Digital Government Development

2011 ◽  
pp. 508-516
Author(s):  
Richard Knepper ◽  
Yu-Che Chen
Keyword(s):  
Information Technology ◽  
Large Scale ◽  
Success Factors ◽  
Institutional Design ◽  
Full Potential ◽  
National Strategy ◽  
Digital Government ◽  
Cost Overruns ◽  
Critical Success ◽  
State And Local

Effective implementation of digital government requires a well-articulated and sound strategy. Having a sound strategy is considered as the first and most important step in securing the success of information technology projects (Fletcher, 1999). Unfortunately, failures in the form of cost overruns, delays, and implementation problems are commonplace in digital government projects (Heeks, 1999). If executed properly, a strategic plan can help public organizations realize the full potential of an information technology investment. The framework proposed in this article attempts to identify the factors behind the successful design and development of a national digital government strategy, taking a normative perspective of policy and institutional design with emphasis on informing policymakers. A national strategy is the critical first step in building digital government. National digital government strategies, such as UK Online, e-Japan, and e-Korea, are commonplace. Critical success factors have been identified in other research which examines individual IT projects at both state and local levels (Heeks, 1999; Dawes et al., 1997). Since national strategic plans provide the framework in which most digital government projects are prioritized, designed, and implemented, it is important to study these large-scale plans. However, there is a shortage of research-based frameworks for guiding the development of a national strategy. The comprehensive framework proposed in this article with a short illustration of application to a cross-country comparison offers policymakers a number of suggestions for developing sound national digital government strategies.1

Digital Government Development

2011 ◽  
pp. 203-209
Author(s):  
Richard Knepper ◽  
Yu-Che Chen
Keyword(s):  
Information Technology ◽  
Large Scale ◽  
Success Factors ◽  
Institutional Design ◽  
Full Potential ◽  
National Strategy ◽  
Digital Government ◽  
Cost Overruns ◽  
Critical Success ◽  
State And Local

Effective implementation of digital government requires a well-articulated and sound strategy. Having a sound strategy is considered as the first and most important step in securing the success of information technology projects (Fletcher, 1999). Unfortunately, failures in the form of cost overruns, delays, and implementation problems are commonplace in digital government projects (Heeks, 1999). If executed properly, a strategic plan can help public organizations realize the full potential of an information technology investment. The framework proposed in this article attempts to identify the factors behind the successful design and development of a national digital government strategy, taking a normative perspective of policy and institutional design with emphasis on informing policymakers. A national strategy is the critical first step in building digital government. National digital government strategies, such as UK Online, e-Japan, and e-Korea, are commonplace. Critical success factors have been identified in other research which examines individual IT projects at both state and local levels (Heeks, 1999; Dawes et al., 1997). Since national strategic plans provide the framework in which most digital government projects are prioritized, designed, and implemented, it is important to study these large-scale plans. However, there is a shortage of research-based frameworks for guiding the development of a national strategy. The comprehensive framework proposed in this article with a short illustration of application to a cross-country comparison offers policymakers a number of suggestions for developing sound national digital government strategies.1

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.

Critical Success Factors for E-Health

2011 ◽  
pp. 824-830
Author(s):  
Nilmini Wickramasinghe ◽  
Jonathan L. Schaffer
Keyword(s):  
Developing Countries ◽  
Critical Success Factors ◽  
Success Factors ◽  
Developed Countries ◽  
Full Potential ◽  
Integrative Framework ◽  
Critical Success ◽  
Health Initiatives

Within the umbrella of e-commerce, one area, e-health, has yet to reach its full potential in many developed countries, let alone developing countries. Each country is positioned differently and has varying potential and preparedness regarding embracing e-commerce technologies generally and e-health in particular. Given the macrolevel nature of many issues pertaining to the development of e-health (Alvarez, 2002), in order to be more effective in their e-health initiatives, it is important for countries to assess their potential, identify their relative strengths and weaknesses, and thereby develop strategies and policies to address these issues to effectively formulate and implement appropriate e-health initiatives. To do this effectively, it is valuable to have an integrative framework that enables the assessment of a country’s e-health preparedness. This article serves to develop such a framework that can be applied to various countries throughout the globe, and from this generate an e-health preparedness grid. In so doing, we hope to facilitate better understanding of e-health initiatives and thus maximize their power.

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.

Electronic Government Implementation

2011 ◽  
pp. 1909-1925
Author(s):  
Yining Chen ◽  
H. M. Chen ◽  
Russell K.H. Ching ◽  
Wayne W. Huang
Keyword(s):  
Success Factors ◽  
Internet Technology ◽  
Electronic Government ◽  
The Internet ◽  
Digital Government ◽  
Developed Country ◽  
The Public ◽  
Critical Success ◽  
Present Information ◽  
Important Means

Over the last decade, the Internet has become one of the most important means of communication in all social areas. The success of Web technology adoption in the private sector has put pressures on the public sector to adopt the Internet to present information and service resources. The concept of creating more efficient and convenient interaction between government and the interacting parties using Internet technology is referred to as electronic government (or digital government). Recent studies have shown an increase in the adoption of electronic government by various countries (Archer, 2005; I-Ways, 2005; Janssen et al. 2004). Nevertheless, the level of implementation diverges from country to country. This study identifies critical success factors of electronic government and proposes an implementation framework. This chapter presents an extensive case study to illustrate how the proposed framework can be used to analyze electronic government strategies in a developed country (United States) and a developing country (China). In conclusion, recommendations are made to developed and developing countries for their implementation of electronic government.

Sign in / Sign up

Export Citation Format

Share Document