Project Management in Government

Project Management in Government

Shauneen Furlong (University of Ottawa, Canada & John Moores Liverpool University, UK)
Copyright: © 2019 |Pages: 17
DOI: 10.4018/978-1-5225-7661-7.ch022


The case for 21st century government success continues unabated; impatient stakeholders are more demanding; people, process, and content are profoundly impacted; opportunity is rampant, but so is risk and complexity; still, transformational e-government looks to leadership, integration, change, and innovation through enhanced project management. This chapter builds upon previous publications. There is another dimension to the transformational e-government navigation toolkit that coalesces with enhanced project management and creates a multi-dimensional approach to transformation; it is existential change leadership that focuses on human mindset behavior along with critical leadership, integration, change, and innovation.
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The eGovernment literature introduces a paradigm that examines the digital government evolution and includes a discussion whether digitization, when applied to internal structures and external relationships, changes them or not (Janowski, 2015). This is critical in determining expectations for change and the degree and impact from the application of technology. This paper builds upon previous research and is concerned with the transformational outcome and thereby attempts to assess the effectiveness of the digitization to transform structures and relationships.

eGovernment studies note that stakeholder disappointment is reported as a root problem that causes many unsuccessful projects (Eskerod, 2016). Other authors and papers as recent as 2016 also state that the management literature falls short in analyzing the impact of project management. Specifically the literature does not make the linkages and connections between stakeholders and the information needed to assist project managers in analyzing and prioritizing the challenges that confront them (Van Offenbeek, 2016).

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