A Risk-Based Audit Model for Improving the Success Rates of E-Government Project Implementation

2016 ◽  
pp. 313-328
Author(s):  
Stephen K. Aikins
Keyword(s):  
Success Factors ◽  
Cost Effective ◽  
Project Implementation ◽  
Success Rates ◽  
Critical Success ◽  
Project Outcome ◽  
Government Project ◽  
Project Risks ◽  
Audit Approach ◽  
Project Lifecycle

This study develops a model to help improve the success rates of e-Government projects. In recent years, several e-Government studies have identified many challenges of e-Government initiatives and the critical success factors of such initiatives. Regular audit reviews of project performance provide cost-effective minimization of risks by providing information to management and by helping to take corrective actions in order to ensure a successful project outcome. Despite the potential contributions of audits and risk management to minimize project failure, e-Government and public administration research pay little attention to risk-based project implementation and the specific methods needed to mitigate project challenges. Based on the assumption that project risks are inherent in all phases of the project lifecycle in various dimensions and levels of significance, and that for public sector projects, these risks manifest in four broad categories - stakeholder, institutional, technical and project management risks - the model developed in this research uses a risk-based audit approach to project implementation to provide a comprehensive and methodic tool to systematically improve the success rates of project implementation.

A Risk-Based Audit Model for Improving the Success Rates of e-Government Project Implementation

2014 ◽  
Vol 1 (3) ◽  
pp. 70-84
Author(s):  
Stephen K. Aikins
Keyword(s):  
Success Factors ◽  
Cost Effective ◽  
Project Implementation ◽  
Success Rates ◽  
Critical Success ◽  
Project Outcome ◽  
Government Project ◽  
Project Risks ◽  
Audit Approach ◽  
Project Lifecycle

This study develops a model to help improve the success rates of e-Government projects. In recent years, several e-Government studies have identified many challenges of e-Government initiatives and the critical success factors of such initiatives. Regular audit reviews of project performance provide cost-effective minimization of risks by providing information to management and by helping to take corrective actions in order to ensure a successful project outcome. Despite the potential contributions of audits and risk management to minimize project failure, e-Government and public administration research pay little attention to risk-based project implementation and the specific methods needed to mitigate project challenges. Based on the assumption that project risks are inherent in all phases of the project lifecycle in various dimensions and levels of significance, and that for public sector projects, these risks manifest in four broad categories - stakeholder, institutional, technical and project management risks - the model developed in this research uses a risk-based audit approach to project implementation to provide a comprehensive and methodic tool to systematically improve the success rates of project implementation.

Improving E-Government Project Management

2012 ◽  
pp. 1314-1332
Author(s):  
Stephen K. Aikins
Keyword(s):  
Project Management ◽  
State Government ◽  
Portfolio Management ◽  
Success Factors ◽  
Stakeholder Involvement ◽  
Cost Effective ◽  
Management Support ◽  
Critical Success ◽  
Award Winning ◽  
Government Project

E-government is becoming an enabler for better government through cost-effective and efficient service delivery, and can become a useful tool for effective governance, public administration, and public sector transformation. However, e-government projects are noted for many failures due to several reasons. These include inadequate planning, poor project management, lack of top management support, lack of stakeholder involvement, scope creep, etc. Dwelling on the project management literature as well as reviews of award winning e-government project and portfolio management best practices in a state government and a local utility district, this chapter concludes that e-government initiatives should adopt a more concrete project management methodology, align e-government goals with organizational strategic goals, develop project management competences, as well as understand and apply critical success factors to ensure the successful planning and implementation of e-government projects.

