Strategic program management (SPM) is an approach for advancing the aspirations of programs and their impact. While programs are omnipresent in government, concerns exist that they are not always strategically managed. Studies that examine SPM are lacking. This study defines and conceptualizes SPM, examines it in two national governments (Brazil and Indonesia), and focuses on felt performance accountability as a driver of SPM use. SPM use is highly uneven, and despite concerns about the effectiveness of performance accountability in the public sector, a key finding is that program managers' felt performance accountability is associated with increased SPM use by program officials. Managers' performance accountability also increases political appointees' support for programs and decreases their interference with program priorities. These findings are important because they provide a means for program officials, typically civil servants, to strengthen the strategic direction of public programs. Recommendations are made for strengthening the performance accountability of managers.

中文翻译：

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战略项目管理：绩效问责制推动国家政府的使用


战略项目管理 （SPM） 是一种推进项目抱负及其影响的方法。虽然项目在政府中无处不在，但人们担心它们并不总是得到战略性的管理。缺乏检查 SPM 的研究。本研究对 SPM 进行了定义和概念化，在两个国家政府（巴西和印度尼西亚）对其进行了研究，并侧重于将绩效问责制作为 SPM 使用的驱动力。SPM 的使用非常不均衡，尽管对公共部门绩效问责的有效性感到担忧，但一个关键发现是，项目经理认为绩效问责与项目官员增加 SPM 使用有关。管理者的绩效问责制还增加了政治任命者对项目的支持，减少了他们对项目优先事项的干预。这些发现很重要，因为它们为项目官员（通常是公务员）提供了一种加强公共项目战略方向的方法。为加强管理人员的绩效问责制提出了建议。