scholarly journals Visions, Participation and Engagement in New Community Information Infrastructures

2011 ◽  
Vol 7 (3) ◽  
Author(s):  
John M Carroll ◽  
Michael A. Horning ◽  
Blaine Hoffman ◽  
Craig H Ganoe ◽  
Harold R. Robinson ◽  
...  
Keyword(s):  
Information Technology ◽  
Research Collaboration ◽  
Participatory Action ◽  
Information Technology Projects ◽  
Community Partners ◽  
State College ◽  
Information Infrastructures ◽  
Community Information ◽  
New Community

Through the past seven years, our research group has engaged in a participatory action research collaboration with a variety of community partners to explore understandings, possibilities, and commitments for a new community networking infrastructure in State College, Pennsylvania. This paper describes a case study of multifaceted information technology infrastructures, and of collaborating with the plethora of actors and institutions that are stakeholders in such infrastructures. Information technology projects increasingly depend upon the commitment and energies of a great diversity of stakeholders. Understanding better how such broad projects move forward is critical to society.

Challenges of Complex Information Technology Projects

2011 ◽  
pp. 264-285
Author(s):  
Teta Stamati ◽  
Panagiotis Kanellis ◽  
Drakoulis Martakos
Keyword(s):  
Higher Education ◽  
Information Technology ◽  
Big Bang ◽  
Information Technology Projects ◽  
Technology Project ◽  
Complex Information ◽  
Systems Planning ◽  
Information Technology Project ◽  
Information Systems Planning

Although painstaking planning usually precedes all large IT development efforts, 80% of new systems are delivered late (if ever) and over budget, frequently with functionality falling short of contract. This case study provides a detailed account of an ill-fated initiative to centrally plan and procure, with the aim to homogenize requirements, an integrated applications suite for a number of British higher education institutions. It is argued that because systems are so deeply embedded in operations and organization and, as you cannot possibly foresee and therefore plan for environmental discontinuities, high-risk, ‘big-bang’ approaches to information systems planning and development must be avoided. In this context the case illustrates the level of complexity that unpredictable change can bring to an information technology project that aims to establish the ‘organizationally generic’ and the destabilizing effects it has on the network of the project’s stakeholders.

Explaining attribution in information technology projects

2016 ◽  
Vol 18 (2) ◽  
pp. 216-227
Author(s):  
Oliver Standing ◽  
Susan Standing ◽  
Eric Kordt
Keyword(s):  
Information Technology ◽  
Attributional Style ◽  
Attribution Theory ◽  
Primary Data ◽  
Line Managers ◽  
Information Technology Projects ◽  
Content Type ◽  
Government Organisation ◽  
Executive Managers

Purpose The purpose of this paper is to explore the relationship between project failure and success and an individual’s attributional style and level of seniority. Information technology (IT)-related projects are often complex because of the need to work with a range of stakeholders and satisfy diverse expectations, and thus projects often fail. Design/methodology/approach A case study of a large government organisation was undertaken: interviews and focus groups were conducted and used as primary data for qualitative analysis. Findings Line and executive managers have the tendency to increasingly make more pessimistic attributions than support workers, believing that failure was likely to persist in the future because of the inability to influence management and stakeholders. Support workers have the tendency to be more optimistic than line and executive managers and this has implications for self-serving evaluation practices. Originality/value The application of the attribution theory provides insights into project success and failure and the discrepancies between line managers’ and employees’ job satisfaction.

Challenges of Complex Information Technology Projects

2006 ◽  
pp. 41-58
Author(s):  
Teta Stamati ◽  
Panagiotis Kanellis ◽  
Drakoulis Martakos
Keyword(s):  
Higher Education ◽  
Information Technology ◽  
Big Bang ◽  
Information Technology Projects ◽  
Technology Project ◽  
Complex Information ◽  
Systems Planning ◽  
Information Technology Project ◽  
Information Systems Planning

Although painstaking planning usually precedes all large IT development efforts, 80% of new systems are delivered late (if ever) and over budget, frequently with functionality falling short of contract. This case study provides a detailed account of an ill-fated initiative to centrally plan and procure, with the aim to homogenize requirements, an integrated applications suite for a number of British higher education institutions. It is argued that because systems are so deeply embedded in operations and organization and, as you cannot possibly foresee and therefore plan for environmental discontinuities, high-risk, ‘big-bang’ approaches to information systems planning and development must be avoided. In this context the case illustrates the level of complexity that unpredictable change can bring to an information technology project that aims to establish the ‘organizationally generic’ and the destabilizing effects it has on the network of the project’s stakeholders.

scholarly journals Program management approach for large-scale information technology development projects: a case study

2010 ◽  
Vol 1 (1) ◽  
pp. 41 ◽  
Author(s):  
Vijay Somanchi ◽  
Ravikiran Dwivedula
Keyword(s):  
Information Technology ◽  
Software Development ◽  
Large Scale ◽  
Technology Development ◽  
Program Management ◽  
Management Approach ◽  
Development Projects ◽  
Information Technology Projects ◽  
Information Technology Development

This case study presents the program management approach in managing large-scale information technology projects. Using the case of ACME Solutions Ltd., a large software development company, the authors first emphasize on the need to use program management over project management when managing related multiple information technology projects. Then, they explain the program lifecycle in this company and discuss the ‘process’ and ‘people’ related challenges across the program stages. Broadly, they observe that there is a lack of coordination between the stakeholders and processes of the program. Recommendations to overcome these limitations are discussed.