Improving E-Government Project Management

2011 ◽  
pp. 42-60 ◽  
Author(s):  
Stephen K. Aikins
Keyword(s):  
Project Management ◽  
State Government ◽  
Portfolio Management ◽  
Success Factors ◽  
Stakeholder Involvement ◽  
Cost Effective ◽  
Management Support ◽  
Critical Success ◽  
Award Winning ◽  
Government Project

E-government is becoming an enabler for better government through cost-effective and efficient service delivery, and can become a useful tool for effective governance, public administration, and public sector transformation. However, e-government projects are noted for many failures due to several reasons. These include inadequate planning, poor project management, lack of top management support, lack of stakeholder involvement, scope creep, etc. Dwelling on the project management literature as well as reviews of award winning e-government project and portfolio management best practices in a state government and a local utility district, this chapter concludes that e-government initiatives should adopt a more concrete project management methodology, align e-government goals with organizational strategic goals, develop project management competences, as well as understand and apply critical success factors to ensure the successful planning and implementation of e-government projects.

scholarly journals Project managers’ and change managers’ contribution to success

2016 ◽  
Vol 9 (2) ◽  
pp. 451-465 ◽  
Author(s):  
Julien Pollack ◽  
Chivonne Algeo
Keyword(s):  
Critical Success Factors ◽  
Online Survey ◽  
Success Factors ◽  
Organisational Change ◽  
Project Managers ◽  
Content Type ◽  
Critical Success ◽  
Project Risks ◽  
Change Projects ◽  
Specific Project

Purpose – Many projects involve an organisational change component. Project management (PM) and change management (CM) have the potential to jointly contribute to the delivery of organisational changes. However, there is a lack of clarity in the literature about the boundary and relationship between these disciplines. The purpose of this paper is to explore the contribution these disciplines make to a set of project critical success factors, to understand the ways that these disciplines can most effectively work together. Design/methodology/approach – This paper analyses data collected through an online survey, examining project managers’ and change managers’ perception of each disciplines’ contribution to critical success factors. The survey received 455 responses. Findings – This paper identifies the success factors that are most clearly influenced by PM and CM, and areas where practitioners of these disciplines hold significantly different perceptions of their contributions. The results have been used to rank and categorise success factors based on the influence of each discipline. This has been used to develop a risk-based questionnaire to guide the contribution of PM and CM to the mitigation of specific project risks. Originality/value – These findings will be of use to practitioners managing organisational change projects, or projects with a significant change component. The findings will be of assistance in determining the ways in which these disciplines should work together to mitigate risks associated with specific critical success factors.

Addressing the productivity challenge using a build, own, operate, maintain (BOOM) contracting model

2014 ◽  
Vol 54 (2) ◽  
pp. 517
Author(s):  
Geoff Bird ◽  
Rob Radici
Keyword(s):  
Success Factors ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Infrastructure Development ◽  
Gas Industry ◽  
Critical Success ◽  
Risk Environments ◽  
Subsequent Phase ◽  
Contracting Model ◽  
Project Lifecycle

Poor productivity is one of the major challenges facing the oil and gas industry in Australia. This is evidenced by significant cost and schedule overruns on every major LNG development during the recent Australian LNG construction boom. In a world where gas is a global commodity that can be easily exported, the consequences of poor productivity mean that investment dollars are directed overseas to lower risk environments to the detriment of resource development in Australia. This extended abstract explores the causes of poor productivity and it argues that one of the principle reasons is a fragmented contracting strategy, which results in the scope being split among different contractors at various phases of the project lifecycle, requiring complex and often inefficient interface management. This combined with little commercial incentive for contractors to minimise cost for the subsequent phase of the project means the responsibility falls with the operator to optimise costs during the project lifecycle. This extended abstract proposes that BOOM commercial model and contracting strategy is one way to address the productivity challenge. This model incentivises the contractor to engineer to reduce construction cost and to construct to minimise operational and maintenance costs by ensuring the contractor has a significant stake. This better aligns the commercial interests of the contractor and operator. This extended abstract also addresses the types of infrastructure development the model is best suited to and some of the critical success factors required to deliver a successful BOOM outcome.

