Globally, e-Government has become an effective tool for civic transformation. In the recent years eGovernment development gained significant momentum despite the financial crisis that crippled the world economy. For most of the governments, the crisis was a wakeup call to become more transparent
and efficient. In addition, there is a growing demand for governments to transform from traditional agency/department centric approach to “Citizen-Centric” approach. This transformation is expected to enhance the quality of life of citizens in terms of greater convenience in availing government services. Eventually this would result in higher levels of citizen satisfaction and improved trust in government.
Globally, e-Government has become an effective tool for civic transformation. In the recent years, e-Government development gained significant momentum despite the financial crisis that crippled the world economy. For most of the governments, the crisis was a wakeup call to become more transparent and efficient. In addition, there is a growing demand for governments to transform from traditional agency/department centric approach to “Citizen-Centric” approach. This transformation is expected to enhance the quality of life of citizens in terms of greater convenience in availing government services. Eventually this would result in higher levels of citizen satisfaction and improved trust in government.
However, projects of such scale and complexity, faces numerous roadblocks which eventually hamper its potential to deliver the intended benefits to the citizens. The success of these programmes calls for strategic direction, policy making and greater coordination among multiple agencies, following a uniform approach in achieving the vision. This necessitates a strategic framework comprehensive enough to visualize and enable the leaders in addressing the potential roadblocks or resistance. This report presents the outcome of a research to define a strategic framework that models the opposing and propelling forces dormant during a project time. This would help the strategic decision makers to visualize each project as a whole and take quick decisions in the areas that need additional thrust, to ensure that the initiatives achieve the envisaged goals.
THE EFFECT OF INTERNAL FACTORS WITHIN THE GOVERNMENT ENTITIES ON THE IMPLEMEN...ijmpict
The building of e-government has become a priority issue as well as a challenge for many local, state, and
federal government agencies worldwide. Information and Communication Technology (ICT) is now widely
employed to help the governments transformation toward smart governments. Many critical success factors
(CSF) are there to determine the chance a transformation project can go-live. It has been noticed that the
implementation journey for IT solutions in the public sector has lots of barriers and challenges which lead
to low success rate of projects. This study examines the effect of the Ease of Delivery of the implementation
journey on the Success of Delivery. The result shows that the Ease of Delivery is positively related to the
Success of Delivery. The result of this study has the potential to increase the success rate of IT projects in
government sector by shedding the light on the most important factors affecting the delivery journey for egovernment projects
Despite the large investments in the field of e-Government (e-Gov) around the world, little is known about the impact such investment. This is due to the lack of guidance evaluation, absence of appropriate tools to
measure the impact of e-Gov on the private sector, as well as the lack of effective management to resolve or eliminate the barriers to e-Gov services that led to the failure or delay of many projects. This paper is primarily concerned in determining the impact of e-Gov services on the private sector. A combination of Modified Technology Acceptance Model (TAM), DeLone and McLean's of IS success will be utilized as a research model and e-Gov Economics Project (eGEP) framework to measure “Efficiency, Democracy
& Effectiveness impact” for G2B services. The research result will help e-Gov decision makers to recognize the critical factors that are responsible for G2B success, specifically factors they need to pay attention to gain the highest return on their technology investment, hence enabling them to measure the impact for e-Gov on the private sector. The paper has also demonstrated the usefulness of Structural
Equation Modeling (SEM) in analysis of small data sets and in exploratory research.
Rethinking Public-Private Partnerships. Strategies for Turbulent Times.Carsten Greve
Public-Private Partnerships have become popular with governments in a way to collaborate with the private sector. The global financial crisis challenged PPPs. The slides summarizes arguments from a 2013-book on Rethinking Public-Private Partnerships.
Examination of crowdsourcing as a tool for policy makingAraz Taeihagh
Crowdsourcing is rapidly evolving and applied in situations where ideas, labour, opinion or expertise of large groups of people are used. Crowdsourcing is now used in various policy making initiatives; however, this use has usually been focused on open collaboration platforms and specific stages of the policy process such as agenda-setting and policy evaluations. Moreover, other forms of crowdsourcing have been neglected in policy making with a few exceptions. This article examines crowdsourcing as a tool for policy making and explores the nuances of the technology and its use and implications for different stages of the policy process. The article addresses questions around the role of crowdsourcing and whether it can be considered as a policy tool or a technology enabler.
Globally, e-Government has become an effective tool for civic transformation. In the recent years, e-Government development gained significant momentum despite the financial crisis that crippled the world economy. For most of the governments, the crisis was a wakeup call to become more transparent and efficient. In addition, there is a growing demand for governments to transform from traditional agency/department centric approach to “Citizen-Centric” approach. This transformation is expected to enhance the quality of life of citizens in terms of greater convenience in availing government services. Eventually this would result in higher levels of citizen satisfaction and improved trust in government.
However, projects of such scale and complexity, faces numerous roadblocks which eventually hamper its potential to deliver the intended benefits to the citizens. The success of these programmes calls for strategic direction, policy making and greater coordination among multiple agencies, following a uniform approach in achieving the vision. This necessitates a strategic framework comprehensive enough to visualize and enable the leaders in addressing the potential roadblocks or resistance. This report presents the outcome of a research to define a strategic framework that models the opposing and propelling forces dormant during a project time. This would help the strategic decision makers to visualize each project as a whole and take quick decisions in the areas that need additional thrust, to ensure that the initiatives achieve the envisaged goals.
