between successful attainment of the objectives and the quality of results, allocated funds and the remuneration system; insufficient functional ability of the selected IT support tool or its non-use in practice. Measures for achieving the target state Target Expected results Measures Indicator Target values for 2020 Leader Source or assessment of the required funds/assessment of savings Efficient and rational realisation of the strategic and developmental objectives Established project management as the method to attain the objectives Preparation of the project work methodology in public administration Establishment of an organisational structure for main supervision, coordination and orientation of the strategic projects of the Government Establishment of a tool for IT Number of prepared early project elaborates according to the methodology prepared Number of attained strategic and programme objectives Number of civil servants trained in the 50 100 150 SVRK MJU EU funds (OP – 11/2)
Strategija_EN_final20150709.docx