Challenges of Complex Information Technology Projects

2011 ◽  
pp. 196-212
Author(s):  
Teta Stamati ◽  
Panagiotis Kanellis ◽  
Drakoulis Martakos
Keyword(s):  
Higher Education ◽  
Information Technology ◽  
Big Bang ◽  
Information Technology Projects ◽  
Technology Project ◽  
Complex Information ◽  
Systems Planning ◽  
Information Technology Project ◽  
Information Systems Planning

Although painstaking planning usually precedes all large IT development efforts, 80% of new systems are delivered late (if ever) and over budget, frequently with functionality falling short of contract. This case study provides a detailed account of an ill-fated initiative to centrally plan and procure, with the aim to homogenize requirements, an integrated applications suite for a number of British higher education institutions. It is argued that because systems are so deeply embedded in operations and organization and, as you cannot possibly foresee and therefore plan for environmental discontinuities, high-risk, ‘big-bang’ approaches to information systems planning and development must be avoided. In this context the case illustrates the level of complexity that unpredictable change can bring to an information technology project that aims to establish the ‘organizationally generic’ and the destabilizing effects it has on the network of the project’s stakeholders.

scholarly journals Developing a Process Improvement Request System at SUNY Empire State College

2021 ◽  
Vol 6 (1) ◽  
pp. p1
Author(s):  
Cynthia T. Bates ◽  
Julia Penn Shaw ◽  
Stephanie L. Thomas ◽  
John J. Lawless
Keyword(s):  
Information Technology ◽  
Open Access ◽  
Process Improvement ◽  
Feedback Loop ◽  
Institutional Processes ◽  
State College ◽  
Empire State College ◽  
Technical Issues ◽  
The One

This paper presents the Process Improvement Request System initiated at SUNY Empire State College as a case study for institutional change management. Through this system, employees can submit suggestions for improving any kind of institutional processes at the college using an Information Technology “ticketing” system like the one used for technical issues. These communications are addressed, tracked, and stored by the Process Improvement Committee which includes representatives from all areas of the college. The Process Improvement Request System addresses many critical goals including 1) the storage of process issues, concerns, and suggestions; 2) a mechanism for addressing these; 3) open access to all employees (and to students through employee representatives) to submit ideas; 4) the ability to make suggestions about all levels of process issues, from college wide to personnel specific; 5) anonymity for making a request when desired; and 6) a feedback loop about the effectiveness of new processes. In this paper, the essential aspects of this project are discussed and analyzed. The paper also enables readers to ascertain the viability of such a project at their campuses and invites them to reach out to the authors if they have questions about doing so.

scholarly journals “Borders don’t protect areas, people do”: insights from the development of an Indigenous Protected and Conserved Area in Kitasoo/Xai’xais Nation Territory

FACETS ◽  
2020 ◽  
Vol 5 (1) ◽  
pp. 922-941
Author(s):  
Tanya C. Tran ◽  
Douglas Neasloss ◽  
Jonaki Bhattacharyya ◽  
Natalie C. Ban ◽  
Keyword(s):  
Community Engagement ◽  
Protected Area ◽  
Biological Diversity ◽  
Research Collaboration ◽  
Indigenous Rights ◽  
External Support ◽  
Participatory Action ◽  
Indigenous Nations

Indigenous Protected and Conserved Areas (IPCAs) have gained global attention because of renewed interest in protecting biodiversity during a time of Indigenous resurgence. However, few examples in academic literature illustrate Indigenous Peoples’ rationale and processes for developing IPCAs. This paper fills that gap, describing a participatory action research collaboration with the Kitasoo/Xai’xais Nation. We used document analysis, interviews, and community engagement to summarize the Nation’s perspectives while assisting Kitasoo/Xai’xais efforts to develop a land-and-sea IPCA. IPCAs are a tool for the Nation to address ongoing limitations of state protected area governance and management, to better reflect the Nation’s Indigenous rights and responsibilities, and to preserve cultural heritage and biological diversity while fostering sustainable economic opportunities. The Kitasoo/Xai’xais process benefits from research on other IPCAs, includes intergenerational community engagement, and is rooted in long-term territory planning and stewardship capacity building. The Kitasoo/Xai’xais IPCA faces challenges similar to other protected areas but is influenced by ongoing impacts of settler-colonialism. The Kitasoo/Xai’xais Nation applies Indigenous and western approaches along with responsibility-based partnerships to address many anticipated challenges. Our case study demonstrates that more efforts are needed by state and other actors to reduce burdening Indigenous Nations’ protected area governance and management and to create meaningful external support for Indigenous-led conservation.

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