THE EFFECT OF INTERNAL FACTORS WITHIN THE GOVERNMENT ENTITIES ON THE IMPLEMEN...ijmpict
The building of e-government has become a priority issue as well as a challenge for many local, state, and
federal government agencies worldwide. Information and Communication Technology (ICT) is now widely
employed to help the governments transformation toward smart governments. Many critical success factors
(CSF) are there to determine the chance a transformation project can go-live. It has been noticed that the
implementation journey for IT solutions in the public sector has lots of barriers and challenges which lead
to low success rate of projects. This study examines the effect of the Ease of Delivery of the implementation
journey on the Success of Delivery. The result shows that the Ease of Delivery is positively related to the
Success of Delivery. The result of this study has the potential to increase the success rate of IT projects in
government sector by shedding the light on the most important factors affecting the delivery journey for egovernment projects
Despite the large investments in the field of e-Government (e-Gov) around the world, little is known about the impact such investment. This is due to the lack of guidance evaluation, absence of appropriate tools to
measure the impact of e-Gov on the private sector, as well as the lack of effective management to resolve or eliminate the barriers to e-Gov services that led to the failure or delay of many projects. This paper is primarily concerned in determining the impact of e-Gov services on the private sector. A combination of Modified Technology Acceptance Model (TAM), DeLone and McLean's of IS success will be utilized as a research model and e-Gov Economics Project (eGEP) framework to measure “Efficiency, Democracy
& Effectiveness impact” for G2B services. The research result will help e-Gov decision makers to recognize the critical factors that are responsible for G2B success, specifically factors they need to pay attention to gain the highest return on their technology investment, hence enabling them to measure the impact for e-Gov on the private sector. The paper has also demonstrated the usefulness of Structural
Equation Modeling (SEM) in analysis of small data sets and in exploratory research.
Rethinking Public-Private Partnerships. Strategies for Turbulent Times.Carsten Greve
Public-Private Partnerships have become popular with governments in a way to collaborate with the private sector. The global financial crisis challenged PPPs. The slides summarizes arguments from a 2013-book on Rethinking Public-Private Partnerships.
Examination of crowdsourcing as a tool for policy makingAraz Taeihagh
Crowdsourcing is rapidly evolving and applied in situations where ideas, labour, opinion or expertise of large groups of people are used. Crowdsourcing is now used in various policy making initiatives; however, this use has usually been focused on open collaboration platforms and specific stages of the policy process such as agenda-setting and policy evaluations. Moreover, other forms of crowdsourcing have been neglected in policy making with a few exceptions. This article examines crowdsourcing as a tool for policy making and explores the nuances of the technology and its use and implications for different stages of the policy process. The article addresses questions around the role of crowdsourcing and whether it can be considered as a policy tool or a technology enabler.
Enhancing transparency and accountability mechanisms that directly empower citizens to better participate in decision-making processes of government and international donors is an imperative to achieving better and more sustainable development results on the ground. This paper analyzes the emerging Open Development Paradigm and investigates to what extent such a new approach towards citizen-centered development can make development programs more effective, responsive and inclusive. It provides concrete case studies of open governance programs that enhance the transparency and accountability of development agencies and foster the collaboration among all development actors in order to achieve better development outcomes and enhance the well-being of the poor.
Experiments on Crowdsourcing Policy Assessment - Oxford IPP 2014Araz Taeihagh
Can non-experts Crowds perform as well as experts in the assessment of policy measures? To what degree does geographical location relevant to the policy context alter the performance of non-experts in the assessment of policy measures? This research in progress seeks to answer these questions by outlining experiments designed to replicate expert policy assessments with non-expert Crowds. We use a set of ninety-eight policy measures previously evaluated by experts, as our control condition, and conduct the experiments using two discrete sets of non-expert Crowds recruited from a Virtual Labor Market (VLM). We vary the composition of our non-expert Crowds along two conditions; participants recruited from a geographical location relevant to the policy context, and participants recruited at-large. In each case we recruit a sample of 100 participants for each Crowd. Each experiment is then repeated at the VLM with completely new participants in each group to assess the reliability of our results. We will present results on the performance of all four groups of non-experts jointly and severally in comparison to the expert assessments, and discuss the ramifications of our findings for the use of non-expert Crowds and VLM’s for policy design. Our experimental design applies climate change adaptation policy measures.
Crowdsourcing the Policy Cycle - Collective Intelligence 2014 Araz Taeihagh ...Araz Taeihagh
Crowdsourcing is beginning to be used for policymaking. The “wisdom of crowds” [Surowiecki 2005], and crowdsourcing [Brabham 2008], are seen as new avenues that can shape all kinds of policy, from transportation policy [Nash 2009] to urban planning [Seltzer and Mahmoudi 2013], to climate policy. In general, many have high expectations for positive outcomes with crowdsourcing, and based on both anecdotal and empirical evidence, some of these expectations seem justified [Majchrzak and Malhotra 2013]. Yet, to our knowledge, research has yet to emerge that unpacks the different forms of crowdsourcing in light of each stage of the well-established policy cycle. This work addresses this research gap, and in doing so brings increased nuance to the application of crowdsourcing techniques for policymaking.
Development as Freedom in a Digital Age Soren Gigler
Under what conditions can new technologies enhance the well-being of poor communities? The study designs an alternative evaluation framework (AEF) that applies Amartya Sen’s capability approach to the study of information and communications technologies (ICTs) in order to place people’s well-being, rather than technology, at the center of the study. The AEF develops an impact chain that examines the mechanisms by which access to, and meaningful use of, ICTs can enhance people’s “informational capabilities” and improve people’s human and social capabilities. This approach thus uses people’s individual and collective capabilities, rather than measures of access or use, as its principal evaluative space. Based on empirical evidence from indigenous communities’ use of new technologies in rural Bolivia, the study concludes that enhancing poor people’s informational capabilities is the most critical factor determining the impact of ICTs on their well-being. Improved informational capabilities, like literacy, do enhance the human capabilities of poor and marginalized peoples to make strategic life choices and achieve the lifestyle they value. Evaluating the impact of ICTs in terms of capabilities thus reveals no direct relationship between improved access to, and use of, ICTs and enhanced well-being; ICTs lead to improvements in people’s lives only when informational capabilities are transformed into expanded human and social capabilities in the economic, political, social, organizational, and cultural dimensions of their lives. The study concludes that intermediaries are bound to play a central, even fundamental, role in this process. They help poor communities to enact and appropriate ICTs to their local socio-cultural context so that their use becomes meaningful for people’s daily lives, enhances their informational capabilities, and ultimately improves their human and social capabilities.
