Applicability of autonomic computing to e‐government problems

Furlong, Shauneen

doi:10.1108/17506160810862919

Cited by 2 publications

(2 citation statements)

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“…Though some countries, especially Canada (Desautel, 2005;Jorgenson and Cable, 2002;Fraser, 2006) have been extremely successful having been recognised internationally as number one in the world by Accenture for five years in a row. Though, the public service, in some ways, remains pretty much the same as it was almost nine years ago when e-government (or government on-line (GOL)) was first initiated in Canada in 1999 (Furlong, 2008). Because of this, and an international push for e-government developments, TG 4,1 there has been much analysis as to why it has or has not maturely developed, both in Canada and around the world, and how the experiences of those "who have gone before" can be shared with those approaching the starting line (Aldrich et al, 2002;Elliman and Irani, 2007).…”

Section: Introductionmentioning

confidence: 99%

Delivering professional projects

Furlong

Al‐Karaghouli

2010

Transforming Government: People, Process and Policy

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PurposeOwing to inadequate implementations of project management (PM) procedures and processes, many large information technology systems (ITS) projects failed to deliver its promises. Also, many of the failures in the implementation of large ITS projects around the world have been attributed to inadequate PM action. This criticism encompasses e‐government project initiatives which have attempted ambitious program change, major innovations, large transformations, enterprise wide solutions, collaboration across organisations, governments and private sectors, and the implementation of unprecedented (or ambitious) solutions. The purpose of this paper is to examine these issues.Design/methodology/approachThis paper forms part of an ongoing research of a PhD degree to describe, critically evaluate and examine the underlying barriers and challenges in large e‐government initiatives. Also, this paper examines change in organisations due to the change in the global economy and global information society as new technology is changing the nature of work. It identifies and examines the current and foreseeing problems with large e‐government projects and describes how a sociotechnical approach which takes into account, technical, business, citizen, economic needs in the creation of a sociotechnical ITS for future citizens. In addition, the paper offers a technology‐enabled enhancement to the project‐initiation phase, the area identified as being particularly weak and inadequate in addressing initial requirements of e‐government initiatives.FindingsThe paper proposes that technology can be incorporated into the professional practice of PM. It can also be a part of a passable solution as opposed to being distinct and separate from it. The PM supporting tools, as opposed to merely reporting actual versus plans have to increase the novelty (art and science) of PM through human interaction, empower the project manager and in aiding his capacity in delivering the expected outcomes.Social implicationsThe paper demonstrates the value of effective project managers within the wider context of PM in transformational e‐government initiatives. It believes that this research will have an impact on three important areas, namely project management practice (PMC), e‐government projects and the transformation process of large projects in the public sector. This paper is about changing culture and practice of PMC in handling and managing large projects when different parties involve including outsourcing. This paper investigates and addresses, not only the transformation process of e‐government projects, but also, the transformation of PM professional culture (i.e. PMC) that delivers and works.Originality/valueThis research paper contributes to the existing literature of PM of large e‐government transformational processes. The paper addresses a number of e‐government challenges, by critically analysing and summarising a list of e‐government challenges and barriers arising from an e‐government survey administered on behalf of the World Information Technology and Services Alliance which represents the national technology associations in 70 countries. It compares these challenges to the project management body of knowledge (PMBOK), which is the North American standard in PM methodology. Also, it highlights the weaknesses in PMBOK to address these challenges and offers a technology‐enabled enhancement to the project‐initiation phase. This is the strength of this paper.

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Section: Introductionmentioning

confidence: 99%

Delivering professional projects

Furlong

Al‐Karaghouli

2010

Transforming Government: People, Process and Policy

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“…Hardeep S. Hora, Technical Director of NIC, India (Personal Communication, March 7, 2009), concludes that out of the three dimensions the maturity level of process integration is the lowest in India. E-government interoperability can be achieved through the adoption of standards -"agreement among independent parties about how to go about doing some task" (Bloomberg & Schmelzer, 2006;Furlong, 2008) -or through architecture -"the fundamental organization of a system embodied by its components and their relationships to each other and to the environment, and the principles guiding its design and activity" (IEEE, 2006).…”

Section: Dimensions Of Integrationmentioning

confidence: 99%

Identifying Factors of Integration for an Interoperable Government Portal

Gupta

Tripathi

Bhattacharya

2011

International Journal of Electronic Government Research

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Interoperability is an important pre-condition for achieving higher stages of e-government and further ensures that a one stop portal will become a reality. Interoperability results from vertical and horizontal integration. The question arises: How can the level of interoperability and degree of integration be ascertained? This paper suggests a framework. It begins by identifying critical factors necessary for the successful adoption of interoperability technology along three dimensions of integration—process integration, communication integration, and data integration. Factors are formed from a literature review and discussions with webmasters and IT professionals working on portal development in various government departments of India. These factors are useful in further evaluation across the three dimensions and locate the position of a government portal in a technology adoption space. It is then possible to ascertain a portal’s current level of integration sophistication.

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Applicability of autonomic computing to e‐government problems

Cited by 2 publications

References 3 publications

Delivering professional projects

Delivering professional projects

Identifying Factors of Integration for an Interoperable Government Portal

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