A Critical Assessment of Project Management Methods with Respect to Electronic Government Implementation Challenges

Abstract

In taking forward both the Government Modernization and the Civil Service Reform agendas, renewed emphasis is being placed on project management approaches and techniques for achieving objectives more effectively and efficiently. After elaborating on specific electronic government project implementation challenges and giving an overview of state-of-the-art project management approaches, the paper examines the weaknesses of three commonly used methods in the light of the e-Government project challenges. The analysis identifies gaps in the methods, contributing to a better understanding of the factors that lead to success or failure. The resolution of such methodological limitations could lead to the enhancement of project management methods when applied to future projects.

Explaining the eGovernment paradox

“…These two aspects of the problem are more related to the stakeholders' and citizens' perception of the policy making process and their expectation on eGovernment services [28]; [71]. As Van de Walle [54] says: "achieving good performances in public services by governments is only a partial way to achieve citizens satisfaction and to improve trust in government", only a transparent and participative policy making process can close the gap [10]; [47]; [65], as shown in Figure 2, where only a well structured policy planning process fully integrated with a performance management system and truly participated by stakeholders and citizens, can support a wide adoption of eGovernment services and creating a well established Digital Society.…”

“…Selected providers cooperate with beneficiaries and stakeholders for achieving the expected objectives and for producing the agreed project's outputs. Project management capabilities of Civil servants are required together with good ICT skills and organizational knowledge [54]; [74]. Once more a key success factor of this step is the effective involvement of stakeholders and beneficiaries in project development and deployment [42]; [67].…”

E-Government Project Obstacles in Pakistan

“…It seems in most developing countries, during the implementation of the e-Government projects, some parliamentary influenced personnel find themselves as a decision-making authority in such projects. They are not ready for which often times, also they do not have sound knowledge for implementing such projects and even no professional or technical expertise [20], [21]. The Government of Pakistan is also facing many issues related to corruption such as sociopolitical issues etc.…”

Questões epistemológicas e ontológicas para o estudo do e-government Do ato ao pensamento

“…Metcalfe (1993), citado em Sarantis et al (2010), argumenta que a administração pública "atua através de redes de organismos interdependentes, em vez de organizações independentes que perseguem simplesmente os seus próprios objetivos". Esta proposição, tendencialmente normativa, contrasta muitas vezes com a realidade em que cada organismo atua, nomeadamente centrando-se no protagonismo, na competição pelos recursos cada vez mais escassos e na própria sobrevivência pessoal dos dirigentes, mas a administração pública lida frequentemente com o paradoxo da sua realidade enquanto ser social e do dever ser da sua intencionalidade normativa e instrumental.…”