Skills for a High Performing Civil Service - OECDOECD Governance
To assess changes in the skills needed in today’s civil services, the OECD has developed a
framework which identifies four areas, each representing specific tasks and skills required in the
relationship between the civil service and the society it serves. For more information see oe.cd/HRM-Skills
Critical evaluation of the potential of stakeholder theory to contribute to u...Kennedy Mbwette
Critical evaluation of the potential of stakeholder theory to contribute to understanding of large-scale public service IT projects and their implementation
Towards a sustainable e-Participation implementation model ePractice.eu
Author: M. Sirajul Islam.
This paper proposes a framework for an effective e-Participation model that can be suitable under certain socio-economic settings and applicable to any country. Most of such previous initiatives were experimental in nature and lacked in both public awareness and clearly defined expected outcomes.
Systems nature of large complex projectsBob Prieto
This paper explores the system characteristics and behaviors of large engineering and construction programs with a particular focus on those that would be characterized as complex. It recognizes the interrelated and interacting elements of both programs and projects as they strive to form a complex whole. Large complex programs and projects are not well bounded as classical project management theory as espoused by Taylor, Gantt and Fayol would have us believe but rather behave in both independent and interconnected ways in a dynamic systems environment.
Large complex programs demonstrate the evolutionary nature of all complex systems; uncertainty; and emergence that comes with human actions and interactions. They struggle from insufficient situational awareness, treating the program to be more well-bounded than reality would suggest and using simplified models to understand the complexity inherent in execution. Best practices from project management literature were typically not derived from such environments and, worse, have fallen short on other large complex programs and projects.
Sustainable governance in smart cities and use of supervised learning based o...IJECEIAES
Evaluation is an analytical and organized process to figure out the present positive influences, favourable future prospects, existing shortcomings and ulterior complexities of any plan, program, practice or a policy. Evaluation of policy is an essential and vital process required to measure the performance or progression of the scheme. The main purpose of policy evaluation is to empower various stakeholders and enhance their socio-economic environment. A large number of policies or schemes in different areas are launched by government in view of citizen welfare. Although, the governmental policies intend to better shape up the life quality of people but may also impact their every day’s life. A latest governmental scheme Saubhagya launched by Indian government in 2017 has been selected for evaluation by applying opinion mining techniques. The data set of public opinion associated with this scheme has been captured by Twitter. The primary intent is to offer opinion mining as a smart city technology that harness the user-generated big data and analyse it to offer a sustainable governance model.
From the ideal to the real: Top 20 lessons learned from scaling up innovation...Soren Gigler
Top 20 lessons learned on scaling up innovations from the Open Data Initiative at the World Bank. The Open Data Initiative has transformed the way the World Bank shares and publishes its data enabling users to have free, open and easy access to data instead of a previously mostly proprietary data policy.
How did such a radical change come about? How was it possible that our early very modest endeavors to implement innovations in governance could be scaled up and be replicated across so many different areas at the Bank? How could a vibrant community of innovators from within and outside the Bank come together share experiences, learn from each other and, most important, help to make an important institutional change -- launch an Open Data initiative and empower citizens to provide direct feedback on development programs?
Despite the immeasurable investment in e-government initiatives throughout the world, such initiatives have yet to succeed in fully meeting expectations and desired outcomes. A key objective of this research article is to support the government of the UAE in realizing its vision of e-government transformation. It presents an innovative framework to support e-government implementation, which was developed from a practitioner's perspective and based on learnings from numerous e-government practices around the globe. The framework presents an approach to guide governments worldwide, and UAE in particular, to develop a top down strategy and leverage technology in order realize its long term goal of e-government transformation. The study also outlines the potential role of modern national identity schemes in enabling the transformation of traditional identities into digital identities. The work presented in this study is envisaged to help bridge the gap between policy makers and implementers, by providing greater clarity and reducing misalignment on key elements of e-government transformation. In the hands of leaders that have a strong will to invest in e-government transformation, the work presented in this study is envisaged to become a powerful tool to communicate and coordinate initiatives, and provide a clear visualization of an integrated approach to e-government transformation.
#StopBigTechGoverningBigTech . More than 170 Civil Society Groups Worldwide O...eraser Juan José Calderón
#StopBigTechGoverningBigTech: More than 170 Civil Society Groups Worldwide Oppose Plans for a
Big Tech Dominated Body for Global Digital Governance.
Not only in developing countries but also in the US and EU, calls for stronger regulation of Big Tech
are rising. At the precise point when we should be shaping global norms to regulate Big Tech, plans
have emerged for an ‘empowered’ global digital governance body that will evidently be dominated
by Big Tech. Adding vastly to its already overweening power, this new Body would help Big Tech
resist effective regulation, globally and at national levels. Indeed, we face the unbelievable prospect
of ‘a Big Tech led body for Global Governance of Big Tech’.
The BMC_DEISI is a composite index that aggregates a large number of published indicators reflecting various key factors of the information society and digital economy. Such factors should be exhaustive and hence capture different aspects such as inputs (drivers), enablers (regulation and business environment), outcomes and outputs (performance), and impacts.
The conceptual framework is composed of five sub-indices with their sub-pillars: Human Capital; ICT Readiness; Governance; ICT Adoption and Usage; and Economic & Social Impact. It includes 58 indicators, two of them are indices, to populate the 5 pillars and 10 sub-pillars.
Electronic government (e-government) has been attracting the attention of the world for the past two decades, and specifically, upon the advent of the internet. Governments worldwide have spent billions of dollars to date to transform themselves into e-government. However, their efforts and large investments resulted mainly in online portals and scattered electronic services. Various studies indicate that e-government initiatives are failing to meet citizens' expectations for convenient service delivery systems. Nonetheless, the rapid pace at which technology is innovatively evolving and its disruptive nature is forcing new realities to be accepted in e-government domain. The new forms of mobility made possible by the transforming technologies are not only changing how people live their lives today, but also redefining business models, employee productivity, customer relationship, and even how governments are structured. The growing usage of smartphones and tablets have significant impact on all industries, but at large how government services are delivered. This study attempts to provide some qualitative input to the existing body of knowledge. It sheds light on some trends that have high impact to disrupt existing technological-based channels of interaction between governments and citizens, and ultimately on service delivery. It also sheds light on the role of modern identity management infrastructure in enabling higher levels of trust and confidence in mobile transactions.
