Lex localis - Journal of Local Self-Government_11(1)_January

340 L EX LOCALIS - J OURNAL OF L OCAL S ELF -G OVERNMENT H. Wanivenhaus, J. Kovač, A. Žnidaršič & I. Vrečko: Vienna Construction Projects: Redirection of Project Management Critical Success Factors—More Focus on Stakeholders and Soft Skills Development state budget. In 1989, the Projects in Controlled Environments (PRINCE) methodology emerged as a British government standard for information systems project management. However, with its development into PRINCE2 in 1996, it soon became regularly applied outside the purely IT environment, in both the British government and the private sector globally (OGC, 2009). PRINCE2 has become increasingly popular and is now a de facto standard for project management in many government departments in the United Kingdom and across the United Nations system (Bentley, 2010). Notwithstanding the relative universality of project management methodologies for different types of projects, it is necessary to draw attention to the important differences between the characteristics and dimensions of project management in companies and public administration. Weinstein & Jaques (2013) defined the following characteristics of project management in the public administration:  very broad circle of stakeholders involved in the project;  project results are often very important for the broader social environment;  changes in the political environment (political parties’ power) have an impact on the project’s implementation;  public control over the implementation of the project is flawed; and  major errors in the execution of the project may lead to “oversized” control. We can conclude that project management is indispensable in designing and planning development in the public sector, as in the case in the private sector, especially in very competitive environments. Thus, we can expect project managers in the public sector to value and recognize the importance of the formal use of project management tools and techniques for increasing projects’ success. Therefore, we offer the following: Hypothesis 1: Project managers in the public sector’s very competitive environment highly value the importance of the systemic use of project management tools and techniques for increasing a project’s efficiency and effectiveness. Development decision makers in the public sector increasingly face complex problems with negative long-term effects on their environment. Therefore, they will have to start thinking about further development of their project management system and plan comprehensively, with a multi-annual view into the future.