Adapting for Inertia : Delivering Large Government ICT Projects in Australia and New Zealand

Adapting for Inertia Delivering Large Government ICT Projects in Australia and New Zealand

"Despite much learning and research over many decades, large ICT software projects have continued to experience poor outcomes or fallen short of original expectations--some spectacularly so. This is the case in the Australian and New Zealand public sectors, even though these projects operate wi...

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Detalles Bibliográficos
Autor principal: Douglas, Grant (-)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Canberra : ANU Press 2023.
Edición:1st ed
Materias:
Public administration > Information technology > Australia.
Public administration > Information technology > New Zealand.
Civil service > Australia > Data processing.
Civil service > New Zealand > Data processing.
Internet in public administration > Australia.
Internet in public administration > New Zealand.
Public administration > Information resources management > Australia.
Public administration > Information resources management > New Zealand.
Electronic government information > Australia.
Electronic government information > New Zealand.
Administration publique (Science) > Australie > Technologie de l'information.
Administration publique (Science) > Nouvelle-Zélande > Technologie de l'information.
Internet dans l'administration publique > Australie.
Internet dans l'administration publique > Nouvelle-Zélande.
Administration publique (Science) > Gestion de l'information > Australie.
Administration publique (Science) > Gestion de l'information > Nouvelle-Zélande.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009803440206719
Tabla de Contenidos:
  • ch.1. Governance doesn't seem to be working too well
  • ch.2. Understanding the sponsor, project management, and forecasting roles and disciplines
  • ch.3. The sponsor: The career-limiting role
  • ch.4. Project management: Superhumans required
  • ch.5. Forecasting: A 'ridiculous nonsense of a process'
  • ch.6. Novopay case study: Alone and set up to fail
  • ch.7. EPDP: Doing things differently
  • ch.8. Change the nature of what is to be governed
  • appendix 1: The concepts and their relevance
  • appendix 2: Part one interviewee data
  • appendix 3: Novopay interviewee data
  • appendix 4: EPDP interviewee data
  • appendix 5: Comparison of Novopay findings with part one findings
  • appendix 6: Comparison of Novopay findings with EPDP findings.

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