Enhancing transparency and accountability mechanisms that directly empower citizens to better participate in decision-making processes of government and international donors is an imperative to achieving better and more sustainable development results on the ground. This paper analyzes the emerging Open Development Paradigm and investigates to what extent such a new approach towards citizen-centered development can make development programs more effective, responsive and inclusive. It provides concrete case studies of open governance programs that enhance the transparency and accountability of development agencies and foster the collaboration among all development actors in order to achieve better development outcomes and enhance the well-being of the poor.
Experiments on Crowdsourcing Policy Assessment - Oxford IPP 2014Araz Taeihagh
Can non-experts Crowds perform as well as experts in the assessment of policy measures? To what degree does geographical location relevant to the policy context alter the performance of non-experts in the assessment of policy measures? This research in progress seeks to answer these questions by outlining experiments designed to replicate expert policy assessments with non-expert Crowds. We use a set of ninety-eight policy measures previously evaluated by experts, as our control condition, and conduct the experiments using two discrete sets of non-expert Crowds recruited from a Virtual Labor Market (VLM). We vary the composition of our non-expert Crowds along two conditions; participants recruited from a geographical location relevant to the policy context, and participants recruited at-large. In each case we recruit a sample of 100 participants for each Crowd. Each experiment is then repeated at the VLM with completely new participants in each group to assess the reliability of our results. We will present results on the performance of all four groups of non-experts jointly and severally in comparison to the expert assessments, and discuss the ramifications of our findings for the use of non-expert Crowds and VLM’s for policy design. Our experimental design applies climate change adaptation policy measures.
Crowdsourcing the Policy Cycle - Collective Intelligence 2014 Araz Taeihagh ...Araz Taeihagh
Crowdsourcing is beginning to be used for policymaking. The “wisdom of crowds” [Surowiecki 2005], and crowdsourcing [Brabham 2008], are seen as new avenues that can shape all kinds of policy, from transportation policy [Nash 2009] to urban planning [Seltzer and Mahmoudi 2013], to climate policy. In general, many have high expectations for positive outcomes with crowdsourcing, and based on both anecdotal and empirical evidence, some of these expectations seem justified [Majchrzak and Malhotra 2013]. Yet, to our knowledge, research has yet to emerge that unpacks the different forms of crowdsourcing in light of each stage of the well-established policy cycle. This work addresses this research gap, and in doing so brings increased nuance to the application of crowdsourcing techniques for policymaking.
Development as Freedom in a Digital Age Soren Gigler
Under what conditions can new technologies enhance the well-being of poor communities? The study designs an alternative evaluation framework (AEF) that applies Amartya Sen’s capability approach to the study of information and communications technologies (ICTs) in order to place people’s well-being, rather than technology, at the center of the study. The AEF develops an impact chain that examines the mechanisms by which access to, and meaningful use of, ICTs can enhance people’s “informational capabilities” and improve people’s human and social capabilities. This approach thus uses people’s individual and collective capabilities, rather than measures of access or use, as its principal evaluative space. Based on empirical evidence from indigenous communities’ use of new technologies in rural Bolivia, the study concludes that enhancing poor people’s informational capabilities is the most critical factor determining the impact of ICTs on their well-being. Improved informational capabilities, like literacy, do enhance the human capabilities of poor and marginalized peoples to make strategic life choices and achieve the lifestyle they value. Evaluating the impact of ICTs in terms of capabilities thus reveals no direct relationship between improved access to, and use of, ICTs and enhanced well-being; ICTs lead to improvements in people’s lives only when informational capabilities are transformed into expanded human and social capabilities in the economic, political, social, organizational, and cultural dimensions of their lives. The study concludes that intermediaries are bound to play a central, even fundamental, role in this process. They help poor communities to enact and appropriate ICTs to their local socio-cultural context so that their use becomes meaningful for people’s daily lives, enhances their informational capabilities, and ultimately improves their human and social capabilities.
Skills for a High Performing Civil Service - OECDOECD Governance
To assess changes in the skills needed in today’s civil services, the OECD has developed a
framework which identifies four areas, each representing specific tasks and skills required in the
relationship between the civil service and the society it serves. For more information see oe.cd/HRM-Skills
Critical evaluation of the potential of stakeholder theory to contribute to u...Kennedy Mbwette
Critical evaluation of the potential of stakeholder theory to contribute to understanding of large-scale public service IT projects and their implementation
Towards a sustainable e-Participation implementation model ePractice.eu
Author: M. Sirajul Islam.
This paper proposes a framework for an effective e-Participation model that can be suitable under certain socio-economic settings and applicable to any country. Most of such previous initiatives were experimental in nature and lacked in both public awareness and clearly defined expected outcomes.
Systems nature of large complex projectsBob Prieto
This paper explores the system characteristics and behaviors of large engineering and construction programs with a particular focus on those that would be characterized as complex. It recognizes the interrelated and interacting elements of both programs and projects as they strive to form a complex whole. Large complex programs and projects are not well bounded as classical project management theory as espoused by Taylor, Gantt and Fayol would have us believe but rather behave in both independent and interconnected ways in a dynamic systems environment.
Large complex programs demonstrate the evolutionary nature of all complex systems; uncertainty; and emergence that comes with human actions and interactions. They struggle from insufficient situational awareness, treating the program to be more well-bounded than reality would suggest and using simplified models to understand the complexity inherent in execution. Best practices from project management literature were typically not derived from such environments and, worse, have fallen short on other large complex programs and projects.
Sustainable governance in smart cities and use of supervised learning based o...IJECEIAES
Evaluation is an analytical and organized process to figure out the present positive influences, favourable future prospects, existing shortcomings and ulterior complexities of any plan, program, practice or a policy. Evaluation of policy is an essential and vital process required to measure the performance or progression of the scheme. The main purpose of policy evaluation is to empower various stakeholders and enhance their socio-economic environment. A large number of policies or schemes in different areas are launched by government in view of citizen welfare. Although, the governmental policies intend to better shape up the life quality of people but may also impact their every day’s life. A latest governmental scheme Saubhagya launched by Indian government in 2017 has been selected for evaluation by applying opinion mining techniques. The data set of public opinion associated with this scheme has been captured by Twitter. The primary intent is to offer opinion mining as a smart city technology that harness the user-generated big data and analyse it to offer a sustainable governance model.
