Theoretical Justification of Critical Success Factors

2011 ◽  
pp. 4-15
Author(s):  
Shannon H. Schelin ◽  
G. David Garson
Keyword(s):  
Information Technology ◽  
Private Sector ◽  
Critical Success Factors ◽  
Success Factors ◽  
Failure Rates ◽  
Public And Private ◽  
Critical Success ◽  
It Implementation ◽  
Private And Public ◽  
Public And Private Sector

The ability to more rigorously predict successful projects is critical in the wake of massive technology failures in both private and public settings. These failures, and the trepidation they cause, must be balanced with the new mandate, fostered in both public and private sectors, that organizations operate within new transparent and accessible structures, which are precipitated by Information Technology. These new structures require crosscutting services, which require improved communication and interaction across traditional organizational lines. These new requirements, which fundamentally alter the nature of the organization, are made possible through the strategic use of Information Technology. While idealistic, the fundamental changes in organizations are not easily achieved due to conflicting values, preferences, and objectives. As such, the identification and enactment of critical success factors associated with IT implementation becomes essential in order to mitigate the high failure rates commonly found in public and private sector IT initiatives (see Standish Group, 1995).

Data Analysis and Results

2011 ◽  
pp. 16-43
Author(s):  
Shannon H. Schelin ◽  
G. David Garson
Keyword(s):  
Private Sector ◽  
Critical Success Factors ◽  
Success Factors ◽  
Background Information ◽  
Chief Information Officers ◽  
Data Set ◽  
Public And Private ◽  
Critical Success ◽  
Private Sector Organizations ◽  
Public And Private Sector

In an attempt to underline the importance of critical success factors in public and private sector organizations, a survey of randomly selected chief information officers was conducted. The survey population was generated from the Leadership Library database, which includes Yellow Books for corporate and government officials. Approximately 285 chief information officers were selected by random number generation to be included in the data set. Of the 285 individuals, 96 chief information officers responded (a response rate of 33.7%). The resulting data set was analyzed with respect to the perceived influence and actual organizational performance on the 14 critical success factors. Given the relatively small n of the sample, the data offered in this section are exploratory in nature and are not considered to be representative of the population of public and private sector chief information officers. However, it does offer background information and a snapshot of how CIOs perceive the various critical success factors, which can further enhance the points articulated in the expert interviews found in Section II.

scholarly journals Critical Success Factors of IT/IS Outsourcing in Malaysian Public Sectors

2018 ◽  
Vol 7 (4.35) ◽  
pp. 573
Author(s):  
Noura Binti Mohamad Ghazali ◽  
Zainuddin Bin Hasan
Keyword(s):  
Information Technology ◽  
Information System ◽  
Public Sector ◽  
Private Sector ◽  
Critical Success Factors ◽  
Success Factors ◽  
It Industry ◽  
The Public ◽  
Critical Success ◽  
Is Outsourcing

IT/IS outsourcing has been in the IT industry for so many years. Many studies have been carried out about the success factors in IT/IS Outsourcing. However, most authors focused more on the success factors in the private sector compared to the public sector. This paper focuses on understanding the benefits and determining the critical success factors of information technology/information system (IT/IS) outsourcing in the public sector. Apart from that, the reader is also being exposed to the reasons why an organization opt for outsourcing. This paper reviews published journals and reports from various authors, focusing on the connections and similarities. It then extracts and summarize the benefits and critical success factors that organization can refer to before organization endeavors in IT/IS outsourcing activities.

scholarly journals Private and Public Sector Employer Actions for Home Office Workers During the COVID-19 Epidemic

2021 ◽  
Vol 4 (1) ◽  
pp. 509-519
Author(s):  
Krzysztof Nowacki ◽  
Sandra Grabowska ◽  
Teresa Lis
Keyword(s):  
Private Sector ◽  
Home Office ◽  
Public And Private ◽  
State Sector ◽  
Private And Public ◽  
Statistical Sample ◽  
Questionnaire Method ◽  
Public And Private Sector ◽  
Sector Employer ◽  
Selection Of

Abstract A research was conducted among the employees referred to work in the home office in connection with the announced state of the epidemic in Poland. The research was conducted using a questionnaire method, the study was attended by 199 respondents. The research is burdened with an error in the selection of statistical sample units, which resulted from the respondents’ involvement and their truthfulness. The aim of the article is to assess the activities of employers from the private and state sectors in Poland, related to the delegation of employees to work in the home office, and to analyze the skills and possibilities of self-organization of work by employees. An important result of the survey was to demonstrate the differences in the behavior of public and private sector employers. The study shows that the private sector has adapted better to sudden changes than the state sector.

