E-Readiness in Governmental Public Service Institution: Lessons Learnt

Yasser Al Saleh (University of Salford, UK) and Mohammed Arif (University of Salford, UK)
Copyright: © 2012 |Pages: 160
EISBN13: 9781466610156|DOI: 10.4018/978-1-61350-311-9.ch006
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Abstract

This case study revolves around a governmental public service institution, which receives public and government money that it invests. There were several challenges associated with the implementation of the IT system to improve public service. It was found that the organizations need, in the contract, to have the qualifications of the vendor’s staff, and agree that prior approval for any change of staff or new recruitment would be agreed beforehand. This is because the vendor’s staff had a high turnover. Experienced staff, which were agreed upon by the organization, were assigned to the project for a short time, only at the beginning of the project. The lack of positive relationships between different groups in the organization caused resistance to the required changes in structure and processes. Because key staff considered keeping knowledge and experience to themselves as a job security tool, they were not forthcoming in cooperating with the project team. This was complicated by the almost complete absence of systems’ documentation, and the little documentation that did exist was obsolete or not comprehensive. The void of decisive leadership by top management allowed the conflicts between different entities in the organization to go on in an increasing mode until the end of the project, which had a negative effect on the project success. The new system design was not successful in resolving the ownership of the data within the organization. This was an issue that caused user resistance to the project.
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