From the ideal to the real: Top 20 lessons learned from scaling up innovation...Soren Gigler
Top 20 lessons learned on scaling up innovations from the Open Data Initiative at the World Bank. The Open Data Initiative has transformed the way the World Bank shares and publishes its data enabling users to have free, open and easy access to data instead of a previously mostly proprietary data policy.
How did such a radical change come about? How was it possible that our early very modest endeavors to implement innovations in governance could be scaled up and be replicated across so many different areas at the Bank? How could a vibrant community of innovators from within and outside the Bank come together share experiences, learn from each other and, most important, help to make an important institutional change -- launch an Open Data initiative and empower citizens to provide direct feedback on development programs?
Despite the immeasurable investment in e-government initiatives throughout the world, such initiatives have yet to succeed in fully meeting expectations and desired outcomes. A key objective of this research article is to support the government of the UAE in realizing its vision of e-government transformation. It presents an innovative framework to support e-government implementation, which was developed from a practitioner's perspective and based on learnings from numerous e-government practices around the globe. The framework presents an approach to guide governments worldwide, and UAE in particular, to develop a top down strategy and leverage technology in order realize its long term goal of e-government transformation. The study also outlines the potential role of modern national identity schemes in enabling the transformation of traditional identities into digital identities. The work presented in this study is envisaged to help bridge the gap between policy makers and implementers, by providing greater clarity and reducing misalignment on key elements of e-government transformation. In the hands of leaders that have a strong will to invest in e-government transformation, the work presented in this study is envisaged to become a powerful tool to communicate and coordinate initiatives, and provide a clear visualization of an integrated approach to e-government transformation.
#StopBigTechGoverningBigTech . More than 170 Civil Society Groups Worldwide O...eraser Juan José Calderón
#StopBigTechGoverningBigTech: More than 170 Civil Society Groups Worldwide Oppose Plans for a
Big Tech Dominated Body for Global Digital Governance.
Not only in developing countries but also in the US and EU, calls for stronger regulation of Big Tech
are rising. At the precise point when we should be shaping global norms to regulate Big Tech, plans
have emerged for an ‘empowered’ global digital governance body that will evidently be dominated
by Big Tech. Adding vastly to its already overweening power, this new Body would help Big Tech
resist effective regulation, globally and at national levels. Indeed, we face the unbelievable prospect
of ‘a Big Tech led body for Global Governance of Big Tech’.
The BMC_DEISI is a composite index that aggregates a large number of published indicators reflecting various key factors of the information society and digital economy. Such factors should be exhaustive and hence capture different aspects such as inputs (drivers), enablers (regulation and business environment), outcomes and outputs (performance), and impacts.
The conceptual framework is composed of five sub-indices with their sub-pillars: Human Capital; ICT Readiness; Governance; ICT Adoption and Usage; and Economic & Social Impact. It includes 58 indicators, two of them are indices, to populate the 5 pillars and 10 sub-pillars.
Electronic government (e-government) has been attracting the attention of the world for the past two decades, and specifically, upon the advent of the internet. Governments worldwide have spent billions of dollars to date to transform themselves into e-government. However, their efforts and large investments resulted mainly in online portals and scattered electronic services. Various studies indicate that e-government initiatives are failing to meet citizens' expectations for convenient service delivery systems. Nonetheless, the rapid pace at which technology is innovatively evolving and its disruptive nature is forcing new realities to be accepted in e-government domain. The new forms of mobility made possible by the transforming technologies are not only changing how people live their lives today, but also redefining business models, employee productivity, customer relationship, and even how governments are structured. The growing usage of smartphones and tablets have significant impact on all industries, but at large how government services are delivered. This study attempts to provide some qualitative input to the existing body of knowledge. It sheds light on some trends that have high impact to disrupt existing technological-based channels of interaction between governments and citizens, and ultimately on service delivery. It also sheds light on the role of modern identity management infrastructure in enabling higher levels of trust and confidence in mobile transactions.
E-governance, meaning ‘electronic governance’ is using information and communication technologies (ICTs) (such as Wide Area Networks, the Internet, and mobile computing) at various levels of the government and the public sector and beyond, for the purpose of enhancing governance. The application of ICT to transform the efficiency, effectiveness, transparency and accountability of exchange of information and transaction:
between Governments,
between Government agencies,
between Government and Citizens, and
between Government and businesses
Government Process Re-engineering using IT to simplify and make the government processes more efficient is critical for transformation to make the delivery of government services more effective across various government domains and therefore needs to be implemented by all Ministries/ Departments.
NATIONAL E-GOVERNANCE PLAN (NEGP)
negpThe National e-Governance Plan (NeGP), takes a holistic view of e-Governance initiatives across the country, integrating them into a collective vision, a shared cause. Around this idea, a massive countrywide infrastructure reaching down to the remotest of villages is evolving, and large-scale digitization of records is taking place to enable easy, reliable access over the internet. The ultimate objective is to bring public services closer home to citizens, as articulated in the Vision Statement of NeGP.
“Make all Government services accessible to the common man in his locality, through common service delivery outlets,and ensure efficiency, transparency, and reliability of such services at affordable costs to realise the basic needs of the common man”
The Government approved the National e-Governance Plan (NeGP), comprising of 31 Mission Mode Projects (MMPs) and 8 components, on May 18, 2006.
