Complexities of large-scale technology project failure: A forensic analysis of the Seattle popular monorail authority

“Being stuck in traffic doesn’t have to be a way of life.” This beautiful prologue came from the Elevated Transportation Company (ETC) board’s letter in the ETC Seattle Popular Monorail Plan, one of the largest public works projects ever proposed in the city of Seattle. Three years after this proposal, the Seattle Monorail Project (SMP) was shut down by voters on November 8, 2005. This paper critically analyzes the SMP through the lens of stakeholder theory. This perspective provides valuable insights into the failure of the SMP. We theorize that SMP’s failure might have been avoided had its leadership recognized the many stakeholders that had power over the plan and, more importantly, the dynamic changes in relationships between the stakeholders. Failure might also have been avoided by managing conflicts in stakeholders’ expectations. Specifically, we use stakeholder theory to develop four propositions that are relevant in the context of large-scale technology projects. One, organizations are more likely to succeed when have effective mechanisms for monitoring and evaluating interactions between stakeholders and changes in their positions in relation to their strategic innovation projects. Two, organizations are more likely to succeed when they tradeoff the conflicts in expectations and interests that stakeholders hold. Three, organizations are more likely to implement complex technology projects by understanding stakeholders’ expectations and the interplay between stakeholders. Four, organizations are more likely to achieve their innovative projects when they define stakeholders in terms of their power over their strategic objectives. The paper makes a contribution both to the research and practice of major technological infrastructure projects, strategic innovations, and government technology management

Urban informatics: Critical data and technology considerations

Cities around the world are investing significant resources toward making themselves smarter. In most cases, investments focus on leveraging data through emerging technologies that enable more real-time, automated, predictive, and intelligent decision-making by agents (humans) and objects (devices) within the city. Increasing the connectivity between the various systems and sub-systems of the city through integrative data and information management is also a critical undertaking towards making cities more intelligent. In this chapter, we frame cities as platforms. Specifically, we focus on how data and technology management is critical to the functioning of a city as an agile, adaptable, and scalable platform. The objective of this chapter is to raise your awareness of critical data and technology considerations that still need to be addressed if we are to realize the full potential of urban informatics.</p