Pessimism, Computer Failure, and Information Systems Development in the Public Sector

Goldfinch, Shaun

doi:10.1111/j.1540-6210.2007.00778.x

Cited by 196 publications

(173 citation statements)

References 58 publications

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“…BCS, 2004;Goldfinch, 2007]. On a positive note, in recent years there has been some noticeable improvement in organisations' ability to deliver technical artefacts to meet budget, schedule and scope expectations [Sauer et al, 2007;El Emam & Koru, 2008].…”

Section: Discussion: From Systems Development To Benefits Deliverymentioning

confidence: 99%

“…Public sector organisations were targeted, as we perceived that they might have the most to gain from involvement in our research, as prior research suggests that such organisations have typically struggled with IT projects [Goldfinch, 2007;Fountain, 2001], and they are generally more willing to be more open about their experiences, than their private sector counterparts. Ultimately, we gained permission to conduct in-depth case studies at three public sector organisations, each of which had three or more individual information systems projects underway, which could be studied.…”

Section: Methodsmentioning

confidence: 99%

“…For example, it has been argued [e.g. Bussen & Myers, 1997;Goldfinch, 2007;Larsen and Myers, 1999;Nanhakumar, 1996] that:…”

Section: Success Factors For Systems Developmentmentioning

confidence: 99%

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Factors Affecting the Successful Realisation of Benefits from Systems Development Projects: Findings from Three Case Studies

Doherty

Ashurst

Peppard

2012

Journal of Information Technology

112

114

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The return that organisations derive from investments in information systems and technology continues to disappoint. While there is a very significant body of literature on the factors that should facilitate a successful outcome from systems development, there is growing concern that these prescriptions are not having their desired effect. In this paper, we argue that the success of a systems development project should be measured in terms of its ability to deliver meaningful benefits, rather than the timely delivery of a technical artefact, and therefore organisations should adopt an explicit and proactive benefits realisation approach when investing in IT. Consequently, we sought to explore those actionable factors that might facilitate the effective realisation of benefits from systems development initiatives. Three organisations were identified that claimed to adopt a proactive approach to benefits realisation, and detailed studies of their systems development practices were conducted. Our analysis found that whilst one organisation had been successful in its adoption of a benefits realisation perspective, the other two had not, and this allowed us to identify those factors that helped to explain this difference in outcomes. In short, this paper makes an important contribution by identifying how a subset of traditional systems success factors might be enhanced, to give them a more explicit benefits realisation orientation. Moreover, it presents a coherent set of principles that can be used for deriving other factors and practices.

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Section: Discussion: From Systems Development To Benefits Deliverymentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

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Factors Affecting the Successful Realisation of Benefits from Systems Development Projects: Findings from Three Case Studies

Doherty

Ashurst

Peppard

2012

Journal of Information Technology

112

114

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“…The same can be said for government e-Procurement. Goldfinch [1] points out that the chance to succeed in e-Government projects is only 30%. The same percentage is applicable to the government e-Procurement system as part of the integral component of e-Government project [2].…”

Section: Introductionmentioning

confidence: 99%

End User Satisfaction and Individual Performance Assessments in e-Procurement Systems

Sharabati¹

2015

IJCTE

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Abstract-End-user satisfaction and individual performance have been identified by many researchers as critical determinants of the success of information systems. As an escalating number of organizations now utilize e-procurement systems, there is a desire to understand their effect on individual end-user's performance. Therefore, this research attempts to empirically examine a framework identifying the relationships between end-user satisfaction, and individual end-user performance, in addition to assessing the impact of three proposed antecedents of end-user satisfaction: processing, content and usability. Data gathered from 432 end-users of ePerolehan system in the Malaysian government agencies were utilized to examine the relationships proposed in the framework using the Partial least square (PLS) approach. The findings provide strong support for our model. Our results indicate three factors processing, content and usability significantly affect end-user satisfaction, while the higher levels of end-user satisfaction leads to improved individual performance.Index Terms-E-procurement, user satisfaction, individual performance. I. INTRODUCTIONMost organizations regardless whether they are private or public sector are now using information system (IS), particularly the Internet. As such both these sectors have become IT-enabled. One of the IT enabled system is the e-Procurement system. Many organizations are using e-Procurement. The same can be said for government e-Procurement. Goldfinch [1] points out that the chance to succeed in e-Government projects is only 30%. The same percentage is applicable to the government e-Procurement system as part of the integral component of e-Government project [2]. As such, Government needs to evaluate the success factors that can assist them to successfully perform government projects. Most of government projects are highly scaled and costly, thus successful implementation of the government e-procurement systems is essential.The IS literature considers a system to be effective or successful when it encompasses return on investment, elevates organizational productivity, improves outcome Manuscript received July 22, 2014; revised September 10, 2014. The authors are with the Department of Operations and Management Information System, Faculty of Business and Accountancy, University of Malaya, 50603 Kuala Lumpur, Malaysia (e-mail: manals@gmail.com, ainins@um.edu.my, akmasalleh@um.edu.my) quality, increases user satisfaction, and sustains use by organizational employees [3]. DeLone and McLean [4] propose an IS success model by distinguishing six dimensions of IS success, that include system quality, information quality, information use, user satisfaction, individual impact and organizational impact. For example, user satisfaction is found to be a crucial determinant of system success and effectiveness [4], [5].Therefore, success of a system is considered to be the extent to which a presented IS essentially makes a contribution to achieving business objectives [6]. Evaluating the ...

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“…This need is often connected with transformation that takes place in public management and the implementation of information systems (IS) (Boyne, Farrell, Law, Powell, & Walker, 2003;Kickert, 2007;Ongaro, 2010;Pollitt & Bouckaert, 2011). The literature provides various examples of failure of large and complex IS projects (Goldfinch, 2007;Loukis & Charalabidis, 2011), and in many cases, the reason for IS implementation failure is a lack of change management (CM) (Aladwani, 2001;Momoh, Roy, & Shehab, 2010;Somers & Nelson, 2001; Umble, Haft, & Umble, 2003). CM provides a solution to two major problems: how to plan better for the implementation of changes and how to overcome employee resistance (Anderson & Anderson, 2001) to these changes.…”

Section: Introductionmentioning

confidence: 99%

Change management in information systems projects for public organizations

Ziemba

Obłąk²

2015

IJIKM

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It can be argued that public organizations, in order to provide the public with sufficient services in the current, highly competitive and continuously evolving environment, require changes. The changes that become necessary are often related to the implementation of information systems (IS). Moreover, when organizations are faced with changes, a change management (CM) process needs to be put in place. CM theories that are currently available to practitioners and academics are often contradictory; they mostly lack empirical evidence and are supported by unchallenged hypotheses concerning the nature of the contemporary CM. The aim of this paper is, therefore, to identify critical success factors (CFSs) for CM in IS projects. In order to reach this aim an explanation of changes in public organizations and the nature of CM are presented. Following this, a framework of CFSs for CM in IS projects are identified based on the literature review. The paper also examines two IS projects and uses them to demonstrate CFSs influencing CM in IS projects in Polish pubic organizations. A discussion of the research findings is provided and the paper concludes with a presentation of the study's contributions and limitations as well as the stream of future work.

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Pessimism, Computer Failure, and Information Systems Development in the Public Sector

Cited by 196 publications

References 58 publications

Factors Affecting the Successful Realisation of Benefits from Systems Development Projects: Findings from Three Case Studies

Factors Affecting the Successful Realisation of Benefits from Systems Development Projects: Findings from Three Case Studies

End User Satisfaction and Individual Performance Assessments in e-Procurement Systems

Change management in information systems projects for public organizations

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