A Roadmap for it Project Implementation: Integrating Stakeholders and Change Management Issues

Legris, Paul; Collerette, Pierre

doi:10.1177/875697280603700507

Cited by 47 publications

(37 citation statements)

References 22 publications

(15 reference statements)

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“…Even though hypothesis indicate a weak relationship between stakeholder engagement and successful implementation of e-Citizen project, results show that only 15% of respondents agreed that the Kenyan government engaged the public during development of e-Citizen, the rest either disagreed or did not know. This proposal is consistent with ([21]; [23]; [36]; [37]; [38]). …”

Section: Enhanced Model For Assessing Implementation Of Ict Projectssupporting

confidence: 81%

Evaluation of the Implementation of the e-Citizen in Kenya

Ondego¹,

Moturi²

2016

IJAIS

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Information Communication Technology (ICT) can make a valuable contribution towards the operations of and the services offered to citizens by a government. While the benefits of e-Government initiatives and projects in Kenya cannot be disputed, there are key issues about their successful implementation. A survey about e-Government initiatives in developing countries by [1] show that 50% have partially failed, 35% have totally failed and only 15% have been successful. This research was based on a case study whose aim was to assess the implementation of the Kenya e-Citizen project. Data was collected through interviews and questionnaires from four ministries and the general users/citizens. The questionnaires and interview guides were created based on the six dimensions of the DeLone and McLean Information Systems Success Model. An enhanced model for assessing successful implementation of ICT projects is presented. In addition to the dimensions of the model, stakeholder engagement, has been suggested. The paper concludes by emphasizing the need of stakeholder engagement during the life of any government ICT project. A strategy that would oversee awareness campaigns would be required. Other strategies required would address communication, change management and training.

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Section: Enhanced Model For Assessing Implementation Of Ict Projectssupporting

confidence: 81%

Evaluation of the Implementation of the e-Citizen in Kenya

Ondego¹,

Moturi²

2016

IJAIS

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“…However, successful change in organizations needs more coordination across functions and business units as well as more commitment among employees (Beer et al, 1990;Legis and Collerett, 2006). As Beer (2001) points out, one of the difficulties in top-down efforts is to develop culture and capabilities for change as required.…”

Section: Top-down Versus Bottom-up Approach: Embracing the Paradox Thmentioning

confidence: 96%

Embracing the Paradox in Educational Change for Sustainable Development: A Case of Accounting

Qian

2013

Journal of Education for Sustainable Development

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Higher education institutions have been encouraged to prepare their graduates to be socially and environmentally responsible professionals. However, previous studies have found a slow uptake of education for sustainable development (ESD) in university curricula, particularly in nonenvironmental disciplines. This paper investigates the process of developing educational change for sustainability in an Australian university and the impact of such development on an area that has long been resistant to the sustainability initiative-accounting. The paper analyzes an approach that embraces a top-down research-led change and a bottom-up educational change for sustainability, linking university strategy, research concentration and institutional culture development with ESD in the case of accounting. This study examines issues of interest to higher education institutions engaged in accelerating the diffusion of ESD in nonenvironmental disciplines.

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“…Having experienced this aspect as a critical area for focus, we found its inclusion in the list worthwhile.As shown in Table 2, the 6S Watch List takes into account the Merger and Acquisition Best Practices mentioned previously. Created as a bridge between theory and practice, it is designed to serve as a project management tool to facilitate the monitoring of critical issues related mainly to organizational dynamics and human processes which are often neglected in traditional project management approaches (Legris and Collerette, 2006).…”

Section: A Framework For Managing Integrationmentioning

confidence: 99%