423,279 research outputs found
Overspend? Late? Failure? What the Data Say About IT Project Risk in the Public Sector
Implementing large-scale information and communication technology (IT)
projects carries large risks and easily might disrupt operations, waste
taxpayers' money, and create negative publicity. Because of the high risks it
is important that government leaders manage the attendant risks. We analysed a
sample of 1,355 public sector IT projects. The sample included large-scale
projects, on average the actual expenditure was $130 million and the average
duration was 35 months. Our findings showed that the typical project had no
cost overruns and took on average 24% longer than initially expected. However,
comparing the risk distribution with the normative model of a thin-tailed
distribution, projects' actual costs should fall within -30% and +25% of the
budget in nearly 99 out of 100 projects. The data showed, however, that a
staggering 18% of all projects are outliers with cost overruns >25%. Tests
showed that the risk of outliers is even higher for standard software (24%) as
well as in certain project types, e.g., data management (41%), office
management (23%), eGovernment (21%) and management information systems (20%).
Analysis showed also that projects duration adds risk: every additional year of
project duration increases the average cost risk by 4.2 percentage points.
Lastly, we suggest four solutions that public sector organization can take: (1)
benchmark your organization to know where you are, (2) de-bias your IT project
decision-making, (3) reduce the complexities of your IT projects, and (4)
develop Masterbuilders to learn from the best in the field.Comment: Published in Commonwealth Secretariat (Eds.): Commonwealth Governance
Handbook 2012/13: Democracy, development and public administration, London:
Commonwealth Secretariat, December 2012. ISBN 978-1-908609-04-
The impact of Software Process Maturity on Software Project Performance: The Contingent Role of Software Development Risk
Despite growing efforts to improve software development processes, recurring concerns about software project performance remain largely present. The rate of software development project failure rate has been routinely documented in information systems (IS) research (Wallace, 2004; El-Masry and Rivard, 2010). The management of software development projects is often marked by inadequate planning, a poor grasp of the overall development process, and no clear management framework, even as the focus in software development shifts from a technology perspective to a more process-centric view (Slaughter, 2006). To address such concerns few CMM-based studies have examined the benefits and direct impact of software process maturity on software project performance but with mixed results. The present paper attempts to systematically examine the contingent role of software development risk on the impact of software process maturity level on software project performance. Guided by risk-based perspective in Software Engineering and CMM-based framework, an exploratory model was developed and tested. The premise of this paper is that software development risk plays a contingent role in the relationship between software process maturity and software project performance. Drawing on a sample of 107 organizations that have undergone official CMM appraisals, the results of partial least squares analysis of the data reveal initial evidence that (1) a positive effect of software process maturity level on software project performance while underscoring the negative effect of software development risk on software project performance, and (2) more importantly, the findings show that software development risk plays a contingent role software process maturity level on software project performance. For researchers, the integration of software development risk can provide a much needed linkage in the three fundamental constructs of CMM. From a managerial perspective, in order to foster a better software project performance, IS project leaders and managers should strongly emphasize devising effective software development risk assessment since a variation of this construct’s level may strengthen or weaken the relationship between software development process maturity and software project performance
ESTIMASI RESIKO PENGEMBANGAN SISTEM INFORMASI MENGGUNAKAN PENDEKATAN EXPECTED MONETARY VALUE (EVM)
[Id]Manajemen resiko merupakan bidang penting pada manajemen proyek secara keseluruhan, dan manajemen proyek sistem informasi secara khusus. Melalui manajemen resiko yang baik, pimpinan dan stakeholder proyek berharap bahwa resiko terhadap kegagalan proyek dapat diminimalisir dengan usaha yang rasional. Manajemen resiko sendiri meliputi banyak kegiatan, salah satunya adalah analisis dan perencanaan mitigasi resiko. Aspek penting pada analisis dan perencanaan mitigasi resiko yaitu melakukan penilaian atau estimasi atas resiko untuk menentukan prioritas serta dampak setiap mitigasi yang diambil. Pada umumnya, hal yang paling mudah diterima stakeholder dalam menyajikan resiko adalah menghitung biaya akibat resiko tersebut. Untuk melakukan perhitungan biaya untuk memitigasi resiko, dapat digunakan salah satu pendekatan yaitu Expected Monetary Value (EVM). Melalui pendekatan EVM, dapat ditentukan pilihan tindakan mitigasi yang paling optimal, dengan estimasi biaya paling minimal[En] Risk management is an important area of overall project management, and information systems project management in particular. Through good risk management, project leaders and stakeholders expect that the risks to project failure can be minimized by rational efforts. Risk management itself includes many activities, one of which is risk mitigation analysis and planning. An important aspect of risk mitigation analysis and planning is to assess or estimate the risks to determine the priorities and impacts of each mitigation. In general, the easiest thing a stakeholder receives in presenting risk is to calculate the cost of the risk. To perform cost calculation to mitigate risk, one of the approaches is Expected Monetary Value (EVM). Through the EVM approach, the most optimal mitigation options can be determined, with the least cost estimat
Connected by 25: Financing Policies and Practices that Support Permanency For Youth Transitioning Out of Foster Care
