Managing large-scale IS/IT projects in the public sector: Problems and causes leading to poor performance

Patanakul, Peerasit

doi:10.1016/j.hitech.2013.12.004

Cited by 59 publications

(48 citation statements)

References 32 publications

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“…2012) . Furthermore, insufficient and poor risk management can result in higher costs (Baldry 1998;Halloum & Bajracharya 2012;Kwak & Smith 2009;Patanakul 2014) . An example is London 2012, which had problems with contractors handling the size of the project (e .g .…”

Section: Managerially-based Cost Overrunsmentioning

confidence: 99%

Cost and Revenue Overruns of the Olympic Games 2000–2018

Andreff

Weitzmann²,

Preuß

2019

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Die Reihe bietet ein Forum für empirische Studien zur ökonomischen Wirkungsanalyse von Großveranstaltungen in Sport, Kultur und Tourismus. Die Bände beleuchten gleichermaßen die Effekte der Großereignisse auf ihr sozioökonomisches Umfeld als auch den Einfluss von Standortfaktoren auf die Wettbewerbsfähigkeit und Governance der Eventwirtschaft. Die Themenfelder umfassen alle Stakeholder von Events und reichen von Primärerhebungen zum Reise-und Konsumverhalten von Eventbesuchern sowie zu Werbe-und Imagewirkungen von Großveranstaltungen über den gesellschaftlichen Beitrag von Events, etwa zum Volunteering, bis zu Analysen der Eventinfrastruktur wie Stadien-und Ligenmärkte oder Finanzierungsquellen. Die Schriftenreihe richtet sich an Lehrende und Studierende der Wirtschafts-, Sport-oder Tourismuswissenschaft sowie an Praktiker und öffentliche Entscheidungsträger in eventbezogenen Handlungsfeldern.

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Section: Managerially-based Cost Overrunsmentioning

confidence: 99%

Cost and Revenue Overruns of the Olympic Games 2000–2018

Andreff

Weitzmann²,

Preuß

2019

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“…Therefore it is particularly important in the public sector to develop contingency plans and risk monitoring processes and then use those formal risk management processes (Kwak et al, 2014). Governance, management and contracts are considered the main sources of risks for large public-sector projects (Patanakul, 2014).…”

Section: Risk Managementmentioning

confidence: 99%

A framework for analysing differences between public-sector and other-sector projects

Gasik¹

2018

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Objectives: The purpose of this paper is to create a model of public-sector and other-sector projects. Research Design & Methods: An extensive review of literature was performed. The snowball approach was applied for collecting relevant papers. Models of differences between public-sector organisations and other organisations were chosen as the reference models for building a model for project level. Findings: There are differences between managerial processes between public-sector and other-sector projects in all project management areas (integration management, scope management, cost management, schedule management, quality management, hr management, communications management, risk management, procurement management, and stakeholder management). Hence the most adequate model for explaining these differences is the dimensional model. Implications / Recommendations: Project managers will be able to better align their managerial methods to the sector in which project are implemented. For instance, in public-sector projects in the area of HR management motivation should be more focused on non-financial factors. Contribution / Value Added: The proposed model is the first, original, comprehensive model describing the differences between public-sector and other-sector projects.

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“…Cooperation between departments is very important to eliminate any obstacles during IS implementation. Monitoring and control as well as effective communication helps to overcome issues and sustain the implementation [6], [8], [9], [10]. In a sensitive environment like hospital, it is quite risky because patient lives may depend on the proper work of the systems [10].…”

Section: Introductionmentioning

confidence: 99%

How change management can prevent the failure of information systems implementation among Malaysian government hospitals?

ChePa

Jasin

Bakar

2017

AIP Conference Proceedings

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Abstract. Fail to prevent or control challenges of Information System (IS) implementation have led to the failure of its implementation. Successful implementation of IS has been a challenging task to any organization including government hospitals. Government has invested a big amount of money on information system (IS) projects to improve service delivery in healthcare. However, several of them failed to be implemented successfully due to several factors. This article proposes a prevention model which incorporated Change Management (CM) concepts to avoid the failure of IS implementation, hence ensuring the success of it. Challenges of IS implementation in government hospitals have been discovered. Extensive literature review and deep interview approaches were employed to discover these challenges. A prevention model has been designed to cater the challenges. The model caters three main phases of implementation; pre-implementation, during implementation, and post-implementation by adopting CM practices of Lewin's, Kotter's and Prosci's CM model. Six elements of CM comprising thirteen sub-elements adopted from the three CM models have been used to handle CFFs of Human and Support issues; guiding team, resistance avoidance, IS adoption, enforcement, monitoring, and IS sustainability. Successful practice of the proposed mapping is expected to prevent CFFs to occur, hence ensuring a successful implementation of IS in the hospitals. The proposed model has been presented and successfully evaluated by the domain experts from the selected hospitals. The proposed model is believed to be beneficial for top management, IT practitioners and medical practitioners in preventing IS implementation failure among government hospitals towards ensuring the success implementation.

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Managing large-scale IS/IT projects in the public sector: Problems and causes leading to poor performance

Cited by 59 publications

References 32 publications

Cost and Revenue Overruns of the Olympic Games 2000–2018

Cost and Revenue Overruns of the Olympic Games 2000–2018

A framework for analysing differences between public-sector and other-sector projects

How change management can prevent the failure of information systems implementation among Malaysian government hospitals?

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