In this chapter:
Management Overview
Implementing e-Government projects is a complex undertaking, especially if e-Government is addressed, as it should be, within a broader context of governmental reform and ICT development. Changing the way government functions may lead to resistance. Establishing clear lines of responsibility can help guide change, and benchmarks can measure progress and identify areas that need further attention. Government officials at all levels, from policy-makers to civil servants who interface daily with the public, should understand ICTs in general and e-Government in particular.
The following factors can contribute to the successful implementation of an e-Government project:
- e-Government objectives, including the relationship among technology, process and institutional reform, have been clearly defined and articulated to the public.
- Top leadership demonstrates a commitment to e-Government projects.
- Stakeholders were consulted and involved in the planning processes.
- A management structure (government wide and agency-by-agency) provides oversight and measures performance.
- A mechanism is created to support cross-agency cooperation.
- A realistic funding strategy is established and evaluated regularly.
- Measurable performance targets are specified and progress is monitored.
- Feedback is encouraged from target audiences.
- A process is in place, and a responsible decision-maker is identified, for setting resource priorities among competing projects.
- Mechanisms are in place and utilized for making corrective adjustments in light of actual experience, changing conditions, and new ideas and opportunities.
Chief Information Officers
Management Resources
Additional chapter of this toolkit address other management issues:
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