Click the link to view the Official website for the National E-Governance Plan (NeGP)
E-GOVERNANCE INFRASTRUCTURE
Digital India
State Wide Area Network (SWAN): Under this Scheme, technical and financial assistance are being provided to the States/UTs for establishing SWANs to connect all State/UT Headquarters up to the Block level via District/ sub-Divisional Headquarters, in a vertical hierarchical structure with a minimum bandwidth capacity of 2 Mbps per link. Each of the State / UT can enhance the bandwidth up to 34 Mbps between SHQ and DHQ and upto 8 Mbps between DHQ and BHQ depending upon the utilization. Steps have been initiated to integrate all SWANs using the National Knowledge Network (NKN).State Service Delivery Gateway (SSDG): State Service Delivery Gateway (SSDG), is one of the core infrastructure pillars of the NeGP which would establish Electronic Service Delivery in all 35 States / UTs. This project aims to enhance the services provided to the citizens through Common Service Centers (CSCs) by carrying out the Implementation of the State Portal, State Service Delivery Gateway (SSDG) & Electronic Form application. It is envisaged that the common infrastructure (SWAN, SDC
International Journal of Computer Science, Engineering and Information Techno...ijcseit
In the last decade, a lot of countries started to adopt e-government to reduce costs, improve services, save
time and increase effectiveness and efficiency, and improve trust between governments and citizens.
Therefore, it is very important to put e-government adoption in all countries under the light spot. In this
paper, we will discuss the advantages, challenges of e-government as an international approach with a
focused view on the Arabian Gulf countries. We will investigate the advantages of implementing egovernment
systems throughout those countries. In addition, the understanding of these advantages can
help decision-makers recognize the success and risk factors in e-government adoption. Furthermore, we
will discuss the challenges facing the adoption of e-government in the Arabian Gulf countries. We will also
highlight some important points that need to be taken into account in all phases of the engineering process
of the e-government.
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A Strategy Framework For the Risk Assessment And Mitigation For Large E-Government Projects
1. International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 1, No. 2, December 2010
36
A Strategy Framework For the Risk Assessment
And Mitigation For Large E-Government
Projects
Dr. Ali M. Al-Khouri (ali.alkhouri@emiratesid.ae)
Nasser M. Al-Mazrouie
Mohan Bommireddy
Emirates Identity Authority, Abu Dhabi, United Arab Emirates.
Abstract
Globally, e-Government has become an effective tool for civic transformation. In the recent years e-
Government development gained significant momentum despite the financial crisis that crippled the
world economy. For most of the governments, the crisis was a wakeup call to become more transparent
and efficient. In addition, there is a growing demand for governments to transform from traditional
agency/department centric approach to “Citizen-Centric” approach. This transformation is expected to
enhance the quality of life of citizens in terms of greater convenience in availing government services.
Eventually this would result in higher levels of citizen satisfaction and improved trust in government.
However, projects of such scale and complexity, faces numerous roadblocks which eventually hamper its
potential to deliver the intended benefits to the citizens. The success of these programmes calls for
strategic direction, policy making and greater coordination among multiple agencies, following a
uniform approach in achieving the vision. This necessitates a strategic framework comprehensive enough
to visualize and enable the leaders in addressing the potential roadblocks or resistance. This report
presents the outcome of a research to define a strategic framework that models the opposing and
propelling forces dormant during a project time. This would help the strategic decision makers to
visualize each project as a whole and take quick decisions in the areas that need additional thrust, to
ensure that the initiatives achieve the envisaged goals.
Keywords: e-government, risk assessment, TRANSFORM strategy.
1 Introduction
As the countries progress in e-Government, they pass through many stages, in terms of
infrastructure development, service delivery, process re-engineering, data management,
security, customer management and human resource development. Each stage in this evolution
poses challenges to countries embarking in this direction, and how effectively they handle those
challenges decide the pace with which they move towards maturity.
Government agencies are increasingly embracing Information and Communications
Technology (ICT) to stay efficient by integrating employees, partners and citizens in seamless
collaboration. On the other hand, it is increasingly becoming difficult to meet the demands of
the citizens with the present fragmented e-Governance initiatives. This situation is forcing
many governments to take an integrated approach to improve the effectiveness of delivering
services to the citizens. To meet the growing need to integrate the citizens into the e-
Government initiatives, many governments are creating technology based citizen ID cards that
would ensure reliable identification and authentication of citizens availing the e-services.
This process of adopting advanced ICTs for the transformation of e-Government meets with
many challenges. Due to the complexity nature of these projects and the sheer number of
stakeholder’s involved, effective visualization and management of these initiatives assumes
much importance. Any framework that aid in the strategic decision making should be simple
2. International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 1, No. 2, December 2010
37
and effective. Also this framework should maximize the ability of the government to achieve
the of e-Government transformation. However, even after years tryst with e-Government
initiatives, there are no commonly established methods and frameworks for the conceptual
visualization of the overall strategy.
Being a comprehensive abstraction of the strategy, a strategic framework shows how different
forces act on the projects. It shows what are the thrusts and resistances that are impacting the
project. This makes planning and visualizing much easier. Any deficiencies and misalignments
can be spotted easily. Most of the times, complexity and details decrease the usability and value
of a strategic framework. However it is important that the framework represent important
aspects of the e-government strategy.
A strategic framework has a longer lifecycle and scope. Hence the framework should stay valid
in spite of the changes in the environment. Each project goes through many iterations of
technical and process changes. All these changes in the ecosystem should not impede the
validity of the strategy framework. It should be adaptable to changing environments and hence
it should be defined in a technology neutral manner. This would also act as the bridge between
the decision makers and implementers, thus reducing the mismatch between the expected and
the realized outcomes.
2 Literature Review
United Nation’s Organization for Economic Co-operation and Development (OECD) in its
definition [1] of e-government, emphasizes on its Citizen-Centric nature by stating “e-
government is a way for governments to leverage ICTs to provide citizens, businesses and other
stakeholders with more convenient access to government information and services and more
direct involvement in governance and democratic processes”.
Another definition [5], brings the dimension of constituents of e-Government as “e-government
is a socio-technical system composed of people, technologies, and social and organizational
structures and processes”
According to gartner [6] e-government is “The continuous optimization of service delivery,
constituency participation and governance by transforming internal and external relationships
through technology, the Internet and new media”. This highlights the usage of technology to
transform the stakeholder relationships and thus enabling an ecosystem that self evolves
through continuous optimization.
From these viewpoints it is evident the complex nature of stakeholder interactions and
integrations required in large e-Government projects. These literatures explore three
dimensions of e-Gov initiatives, people, processes and technology. Strategy acts as the common
guideline and form the glue between these three constituents, in achieving uniform progress.