The Influence of Critical Success Factors on Value for Money Viability Analysis in Public–Private Partnership Projects

2017 ◽  
Vol 48 (4) ◽  
pp. 93-106 ◽  
Author(s):  
Khalid Almarri ◽  
Halim Boussabaine
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Public Private Partnership ◽  
Value For Money ◽  
Public And Private ◽  
Private Partnership ◽  
The Public ◽  
Public Projects ◽  
Viability Analysis ◽  
Critical Success

Governments are increasingly entering partnerships with the private sector through the public–private partnership (PPP) model for the development of public projects. Value for money analysis is used to assess the viability of these ventures. This research aims to investigate the contribution of the PPP critical success factors to value for money viability analysis. Relevant data were collected through a questionnaire to establish the PPP critical success factors and value for money success criteria. Data were collected from 92 participants. The data obtained were analyzed using mean score, t-test, and regression analysis. The research found that government guarantees, macroeconomic conditions, shared authority between the public and private sectors, social support, and transparent procurement process contributed positively to value for money viability analysis. The results imply that practitioners should consider these key indicators for improving the value for money viability of PPP projects.

Critical Success Factors of IS Implementation

2015 ◽  
Vol 3 (8) ◽  
pp. 192-212
Author(s):  
Iqbal Saad Al Saleh
Keyword(s):  
Information Technology ◽  
Critical Success Factors ◽  
Success Factors ◽  
Vital Role ◽  
Successful Implementation ◽  
Technological Factors ◽  
Is Implementation ◽  
Critical Success ◽  
Quality Of Products

Recently, the use of information technology has become important and critical, for organizations, as it enhance the quality of products and integrity of organizational services. However, the implementation of such systems is still problematic. Due to globalization and the variation in the monetary, social and technological environments, Information Systems (IS) have turned out to be an imperative feature and high priority for different kind of organizations. In this regard, critical success factors play a vital role in successful implementation of IS. This paper evaluates and analyzes the critical success factors (CSFs) of IS implementation from the Saudi managers’ perspective in different industries in Saudi Arabia. This study will also present the illustration or identification of 19 critical success factors, which are based on a review of literatures and the first phase of a study in Saudi industries. The study will also rank those 19 factors in a logical way and will characterize them into three categories of factors, including organisational, human and technological factors.

Governing Information Technology through COBIT

2011 ◽  
pp. 269-309 ◽  
Author(s):  
Erik Guldentops
Keyword(s):  
Information Technology ◽  
Critical Success Factors ◽  
Success Factors ◽  
It Governance ◽  
Governance Structure ◽  
Executive Management ◽  
Maturity Models ◽  
Management Guidelines ◽  
Critical Success ◽  
And Performance

Board oversight of information technology has not kept pace with the rapid growth of IT as a critical driver of business success. However, this is shortsighted, since effective governance over IT Governance protects shareholder value; makes clear that IT risks are quantified and understood; directs and controls IT investment, opportunity, benefits and risks; aligns IT with the business while accepting IT as a critical input to and component of the strategic plan; sustains current operations and prepares for the future; and is an integral part of a global governance structure. Like most other governance activities, IT Governance engages both board and executive management. Among the board’s responsibilities are reviewing and guiding corporate strategy, setting and monitoring achievement of management’s performance objectives, and ensuring the integrity of the organisation’s systems. Management’s focus is generally on cost-efficiency, revenue enhancement and building capabilities, all of which are enabled by information, knowledge and the IT infrastructure. The four main focus areas for IT Governance are driven by stakeholder value. Two are outcomes: value delivery and risk mitigation. Two are drivers: strategic alignment and performance measurement. Action plans for implementing effective IT Governance, from both a board and an executive management point of view, consist of activities, outcome measures, best practices, critical success factors and performance drivers. In addition, organisations must assess how well they are currently performing and be able to identify where and how improvements can be made. The use of maturity models simplifies this task and provides a pragmatic, structured approach for measurement. Control Objectives for Information and related Technology (COBIT), a third edition of which was issued by the IT Governance Institute in 2000, incorporates material on IT Governance and a Management Guidelines component. COBIT presents an international and generally accepted IT control framework enabling organisations to implement an IT Governance structure throughout the enterprise. The Management Guidelines consist of maturity models, critical success factors, key goal indicators and key performance indicators. This structure delivers a significantly improved framework responding to management’s need for control and measurability of IT by providing tools to assess and measure the organisation’s IT environment against COBIT’s 34 IT processes.

Method over Mayhem in Managing e-Commerce Risk

2011 ◽  
pp. 107-119
Author(s):  
Dieter Fink
Keyword(s):  
Information Technology ◽  
Risk Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Literature Survey ◽  
Critical Success ◽  
Risk Management Methodology ◽  
Management Approaches ◽  
Operational Aspects ◽  
Technology Systems

Under the system of e-commerce, organisations leave themselves open to attack which can have catastrophic consequences. Recent well-publicised business disruptions to firms such as Northwest Airlines and Ebay have had significant business impacts. The chapter identifies the differences in risk management approaches for older information technology systems and those required for e-commerce. The benefits and the critical success factors for an e-commerce risk management methodology are identified and discussed. A literature survey revealed the existence of only two methodologies with potential suitability for e-commerce risk management. They are evaluated against the critical success factors. The chapter recommends a program of research to make risk management more dynamic and interactive particularly for the operational aspects of e-commerce.

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