Towards Innovating Electronic Government Projects Management, Utilising Goal-Driven, Knowledge-Based Methods and Tools

Towards Innovating Electronic Government Projects Management, Utilising Goal-Driven, Knowledge-Based Methods and Tools

Yannis Charalabidis (Department of Information and Communication Systems Engineering, University of the Aegean, Samos, Greece) and Demetrios Sarantis (Decision Support Systems Lab, School of Electrical and Computer Engineering, National Technical University of Athens, Athens, Greece)
DOI: 10.4018/ijpada.2014070103


Research shows that e-Government projects have higher failure rates than similar approaches in the private sector indicating the lack of a method to transfer knowledge and apply best management practices in an effective way. After stating the fundamental principles of project management and performing an identification of shortcomings of existing methodologies, that apply to public administration IT projects, the paper presents a conceptual model for e-Government project management that can be structured and adapted to cover all types of relevant projects in an out-of-the-box approach. Being goal oriented and supported by relevant tools, this knowledge base of predefined project components can then be populated and utilised in making more informed decisions for effective project management of e-Government initiatives. This way, the proposed method supports public officials and practitioners in learning from past experience projects and in designing and running e-Government projects in a more systematic manner, thus significantly increasing the likelihood of project success.
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2. E-Government Implementation Challenges

The models and methods applied in private sector projects have been viewed with much scepticism in the literature on public administration (Boyne, 2002). The main dissidence is summarized in Sayre’s (1953) standpoint that public and private organizations are ‘fundamentally alike in all unimportant respects’. Allison argues that ‘the notion that there is any significant body of private management practices and skills that can be transferred directly to public management tasks in a way that produces significant improvements is wrong’ (Allison, 1992). This is rarely alluded to by those supporting the introduction of private sector management practice into government transformation projects.

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