3 Research Methodology
This research is more towards qualitative in nature and used extensive case studies of federal e-
Government strategies and literature survey. The analysis involved mapping of the federal e-
Government strategies and the countries ranking in the overall e-Government index of UN
survey [1, 2]. This helped to provide some insight into what strategies were more successful in
terms of UN ranking.
We tried to balance the intensity of data collection of the case studies. Too many constructs
could have led to a complex framework. Inadequate volume of data or sparse variation on the
other hand might have failed to capture the whole picture in its entirety. We were aware of
these potential risks and worked to avoid them.
3. International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 1, No. 2, December 2010
38
Components and layout of the framework have converged from accumulated evidence
(qualitative data). Gradually, a generic framework began to emerge. We compared
systematically the emergent framework with evidence collected from the multiple cases one at
a time. We continued this iterative process until the data corroborated well the evolving
framework. Finally, we consulted literature for contradiction or agreement. In many cases this
helped form more perspectives.
4 Proposed Framework
From the detailed literature study conducted and looking at the UN e-Government survey
reports, it is amply clear that the political leadership and e-Government leaders need simpler
and effective tools for visualizing and conveying the strategies. This made us look into the
common phenomenon around us which people are familiar with that resembles the issues and
challenges faced by e-Government projects. Different analogies were considered and finally
found that rocket propulsion is a concept that most of the people are quite familiar with. There
are opposing forces acting on a rocket called resistance which a rocket needs to overcome
through appropriate thrust in order to reach its goal.
4.1 Rocket Analogy to e-Government Projects
A good analogy which is well understood by the key decision makers can convey more
information than lengthy description of text. However the analogy cannot replace the formal
definition of the strategy, on the other hand provide valuable abstraction in a way that can be
easily conveyed. Primarily the analogy selected should be able to convey maximum details
about the project being considered through a graphical medium. This would save valuable time
and enable better coordination as it brings a lot of clarity and reduces ambiguity.
Looking at the diagram we can identify the forces that act on the rocket. Inertia is an opposing
force that we most commonly encounter in the projects, to oppose any changes. One need to
apply heavy thrust to overcome the inertia till the rocket (project) gains significant momentum
4. International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 1, No. 2, December 2010
39
[7]. Once in motion (execution) the rocket faces continuous opposing forces which though not
as strong as the inertia, but can slow down the projects or fail it completely if not handled
properly. These resistances can be in the form of coordination issues, technical issues, lack of
standards etc. A rocket applies thrust to overcome the opposing forces. The thrust can come as
a push which means from the management or pull from the customer side. During the course of
flight there is a need to continuously monitor the flight path to detect any deviations. These
deviations once identified need to be communicated to the rocket navigation system to take
controlling actions.
4.2 Strategy Framework
From the analogy described above, we can derive a model that maps the e-Government domain
artifacts and problem statements. This model named as Thrust, Resistance And Navigation
Strategy Form or in short as TRANSFORM is illustrated in the following diagram;
This graphical visualization of the strategy would be beneficial to the decision makers. It is
more convenient for politicians who are normally non-technical. It is always easier for them to
handle graphical representations than huge tables, lengthy texts…etc. Furthermore, a strategic
framework gives a simplified yet a comprehensive conceptualization of what the e-government
strategy is all about. This is particularly important during discussions about e-government
initiatives among stakeholders. Whenever the need arises to consult the strategy it might just be
satisfactory to consult the framework first. In case further details are required then the complete
strategy is always available. This can, in many cases, save the time and effort of delving into
the full text of the strategy.
4.3 Resistance
Some of the major resistances [5] or challenges faced by e-Government projects are described
below;
5. International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 1, No. 2, December 2010
40
Coordination Issues
Emerging forms of e-Government service delivery and ways of working often cross traditional
government jurisdictions and administrative and departmental boundaries, as well as having the
potential to overcome geographic distance. Variations in legal, regulatory and administrative
regimes on different sides of these boundaries can inhibit and block the flow of information and
services through new networked governance channels national, regional and local levels.
Effective coordination across the regions and departments is particularly important because
responsibility for directing public administration activity is frequently fragmented and shared
across multiple levels. The distance between the government and other stakeholders could also
block effective nation-wide e-Government.
Budgetary Constraints
The costs of developing, implementing and maintaining e-Government (such as, the costs of
software, hardware and training for government officials) can all be resistances to e-
Government. Related to this issue are the difficulties of measuring the cost/benefits of e-
Government initiatives. Although some benefits can be seen in clear measurable terms (e.g.
staff numbers and reductions in cost overheads), many cannot be defined with confidence in a
similar way as they are too qualitative, intangible or unpredictably set in the future (e.g.
improved quality of service, new services, responsiveness to citizen needs or avoidance of costs
that would have been incurred using non-digital channels).
Difficulties in calculating substantive tangible benefits to offset clear, often apparently high,
costs can lead to the financial tap to e-Government being tightened or turned off. This can
severely hamper the speed and scope of e-Government progress.
Digital Divide
Social and economic divides – demarcated by wealth, age, gender, disability, language, culture,
geographical location, size of business and other factors – can mean e-Government resources
are used in very different ways (or not used at all) by different individuals, groups and
organizations. These divisions range from users at the ends of electronic ‘pipelines’ who may
not know that there is a ‘tap’, where to find it or how to turn it on – to those with much
expertise who are capable of interacting in sophisticated ways as providers as well as
consumers of digital content.
It is important to address accessibility gaps both in terms of access to technology and in the
levels of ICT skill; and ensure such networked services meet the greatly varying range of
perceptions, knowledge and capacities among actual and potential users. Without a more
nuanced understanding of user needs and choices, uptake of e-Government will remain limited
and the potential benefits will not be realized.
Security and Privacy Concerns
Issues of trust, and the lack of it, have always been a strong ingredient in shaping the structures
and practices of governance. It is therefore not surprising that a concern about trust in e-
Government is a crucial element in the take-up and effectiveness of e-Government services. At
the heart of these concerns is the security of the data collected on individuals and identity theft
kind of issues. To help overcome trust concerns, mechanisms in which there is wide confidence
need to be developed to protect citizens from the unauthorized electronic disclosure of personal
information, including the transfer of such data between public bodies or between public and
private organizations.
