Delivering professional projects

Abstract

PurposeOwing to inadequate implementations of project management (PM) procedures and processes, many large information technology systems (ITS) projects failed to deliver its promises. Also, many of the failures in the implementation of large ITS projects around the world have been attributed to inadequate PM action. This criticism encompasses e‐government project initiatives which have attempted ambitious program change, major innovations, large transformations, enterprise wide solutions, collaboration across organisations, governments and private sectors, and the implementation of unprecedented (or ambitious) solutions. The purpose of this paper is to examine these issues.Design/methodology/approachThis 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. Also, this paper examines change in organisations due to the change in the global economy and global information society as new technology is changing the nature of work. It identifies and examines the current and foreseeing problems with large e‐government projects and describes how a sociotechnical approach which takes into account, technical, business, citizen, economic needs in the creation of a sociotechnical ITS for future citizens. In addition, the paper offers a technology‐enabled enhancement to the project‐initiation phase, the area identified as being particularly weak and inadequate in addressing initial requirements of e‐government initiatives.FindingsThe paper proposes that technology can be incorporated into the professional practice of PM. It can also be a part of a passable solution as opposed to being distinct and separate from it. The PM supporting tools, as opposed to merely reporting actual versus plans have to increase the novelty (art and science) of PM through human interaction, empower the project manager and in aiding his capacity in delivering the expected outcomes.Social implicationsThe paper demonstrates the value of effective project managers within the wider context of PM in transformational e‐government initiatives. It believes that this research will have an impact on three important areas, namely project management practice (PMC), e‐government projects and the transformation process of large projects in the public sector. This paper is about changing culture and practice of PMC in handling and managing large projects when different parties involve including outsourcing. This paper investigates and addresses, not only the transformation process of e‐government projects, but also, the transformation of PM professional culture (i.e. PMC) that delivers and works.Originality/valueThis research paper contributes to the existing literature of PM of large e‐government transformational processes. The paper addresses a number of e‐government challenges, by critically analysing and summarising a list of e‐government challenges and barriers arising from an e‐government survey administered on behalf of the World Information Technology and Services Alliance 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 PM methodology. Also, it highlights the weaknesses in PMBOK to address these challenges and offers a technology‐enabled enhancement to the project‐initiation phase. This is the strength of this paper.

Initiation of capital projects in industries having an operational focus: an Australian stevedoring case example

“…The organisation unsuccessfully attempted to use proven methodologies to initiate projects. This finding might support Furlong et al (2010) claims who considered that the PMBOK methodology is built on a traditional manufacturing and industrial approach to managing projects and suggested some improvements during the initiation phase.…”

“…This is not the case in practice as many projects pass the initiation phase too quickly which results in problems such as failing to define the cost and benefits associated with the project, assuming feasibility of the solution without testing and lack of sound baseline performance measures (Westland, 2006, p. 16). Furlong et al (2010) considered that the PMBOK methodology is built on a traditional manufacturing and industrial approach to managing projects. To increase the chances of project success they suggested some enhancements to PMBOK for e-government projects.…”

“…Furlong et al (2010) considered that the PMBOK methodology is built on a traditional manufacturing and industrial approach to managing projects. To increase the chances of project success they suggested some enhancements to PMBOK for e-government projects.…”

“…Despite the existence of general project management methodologies, industries having a strong operational focus sometimes consider these methods are not practical for their specific situations. Some researchers (Furlong et al , 2010; Mullaly, 2015) have even suggested the existing body of knowledge has inadequacies and weaknesses when considering the initiation phase. This is particularly so for organisations (e.g.…”

Why Has Project Management (PMBOK) Hindered Instead of Advanced Transformational e-Government?

“…Creating transformational e-Government citizen-centric solutions and organizations requires (Elliman & Irani, 2007;Schwester, 2009) The objective of this paper is to report on research findings that uncovered a synergistic compendium of ten international challenges that have hindered the advancement and success of transformational e-Government. In addition, this paper outlines the analysis comparing each of the challenges to the North American standard, the Project Management Body of Knowledge (PMBOK); summarizes the limitations within PMBOK to address; and offers the nascent beginnings to develop recommendations to the project management discipline (Furlong, 2012;Furlong & Al-Karaghouli, 2009).…”