scholarly journals An ISM Analysis of the Critical Success Factors in ERP Implementation

2021 ◽  
Author(s):  
Paul Hankin ◽  
Mohammed Almanei ◽  
Konstantinos Salonitis
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Matrix Multiplication ◽  
Resource Planning ◽  
Interaction Matrix ◽  
Management Support ◽  
Success Rates ◽  
Erp Implementation ◽  
Critical Success

Enterprise Resource Planning (ERP) offers many benefits in aligning business operations. However, these implementations can be problematic and prone to failure. Critical success factors (CSF) which can improve the success rates of implementation have been researched and an interpretive structural modelling (ISM) was conducted to identify the interrelationships between factors. An ISM based model was created and this was achieved by completing the self-interaction matrix (SSIM), reachability matrix and level partitioning. This led to an ISM-based model being created followed by a cross-impact matrix multiplication (MICMAC) analysis to identify the factor’s relative driving power and level of dependence. The project revealed that top management support was the strongest CSF with a high driving power and low dependence. In addition, fourteen other factors displayed strong driving power with high dependence. The findings from the project were summarized into a recommended framework for manufacturing organizations to follow to increase the likelihood of a successful ERP implementation.

scholarly journals Modelling the Impact of Building Information Modelling (BIM) Implementation Drivers and Awareness on Project Lifecycle

2021 ◽  
Vol 13 (16) ◽  
pp. 8887
Author(s):  
Oludolapo Ibrahim Olanrewaju ◽  
Ahmed Farouk Kineber ◽  
Nicholas Chileshe ◽  
David John Edwards
Keyword(s):  
Structural Equation ◽  
Success Factors ◽  
Extensive Literature ◽  
Building Information Modelling ◽  
Information Modelling ◽  
Performance Improvements ◽  
Critical Success ◽  
Building Information ◽  
The Impact ◽  
Project Lifecycle

The Architecture, Engineering, Construction and Operations (AECO) industry is generally slow in adopting emerging technologies, and such hesitance invariably restricts performance improvements. A plethora of studies have focused on the barriers, Critical Success Factors (CSFs), lifecycle and drivers independently, but none have explored the impact of BIM drivers and awareness on the project lifecycle. This study empirically explored the impact of BIM drivers and awareness on the project lifecycle using Structural Equation Modelling (SEM). Initially, a conceptual model was developed from an extensive literature review. Thereafter, the model was tested using primary questionnaire data obtained from 90 construction professionals in Lagos, Nigeria. Emergent findings indicate that Building Information Modelling (BIM) drivers have a high impact on BIM awareness at the operation stage of the project lifecycle. The SEM model has an average R2 value of 23% which is moderate. Consequently, this research contributes to the existing body of knowledge by providing invaluable insight into the impact of BIM drivers on BIM awareness in the project lifecycle. Knowledge acquired will help industry stakeholders and government to develop appropriate policies to increase BIM uptake within contemporary practice.

Service Oriented Cloud Computing- The State of the Art

2020 ◽  
Vol 1 (1) ◽  
Author(s):  
Sabeen Masood ◽  
Fatima Khalique ◽  
Bushra Bashir Chaudhry ◽  
Abdul Rauf
Keyword(s):  
Cloud Computing ◽  
Success Factors ◽  
Service Oriented Architecture ◽  
State Of The Art ◽  
New Technology ◽  
Cost Effective ◽  
The State ◽  
Critical Success ◽  
Service Oriented ◽  
Effective Service

Cloud computing has emerged as a powerful new technology. The processing and computation power embedded in the cloud technology is not only flexible but also infinitely scalable and cost effective. Service oriented architecture (SOA) is a perfect stage for cloud computing. SOA has allowed customers and organizations to achieve cloud computing and reap its benefits that would not have been possible through any other architecture. This paper discusses the concept and importance of service oriented cloud computing by highlighting possible architectures, their benefits and critical success factors.

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