6. International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 1, No. 2, December 2010
41
Technical Issues & Inadequate Standards
E-Government systems and services frequently fail or perform poorly because of inadequate
design and poor technical interoperability. Difficulties caused by inappropriate user interfaces
to e- Government systems can seriously hamper relations between public agencies and citizens
and businesses. Such usability can sabotage even potentially successful services and discourage
those experiencing them from trying other e-Government opportunities. As noted above,
interoperability issues, including technical interoperability are of key importance to the
integrated e-Government. Incompatibilities in hardware, software or networking infrastructures
within and between public agencies can cause significant problems, particularly in terms of
providing integrated services.
Resistance to Change
Resistance to innovation by public administration management and staff can slow down, impair
or prevent the necessary redesign of organizations and their processes required to deliver
effective e-Government. Such inflexibility can set up barriers to the creation and delivery of
efficient and effective e-Government services that could meet changing citizen and business
needs. Factors that contribute to this inertia include inadequate staff skills; a lack of training
and investment for staff both in terms of ICTs and change management competencies required
for innovation in e-Government; fear of change; risk aversion by government staff, which may
be exacerbated by the frequent poor track record of e-Government initiatives, including high-
profile failed projects that cause significant problems for citizens and companies; fears of
increased liability risks if sharing networked resources across different public services; and a
limited sharing and learning of experiences and lessons from good practice.
Conflicting Initiatives
Often we can find multiple e-Government initiatives that seem to achieve similar outcomes.
Eventually these initiatives tend to compete with each other to gain prominence. This kind of
unhealthy competition and largely overlapping initiatives would result in wastage of resources
and redundant initiatives. This normally arises from the lack of overall vision and roadmap for
the nation and hence each agency is allowed to define e-Government strategies that are not
aligned with common national goals.
4.4 Thrust
The major thrust areas of e-Government are described below;
Vision
Clear definition of e-Government vision would help the departments to align their strategies in
line with the shared vision. This should include strategic outcomes of the projects in
quantifiable terms. Periodic review of the initiatives can assess the progress made towards
achieving the defined goals.
Authority & Leadership
Often lack of authority and leadership was attributed to many filed projects. As the e-
Government initiatives span across various administrative boundaries, there should be an
empowered steering committee or leadership who can take necessary decisions that can be
enforced.
7. International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 1, No. 2, December 2010
42
Demand
As we have seen in the resistances, lack or perceived benefits can result in adequate motivation
for the citizens to come forward and avail e-Government services. Hence it is important to
initially focus on initiatives that greatly enhances the convenience and deliver benefits to the
people. Such initiatives should be selected based on the large coverage and the impact. Such
applications can generate a pull factor, generated by the demand from the people.
Public Private Partnership
The sheer complexity and the quantum of resources required for implementing and operating
the e-Government projects calls for greater participation of private organizations participate in
e-Government initiatives. One key factor in enabling this is the definition of policy towards
enabling the partnership. The expertise and the resources available with private organizations
can greatly push the speedy implementation and sustainable operation.
Human Development
In adequate skilled resources can become a major bottleneck in e-Government projects which
leverages advanced ICTs. E-Government strategies should address the need for adequate
manpower and the training needs.
Marketing and Promotion
Marketing and branding are important aspects to gain wide respect and recognition for the e-
Government initiatives. Generally e-Gov initiatives do not consider this as important. However
we can see that corporate and business enterprises successfully use the branding and marketing
strategies to reach the products and services to people. Hence there is a great need for the e-
Government projects to be branded and promoted, to gain wide visibility, recognition and
demand.
Compliance
As we have discussed many of the resistances, stem from the lack of common standards, agreed
procedures and methodologies. This includes legal and regulatory policies and guidelines in
addition to technical and operational standards. Enforcement of these policies would ensure
proper alignment of independent initiatives and enable interoperability between departments.
4.5 Navigation
Finally let’s define the navigation strategy for our framework. As illustrated in the diagram, an
e-Government project is an ecosystem of people, processes and technologies. These three
components work in close coordination in the implementation of any projects. To ensure the
alignment with common goals and meeting defined performance criteria, it’s a common
practice to have an independent review committee which periodically monitor and review the
progress of each projects. The observations are communicated to the project leadership to enact
specific controls to bring corrections and re-alignment.
5 Conclusions
The TRANSFORM strategy framework presented in this paper, is a visual tool that represent
the e-Gov projects in a technology neutral and abstract manner, using an analogy that widely
familiar and simple. This enables strategic decision makers in seeing through the challenges
8. International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 1, No. 2, December 2010
43
faced by the initiatives and enable them to provide necessary thrust to overcome the challenges.
This can also greatly bridge the gap between policy makers and implementers, as a common
representation of the projects resulting in higher clarity and reduced misalignment.
Although the framework was created based on practice (using federal e-government strategies),
yet interviews with practitioners for feedback on the findings might prove insightful. This
mostly qualitative research has revealed the important constructs to building a framework.
Quantitative research in the form of surveys targeting practitioners responsible for the
development of federal e-government would reveal their impressions on the developed strategic
framework. This however, can be challenging because of the difficulty in making contacts and
arranging for such a study with a large number of countries in order to prove statistically
feasible.
References
[1] “UN E-Government Survey – 2008: From E-Government to Connected Governance”,
UNDESA, 2008
[2] “UN E-Government Survey – 2010: Leveraging e-government at a time of financial
and economic crisis”, UNDESA, 2010
[3] George Fernadez, “A Federated Approach To Enterprise Integration”, Swinburne
University of Technology, 2006
[4] “E-Government Strategy FY 2008 – FY2013”, U.S. Department of the Interior,
September 2007
[5] Ari-Veikko Anttiroiko, “Electronic Government: Concepts, Methodologies Tools, and
Applications”, University of Tampere, Finland, 2008
[6] Gartner Group, “Key Issues in E-Government Strategy and Management,” Research
Notes, Key Issues, 23 May 2000
[7] http://en.wikipedia.org/wiki/Spacecraft_propulsion