Project Management: An e-Government Driver?

Project Management: An e-Government Driver?

Shauneen Furlong (John Moores Liverpool University, UK)
DOI: 10.4018/978-1-4666-0324-0.ch027
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The purpose of this chapter is to present the e-Government’s problems attributed to project management and to introduce research to determine if these problems could be mitigated by strengthening the North American project management standard methodology (PMBOK - Project Management Body of Knowledge 2000 Edition) to support an e-Government environment. Specifically, this chapter intends to share insights into answering the following questions: Why has e-Government, especially transformational e-Government, not advanced around the world to the degree anticipated? Neither developed nor emerging nations have embraced the opportunities to the extent possible, and few can share and breach the gap towards success. Could current project management methodologies have played a role? Were they helpful? Did they drive or hinder success?
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E-Government has not been the success hoped for around the world (BCS Thought Leadership, 2005; Roy, 2006). It has been harder, slower and more complicated to deliver than what was originally expected, specifically from a business transformational agenda. Though, it promised hope for government transformation and public sector renewal and revitalization of the role of bureaucracies in the 21st century, e-Government delivered only on the transactional success of using the Internet to allow citizens closer and more direct access to government programs; important and valuable, but not fulfilling. Even in Canada, where e-Government was rated by Accenture number one in the world for 5 years in a row (Accenture, 2005, 2006, 2007), it is seen as being primarily a transactional success as opposed to a transformational one (Roy, 2006).

It may be helpful to provide some first hand information about the Government of Canada’s success as this author was part of the team that designed and implemented Canada’s Government On-Line (GOL) strategy.

Key Terms in this Chapter

ICTs: Acronym standing for Information and Communication Technologies.

Transformational Government: The term used to describe computer-based information and communications technologies to enable radical improvement to the delivery of public services and describes a government reform strategy which aims to avoid the limitations which have come to be seen as associated with a traditional e-Government strategy.

E-Government: Focuses on the use of new information and communication technologies by governments as applied to the full range of government function through the networking potential offered by the Internet and related technologies has the potential to transform the structures and operation of government.

Project Management: The discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives.

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