niels groen - achterkant van het gelijk - ethiek en ict

1. Doctoraal proefschrift
Niels Groen
(Universiteit van Maastricht)
Grip op escalatie van
publieke IT-projecten
Hoe worden publieke IT-
projecten onbeheersbaar, en
hoe kan het worden voorkomen
en opgelost?

2. 2

4. Projectescalatie als een contingentietheorie
4

5. Theoretisch model voor projectescalatie
5
Commitment to
the course of
action
Ineffectiveness
of the course of
action
(E-government)
project
escalation
COMBINED
WITH
IS CONTINGENT
UPON
IS
CONTINGENT
UPON
Contingency theory
Escalationtheory
IS CONTINGENT
UPON
? ?

6. Contingenties in e-overheidsprojecten die
leiden tot ineffectiviteit
Technische complexiteit Adoptieproblemen Conflict tussen
belanghebbenden
Coördinatie- en
communicatieproblemen
Veranderende eisen

7. Contingenties in e-overheidsprojecten die
leiden tot commitment
Sunk cost effect Voltooïngseffect Zelfrechtvaardiging
Informatieasymmetrie Optimisme en
risicozoekend gedrag
Sociale en
politieke druk

8. De rol van verschillende contingenties in
geëscaleerde en niet-geëscaleerde
projecten
8
105
Escalated Non-escalated
Project
D
Project
S
Project
T
Project
Q
Project
P
Drivingineffectiveness
Tech.
comp.
✔ ✔ ✔ ✔
Adoption ✔
Conflict ✔
Coord.
and com.
✔
Changing
/ new req.
✔ ✔ ✔
Drivingcommitment
Sunk cost ✔
Comp. eff. ✔
Self-just. ✔ ✔
Inf. asym. ✔ ✔ ✔
Opt. and
risk. bias.
✔ ✔
Pol. and
soc. pres.
Table 2.7 – Salience of contingencies driving ineffectiveness
or commitment in escalated and non-escalated projects

9. Theoretisch model voor het voorkomen van
projectescalatie
9
3-1.
Figure 3-1 - Theoretical framework for prevention of e-
government project escalation
Circumventing
commitment to the
course of action
(E-government) project
escalation
Escalation theory
Re-directing the course
of action or terminating
when faced with project
ineffectiveness
PREVENTS
Practices XYZ
ARE EFFECTIVE IN
Diminishing the
likelihood of sunk cost
effect, completion
effect, information
asymmetry, self-
justification, and
optimism and risk-
seeking biases
ALLOWS FOR
ALLOWS
FOR
Contingencytheory

10. Technieken die de waarschijnlijkheid van
commitment aan een falende aanpak
reduceren
10
143
Figure 3-5 - Difference in business value delivery
The difference between traditional approaches and the agile
approach applied in project O with regard to the timing of
business value delivery is visually depicted in Figure 3-5.
TP3.2 A short-cycled feedback loop, involving tangible and
demonstrable results every four weeks, diminishes the
likelihood of contingencies that promote commitment
through lack or distortion of information, such
information asymmetry, optimism bias, or completion
effect.
146
The difference between the agile approach of project O and
more traditional approaches in terms of visibility is visually
depicted in Figure 3-6.
Figure 3-6 - Difference in visibility
Concluding, the findings of the study presented in this chapter
suggest that e-government project escalation can be prevented
by diminishing the likelihood of contingencies that drive
commitment to a certain course of action. As it is supported that
even successful, non-escalating e-government projects will be
faced with contingencies that have a negative effect on the

11. Meer informatie?
Niels Groen
(06) 11 64 59 43
niels.groen@maastrichtuniversity.nl
niels.groen@blinklane.com