IT portfolio decision-making in local governments: Rationality, politics, intuition and coincidences

Nielsen, Jeppe Agger; Pedersen, Kurt

doi:10.1016/j.giq.2014.04.002

Cited by 32 publications

(24 citation statements)

References 41 publications

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“…Nevertheless, additional treatment methods are project implementation with focus on key-success factors, which are aligned with e-government challenges (Almarabeh & AbuAli, 2010;Gil-Garcia & Pardo, 2005); project alignment to public organization's business processes (Ebrahim and Irani, 2005); the application of failure estimation techniques (Gichoya, 2005); alternative project and project-portfolio management methods (Aikins, 2012;Guha & Chakrabarti, 2014;Kamal et al, 2011;Nielsen & Pedersen, 2014;Sarantis, Charalabidis, & Askounis, 2011;Tan et al, 2005), which emphasize project results management, design-reality gap-closing and stakeholders' engagement.…”

Section: Project and E-government Project Failurementioning

confidence: 99%

“…Project failure reasons have been discussed broadly (Boehm, 2000;Kappelman, McKeeman, & Zhang, 2006;Pinto & Mantel, 1990;Yeo, 2002) and e-government project failures have been classified by various scholars and important factors have been identified (Almarabeh & AbuAli, 2010;Esteves & Joseph, 2008;Gauld, 2007;Gichoya, 2005;Heeks, 2001;Nielsen & Pedersen, 2014). In this paper, both a literature review and a representative large-scale public project failure are examined through the launch of the Healthcare.gov website by the federal government in the U.S.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Why e-government projects fail? An analysis of the Healthcare.gov website

Ανθόπουλος

Reddick

Giannakidou

et al. 2016

Government Information Quarterly

236

142

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Section: Project and E-government Project Failurementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Why e-government projects fail? An analysis of the Healthcare.gov website

Ανθόπουλος

Reddick

Giannakidou

et al. 2016

Government Information Quarterly

236

142

View full text Add to dashboard Cite

“…Apesar da decisão de seleção e priorização de projetos ser tomada no âmbito das áreas administrativas, há, no setor público, um decisor estratégico central que terá a decisão final sobre a priorização de projetos e, normalmente, está no nível político, acima das áreas administrativas (GONZÁLEZ, 2003;NIELSEN;PEDERSEN, 2014). Esse processo é melhor detalhado por Fernandez et al (2006) que explica que, em organizações públicas, o número de projetos e as áreas de atuação são muito amplos, impossibilitando que o tomador de decisões participe diretamente da avaliação de cada projeto, fazendo com que exista o papel de um agente de decisão (uma pessoa ou grupo) que representa as preferências e prioridades da alta administração, realizando a seleção e priorização dos projetos no lugar do decisor central.…”

Section: Seleção E Priorizaçãounclassified

Gerenciamento de portfólio de projetos no setor público: uma revisão da literatura

Maceta

Berssaneti

Carvalho

2017

Revista PO: R. Eletr. de Eng. de Produção e Correlatas

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Resumo: Este estudo tem como objetivo investigar o gerenciamento de portfólio de projetos no contexto do setor público. A abordagem metodológica é a de revisão sistemática da literatura, adotando o método de análise de conteúdo. A amostra é composta de artigos selecionados nas bases de dados ISI Web of Science e Scopus. Os resultados permitiram elaborar um quadro teórico síntese da literatura, em que os conteúdos foram divididos em oito temáticas: portfólio e gerenciamento de portfólio, setor público e nova gestão pública, seleção e priorização, controle, riscos, alinhamento estratégico, problemas do gerenciamento de portfólio e performance e sucesso do portfólio.Palavras-chave: Gerenciamento de Portfólio. Portfólio de Projetos. Setor Público. Governo. Revisão da Literatura.Abstract: This study aims to investigate the project portfolio management in the public sector's context. The methodological approach is a systematic literature review using the content analysis' method. The sample consists of selected articles in ISI Web of Science and Scopus databases. The results lead to a theoretical framework summarizing the literature which contains eight thematic fields: portfolio and portfolio management, public sector and new public management, selection and prioritization, control, risks, strategic alignment, portfolio management's problems and portfolio's performance and success.Keywords: Portfolio Management. Project's Portfolio. Public Sector. Government. Literature Review. INTRODUÇÃOAs organizações têm como objetivo se desenvolver, independente se forem do setor público ou do setor privado, e, para o desenvolvimento, são necessárias mudanças coordenadas com a estratégia das organizações. Projetos são responsáveis pelas mudanças organizacionais e é a partir deles que ocorre a implantação e o desenvolvimento das estratégias de crescimento (RWELAMILA; PURUSHOTTAM, 2012). Já o gerenciamento de portfólio tem o objetivo de gerenciar os projetos de uma organização, ou seja, garantir que o conjunto certo de projetos seja realizado, alocando para eles os recursos necessários e disponíveis na

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“…A study by Nielsen and Pedersen (2014) reveals that politics, intuition and coincidence play a larger role than rationality in local government decision-making concerning information technology (IT) projects [7]. Moreover, Janssen and Klievink (2011) suggest using enterprise architectures that explicitly consider risk management to improve the outcomes of e-Government development, especially in collaborative initiatives (which might be more prone to failure than single-entity initiatives) [8].…”

Section: Introductionmentioning

confidence: 99%

The Impact of Formal Decision Processes on e-Government Projects

Sundberg

Larsson

2017

Administrative Sciences

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This paper studies associations between the use of formal decision-making processes in e-Government projects and the outcomes of these projects. By doing so, this study contributes to the decision sciences as well as to the fields of e-Government, information systems and public administration. Data were collected using a survey conducted among Swedish national government agencies and municipalities. Variables that have been investigated are the defining and weighting of objectives, resource allocation and assessment of whether objectives are met, as well as to what extent risk analysis was conducted. The results reveal that successful projects distinguish themselves by involving more activities related to formal decision-making procedures, especially with respect to stakeholder inclusion and weighting of objectives. These initiatives also manage more types of risks, including organizational issues. Future research should continue to explore the possible benefits of formal decision-making and risk analysis in e-Government.

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IT portfolio decision-making in local governments: Rationality, politics, intuition and coincidences

Cited by 32 publications

References 41 publications

Why e-government projects fail? An analysis of the Healthcare.gov website

Why e-government projects fail? An analysis of the Healthcare.gov website

Gerenciamento de portfólio de projetos no setor público: uma revisão da literatura

The Impact of Formal Decision Processes on e-Government Projects

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