Administrative modernization and digital transformation have become central to improving operational efficiency, transparency, and accountability in public administration (PA). In the Portuguese context, the management of information technology (IT) projects faces significant challenges, including administrative complexity, strict legal requirements, the involvement of multiple stakeholders, and limited resources. These challenges often lead to delays, cost overruns, and unmet objectives. This study investigated IT project management practices and vulnerabilities within the Portuguese Public Administration, with a particular focus on the adoption of the PM2 methodology developed by the European Commission. This methodology is designed to promote transparency, efficiency and alignment with European policies. The research adopted a quantitative methodology, using a structured questionnaire distributed across the Portuguese PA. The sample consisted of 200 participants, including managers and team members involved in IT projects, representing different academic backgrounds and different levels of experience. Descriptive and inferential statistical analyses revealed critical weaknesses in key areas such as time management, risk management and quality management, particularly during the planning, monitoring and control, and closing phases of projects. Recurring issues included the limited use of technological tools and insufficient specialized training. Notably, only 7.5% of respondents reported using the PM2 methodology, highlighting cultural barriers and the urgent need for capacity building initiatives. On the other hand, agile methodologies, such as Agile and Scrum, were more widely adopted, albeit inconsistently and often without full integration. The findings highlight the need for organizational and cultural change to improve IT project management within the Portuguese PA. Recommendations include the promotion of the PM2 methodology, the establishment of dedicated Project Management Offices (PMOs), the strengthening of project management training, and the adoption of advanced technological tools. The study provides a detailed diagnosis of current practices and challenges and presents actionable recommendations for public bodies such as the Shared Services Entity of Public Administration, I.P. (eSPap), which oversees shared services in Project Management Offices (PMOs). Ensuring alignment with international and European standards is highlighted as essential to improve the effectiveness of project management and support the ongoing digital transition in Portuguese public administration. Future research could explore qualitative analysis, international comparisons, and the impact of emerging technologies on project management practices.
