Effective local authority project management is more important than ever. As councils face increasing pressure to deliver services efficiently, manage tight budgets, and meet evolving community expectations, a robust approach to project management is essential.
Across local governments, project portfolios are growing in complexity. From housing developments and transport upgrades to sustainability programmes and digital transformation initiatives, councils need structured, strategic, and scalable methods to plan, execute, and measure success. Local authority project management provides the foundation for aligning service objectives with business needs and stakeholder expectations.
This article examines the distinct challenges of delivering public sector projects, highlights the role of technology and governance frameworks, and features a case study illustrating how one council significantly improved outcomes by transforming its project management function.
Local authority project management operates in a landscape quite unlike the private sector. Public scrutiny, political oversight, and regulatory obligations shape every stage of a project’s lifecycle. While private organisations often focus solely on ROI, councils must balance social value, stakeholder engagement, and long-term community benefit.
These additional layers make local authority project management a specialist function. It requires balancing strategic alignment with operational detail, navigating budget constraints while still driving delivery, and making the best use of available resources in a constantly changing environment. Transparency, compliance, and accountability are critical.
In local government, a strong business case is a prerequisite. Whether a council is seeking internal approval or applying for central government funding, a clearly structured business case is essential to secure buy-in, manage risk, and demonstrate value for money.
Effective local authority project management builds strong business cases that align with broader strategic priorities, justify investment, and clearly define expected outcomes. Many councils use formal frameworks like HM Treasury’s Five Case Model to maintain consistency, governance, and rigour across their portfolios. Clear guidance and standard templates can support this effort.
The complexity of public sector delivery is driving greater uptake of digital tools designed specifically for local authority project management. Tools like PM3, a project portfolio management (PPM) platform, enable councils to track several projects in real time, allocate resources effectively, and ensure projects remain strategically aligned.
In an environment where departments are often siloed and projects span multiple functions, these tools help councils improve visibility and accountability. Increasingly, local government bodies are recognising that project success relies not just on skilled individuals, but on scalable systems that support consistent delivery. This technology boosts confidence, enables better decision-making, and strengthens governance.
A local authority in the UK, Wellesley Council*, faced challenges in effectively managing its diverse range of projects and initiatives, which included infrastructure development, public services, and community engagement programmes.
The council’s existing project management processes were fragmented, leading to inefficiencies, missed deadlines, and difficulties in tracking progress. To address these challenges, Wellesley implemented PM3, an award-winning PPM software designed to streamline delivery and enhance performance across local authority project management functions.
Wellesley conducted a thorough needs assessment to understand its project management challenges and requirements. After evaluating several PPM solutions, the council selected PM3 due to its functionality, scalability, and user-friendly interface. The decision was supported by a robust business case that highlighted PM3’s successful use in other local government settings.
Recognising that implementing a new system is as much a people challenge as a technical one, the council focused heavily on change management. With support from Bestoutcome, Wellesley created a compelling case for change, communicated the purpose clearly, and identified a network of internal PM3 champions. These steps were critical to successful adoption. Leaders across departments were involved early to provide clarity and build buy-in.
PM3’s flexibility allowed Wellesley to configure the platform to match its internal processes. It was integrated with existing systems, including Microsoft Office, MS Teams, and the council’s financial management software, creating a seamless environment for project delivery. The integration respected compliance requirements while ensuring greater control and data integrity.
Training was a core focus. Project management teams received structured training in initiation, planning, execution, monitoring, and closure. PMO teams were trained face to face via Microsoft Teams, while project managers used the PM3Learn platform — a self-paced learning portal with courses, webinars, user forums, and foundational project management content. This helped build knowledge and boost user confidence.
Legacy project data was migrated into PM3, ensuring continuity and data integrity. The platform was first rolled out in two departments, with plans to extend its use council-wide over the following year. Templates and shared language ensured consistency across teams and suppliers.
PM3 enabled real-time status updates, cutting the time spent gathering progress information by 40%. It also improved transparency and helped review performance metrics with greater accuracy.
The platform’s resource allocation tools reduced overallocation and improved workforce planning. This increased the council’s ability to respond to shifting priorities.
PProjects were more likely to finish on schedule. Real-time dashboards helped senior leaders spot and address issues early, unlike before, when failing projects were only identified too late.
Improved budget oversight helped reduce project overruns and improved financial control.
PM3’s collaboration features led to better-informed stakeholders and smoother project rollouts.
PM3’s reporting tools helped leadership align projects with strategic goals, resulting in a 10% improvement in alignment. Stronger metrics supported more confident investment decisions.
Wellesley Council’s transformation is a strong example of how local authority project management can evolve through strategic investment in the right tools and change processes.
*Organisation name has been changed for legal reasons.
The following benefits reflect the measurable impact of implementing a project portfolio management (PPM) tool like PM3 in a local authority context. These advantages go beyond individual projects, helping councils build a stronger foundation for long-term project delivery and strategic alignment.
One of the greatest barriers to successful project delivery in local government is cultural.
Change management is critical to embedding new tools and ways of working. In Wellesley’s case, success was driven by a clear communication strategy and well-supported training that helped staff build confidence and adopt the new platform effectively.
Local authority project management that incorporates strong change principles is more likely to succeed long term. The ability to operate in a complex, shifting environment requires confidence, clarity, and strong governance frameworks.
Improving local authority project management is one of the most effective ways councils can deliver better outcomes with limited resources. Through smart tools, robust business cases, and a clear focus on change, local governments can build the capability it needs to deliver complex, multi-year initiatives.
Wellesley Council’s* experience demonstrates the power of doing project management well — not just for individual projects, but for the communities they serve. With the right knowledge, guidance, and leadership, councils can build a project culture that empowers staff, supports suppliers, and ultimately helps clients achieve strategic goals.
*Organisation name has been changed for legal reasons.
Image Sources: Astrid.IQ
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