The Italian e-government action plan: from gaining efficiency to rethinking government

Virili, Francesco

doi:10.1109/dexa.2001.953083

Cited by 6 publications

(4 citation statements)

References 8 publications

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“…Apart from the Canadian e-government transformation initiatives, there are many local authority initiatives with the UK e-government initiatives (Pearce, 2003). Also, many European e-government (Irani et al, 2007;Virili, 2001) and worldwide e-government transformation projects initiatives (UN, 2005). Many e-government projects concentrate on the expenditure and saving cost as the main aim of such projects, rather than on the delivery, functionality, effective communication amongst the project teams, effective project practice and bridging communication among the different parties involved including outsourcing teams.…”

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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“…Virile [14] studied the e-Government plan in Italy and emphasized the attention on efficiency. Liang [15] proposed the models, service models and selection strategies to promote the efficiency of e-Government by Cloud techniques.…”

Section: Related Workmentioning

confidence: 99%

Who is the Most Diligent Employee? A Discriminate Model for e-Government Service Time Analyzing

Luo

Fan

et al. 2016

J. Ind. Intg. Mgmt.

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This paper discusses the human-related factors contributing to the service time for government services. We build a discriminate model to extract the subjective factor, e.g. diligence, and objective factor from the working behaviors in logs. This model can be trained by maximum likeness estimation (MLE) to get the parameters which denote the factors. To evaluate the accuracy of our model, we conduct an external experiment on a real dataset from the workflow system employed in the government of Hangzhou City in China, which results in 2,367,598 logs from 400 activities and 732 employees in two years. The experiment result not only proves the correctness of our model but also draws some interesting conclusions about the diligence of different people in different ages and genders.

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“…If we take into examination the Italian eGovernment Action Plan [3,8], two questions may now arise: are we sure that the financial effort recently expended by the Italian government will lead to the expected outcomes? To what extent have socio-technical considerations been taken into account by the Ministry of Innovation?…”

Section: Analysis and Conclusion: Adopting A Socio-technical Approachmentioning

confidence: 99%

Socio-technical Perspectives on e-Government Initiatives

Sorrentino

Virili

2003

Lecture Notes in Computer Science

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Abstract. ICTs are intended to be a powerful tool in support of government transition to the "Digital Age". The purpose of this paper is to emphasize the importance of integrating a socio-technical perspective into the body of eGovernment practices. The current realisation in Italy of an "Action plan for eGovernment" is a source of interesting preliminary evidence for our purpose. Standard (Tool) Model vs. Socio-technical ModelIn a highly relevant paper Kling and Lamb [5] observe that most IS projects are typically described in terms of what they refer to as the 'Standard (Tool) Model'.In terms of this model, ICTs are often discussed as tools or simple appliances, even when they take the form of complex arrangements of varied equipment and rules/roles/resources [6]. Among other things, the Standard Model assumes that information systems are objective and rational, and thus, capable of being evaluated through the use of objective tools and techniques. Moreover, this model presupposes a one-shot implementation and assumes that an IT application has the same meaning and consequences for all users ("contexts are simple"). Finally, ICTs are expected to have direct and unambiguous effects.As opposed to the Standard Model, the authors propose the adoption of the "SocioTechnical Model", in which IS projects outcomes are the result of a more complex interaction between technical and societal factors.Is the Standard Model view still valid after thirty years of systematic, empirically grounded research on ICT and organisational change in business firms and public agencies? Kling and Lamb suggest not. It is widely acknowledged that ICTs and the social and organizational settings in which they are embedded are in a relationship of mutual shaping.The Standard Model is simplistic and insufficient for adequately understanding the character of organisational change involving ICTs. In the opinion of Kling and Lamb, ICT-related innovation should be seen as an on-going social process that unfolds in the context of complex, negotiated relationships. A 'socially rich view' (i.e. based on socio-technical assumptions) seems to better conceptualise the role of ICT in the current e-business environment. The Socio-Technical Model takes into consideration

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The Italian e-government action plan: from gaining efficiency to rethinking government

Abstract: In 1997 the publication of the first "Bassanini law" [1]

Cited by 6 publications

References 8 publications

Delivering professional projects

Delivering professional projects

Who is the Most Diligent Employee? A Discriminate Model for e-Government Service Time Analyzing

Socio-technical Perspectives on e-Government Initiatives

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