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Elly Philpott (University of Bedfordshire); David Owen (University of Bedfordshire); David Wright (University of Bedfordshire)
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12 pages
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Public sector projects are frequently subjected to professional scrutiny and increasingly to public scrutiny. The nature of stakeholders in public projects means that the level of scrutiny is somewhat different to that of private projects. Scrutiny - or a close or detailed examination of projects - requires data about the project to be independent, robust and available. Theory and best practice provides us with performance measures and frameworks against which to measure progress and results. Public sector projects are particularly vulnerable to changes in scope and disruptive externalities. Using available frameworks we can evaluate in-project and post-project data and conclude as to whether a project was a success or failure. But, what happens when views/data clash? This case study describes a fictional public sector project. Arguments for and against success are provided. Students are asked to consider the arguments and sources of data and then to conclude as to whether the project was a success or failure identifying the main themes impacting their decisions and justifying their decisions using their own research. The case study has been used with students at postgraduate level. With additional scaffolding it may be used at undergraduate level.


Project management; Success; Failure; Public sector; Scrutiny; Data access; Data sources; Reliability; Independence; Performance; Maturity model; Government; Gateway
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