IT project escalation: A case analysis within the UK NHS

Guah, Matthew W.

doi:10.1016/j.ijinfomgt.2008.08.004

Cited by 8 publications

(11 citation statements)

References 16 publications

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“…Healthcare providers are faced with IT projects of varying sizes and technical complexity and ensuring their success is crucial for organisational leaders and IT project managers alike. 18 There are numerous national IT initiatives in healthcare across the globe that can provide a wealth of experience in lessons learned or best practices. One case is Kaiser Permanente (KP); at one point the largest notfor-profit integrated health care delivery system in the United States, serving 8.7 million members across eight regions, and representing a $4 billion investment.…”

Section: Large-scale Healthcare It Projectsmentioning

confidence: 99%

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The UK's National Programme for IT: Why was it dismantled?

Justinia

2016

Health Serv Manage Res

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This paper discusses the UK's National Programme for IT (NPfIT), which was an ambitious programme launched in 2002 with an initial budget of some £6.2 billion. It attempted to implement a top-down digitization of healthcare in England's National Health Service (NHS). The core aim of the NPfIT was to bring the NHS' use of information technology into the 21st century, through the introduction of an integrated electronic patient record systems, and reforming the way that the NHS uses information, and hence to improve services and the quality of patient care. The initiative was not trusted by doctors and appeared to have no impact on patient safety. The project was marred by resistance due to the inappropriateness of a centralized authority making top-down decisions on behalf of local organizations. The NPfIT was officially dismantled in September 2011. Deemed the world's largest civil IT programme, its failure and ultimate demise sparked a lot of interest as to the reasons why. This paper summarises the underlying causes that lead to dismantling the NPfIT. At the forefront of those circumstances were the lack of adequate end user engagement, the absence of a phased change management approach, and underestimating the scale of the project.

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Section: Large-scale Healthcare It Projectsmentioning

confidence: 99%

Section: Managing “It” Change In Healthcarementioning

confidence: 99%

The UK's National Programme for IT: Why was it dismantled?

Justinia

2016

Health Serv Manage Res

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“…While these factors are identified by the authors as critical to a successful rollout of an eHealth infrastructure, the cases discussed in the various papers do not necessarily represent best-practice success stories. Indeed, the ignoring of such critical factors has also lead to failed implementation [6][7][8].…”

Section: Literature Overview On National Ehealth Programsmentioning

confidence: 99%

Stakeholder behavior in national eHealth implementation programs

Klöcker

Bernnat

Veit

2015

Health Policy and Technology

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“…The literature also suggests that when an IS project is perceived to have large potential payoff for the organisation in the long run the level of commitment tends to be high and the resources allocated are perceived as long-term investments rather as 'costs' (Alvarez, 2011, Drummond, 2005, Guah, 2008,Keil, 1995,Northcraftand Wolf, 1984,Staw and Ross, 1987. With such perception decision makers tend to continue to commit resources to the project.…”

Section: Towards a Model Of Risk Escalationmentioning

confidence: 99%

“…The confusion and uncertainty created as a result of these structural changes can be observed in IT projects where regulations and institutional logics in an organization change because of changes in the organization's own environment e.g. a change in government policy (Guah, 2008). The changes in government policy and the change in project champion in the Finance Department both have impacts on user requirements and project schedule.…”

Section: Towards a Model Of Risk Escalationmentioning

confidence: 99%

IS Project Management and Risk Escalation: Towards A Dynamic Model

Lin

Parinyavuttichai

2015

AJIS

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Review This paper seeks to advance project risk analysis beyond what it terms a static risk factor analysis into a process that deals with risks that emerge as the project progresses. The authors analyse the escalation literature and a case study of a system implementation and provide a model of how they believe risk escalation occurs. While I found the concept of the paper interesting, it ultimately disappoints. The main issue with this paper is that it confounds the concept of risk factors and issues, which causes its analysis to be skewed, and compromises its contribution. In terms of the model, it is based on an outdated typology of project risk and some of the logic involved is questionable.

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IT project escalation: A case analysis within the UK NHS

Cited by 8 publications

References 16 publications

The UK's National Programme for IT: Why was it dismantled?

The UK's National Programme for IT: Why was it dismantled?

Stakeholder behavior in national eHealth implementation programs

IS Project Management and Risk Escalation: Towards A Dynamic Model

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