The specific of implementing models of project management in the public sector

The evolution of approaches to project management is considered and the main models of project management maturity are analyzed, in particular: the organizational maturity of the project; the maturity of project management by G. Kerzner; project-oriented models; portfolio, program and project management. The aspects that should be considered when introducing project management models in public administration are identified and analyzed. It is noted that mature projectoriented organizations stand out among other by their cultures, organizational structure, procedures, management techniques. They are also more efficient in the execution of projects and, accordingly, more competitive. The introduction of this approach is due to changes in the environment and increased price competition. Instead of large-scale mass production, companies are increasingly implementing integrated solutions that meet the specific needs of consumers. It has been established that the main difficulties in implementing project management in state and local government bodies, in particular, are due to legislative restrictions, which establish certain requirements to the organizational structure and the distribution of responsibilities between the performers. The special attention shoul pay to the cultural factor, which is primarily manifested in the resistance to the introduction of changes and the insufficient level of the performers competence. Introducing the model of maturity of project management requires to take into account the peculiarities of public administration, it is necessary to focus on: information focused on shareholders; integrated task management system; resource budget; the structure of the organizational matrix; effective remuneration system; integrated quality assurance system and special project management software.