In an effort to strengthen philanthropic investments among its membership, the Youth Transition Funders Group (YTFG) asked a group of policy experts to provide recommendations on how foundations can work to encourage effective policy solutions on issues affecting youth in transition to adulthood. The primary challenge was to think beyond the systemic silos that so deeply shape the services and expectations of youth and move towards an overall framework that could produce improved outcomes. YTFG's work is based on the Connected by 25 framework, in which all youth reach the following outcomes by age 25:Educational achievement in preparation for career and community participation, including a high school diploma, post-secondary degree, and/or vocational certificate trainingGainful employment and/or access to career training to achieve life-long economic successConnections to a positive support system -- namely, guidance from family members and caring adults, as well as access to health, counseling, and mental health servicesThe ability to be a responsible and nurturing parentThe capacity to be actively engaged in the civic life of one's communityThis issue brief offers a summary of those recommendations, focusing on four primary transition points that often threaten the ability for youth to be connected by age 25 to the institutions and support systems that help them succeed throughout life
Health Care Leader Action Guide to Reduce Avoidable Readmissions
Outlines a four-step approach to reducing avoidable hospital readmissions. Suggests interventions during hospitalization, at discharge, and post-discharge, including patient and caregiver education, multidisciplinary care coordination, and home visits
Mainstreaming Disaster Risk Reduction in WASH: Experience in DRR Mainstreaming in Nicaragua
Nicaragua is near the top of all international lists of countries with high disaster risk. Multiple global, national, and local factors augment the hazards faced by WASH services and increase their vulnerability. This publication discusses how disaster risk reduction (DRR) started in Nicaragua and the lessons learned from it
Financing Policies and Practices that Support Permanency for Youth Transitioning Out of Foster Care
This strategy brief is one of a series of briefs exploring strategies for financing supports and services that help foster youth make successful transitions to adulthood. It was written by The Finance Project with support from the Foster Care Work Group. The Foster Care Work Group (FCWG) is one of three work groups of the Youth Transition Funders Group (YTFG), a collaboration of foundation leaders dedicated to improving the lives of the nation's most vulnerable young people. Foundation leaders participating in the YTFG are committed to achieving a common vision -- ensuring that vulnerable youth are connected by age 25 to institutions and support systems that will enable them to succeed throughout adulthood. The FCWG brings together foundation leaders with a shared interest in preparing youth in foster care for their transition out of the child welfare system and providing them pathways to lifelong economic well-being
Collecting and Using Information to Strengthen Citywide Out-of-School Time Systems
Looks at the kinds of data U.S. cities are gathering and analyzing in their efforts to build citywide systems that make high-quality after-school programs more available to children, how they collect it, and how they put it to use
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The evaluation and the effectiveness of project management in transformational e-government projects
This paper forms part of an ongoing research of a PhD degree to describe, critically evaluate and examine the underlying barriers and challenges in large e-Government initiatives. The paper invites technology to be incorporated and inculcated into the art and science of project management, and be part of a passable solution as opposed to being distinct and separate from it. The tools used have to increase the novelty (art and science) of project management through human interaction, and empower the project manager and aiding his capacity in delivering the expected outcomes. Due to inadequate implementations of project management procedures and processes, many large information technology systems (ITS) projects failed. This becomes a characteristic and encompasses e-Government project initiatives, due to ambitious program changes, major innovations, large transformations, enterprise wide solutions, collaboration across organizations’ governments and private sectors, and the implementation of unprecedented (or ambitious) solutions. This research paper critically analyses and summarises a list of e-Government challenges and barriers arising from an e-Government survey administered on behalf of the World Information Technology and Services Association (WITSA) which represents the national technology associations in 70 countries. It compares these challenges to the Project Management Body of Knowledge (PMBOK), which is the North American standard in project management methodology. In addition, it highlights the weaknesses in PMBOK to address these challenges and offers a technology-enabled enhancement to the Project Initiation Phase, the area identified as being particularly weak and inadequate in addressing e-Government initiatives and requirements
Financing Housing Supports for Youth Transitioning Out of Foster Care
This strategy brief, written by The Finance Project with support from the Foster Care Work Group (FCWG), one of three work groups of the Youth Transition Funders Group (YTFG), explores strategies for financing supports and services that help foster youth make successful transitions to adulthood. Foundation leaders participating in the YTFG are committed to achieving a common visio -- ensuring that vulnerable youth are connected by age 25 to institutions and support systems that will enable them to succeed throughout adulthood. The FCWG brings together foundation leaders with a shared interest in preparing youth in foster care for their transition out of the child welfare system and providing them pathways to lifelong economic well-being
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