| Description |
1 online resource (xvi, 326 pages) : illustrations |
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text txt rdacontent |
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computer c rdamedia |
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online resource cr rdacarrier |
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text file PDF |
| Bibliography |
Includes bibliography (pages 281-326) |
| Contents |
ch.1. Governance doesn't seem to be working too well -- ch.2. Understanding the sponsor, project management, and forecasting roles and disciplines -- ch.3. The sponsor: The career-limiting role -- ch.4. Project management: Superhumans required -- ch.5. Forecasting: A 'ridiculous nonsense of a process' -- ch.6. Novopay case study: Alone and set up to fail -- ch.7. EPDP: Doing things differently -- ch.8. Change the nature of what is to be governed -- appendix 1: The concepts and their relevance -- appendix 2: Part one interviewee data -- appendix 3: Novopay interviewee data -- appendix 4: EPDP interviewee data -- appendix 5: Comparison of Novopay findings with part one findings -- appendix 6: Comparison of Novopay findings with EPDP findings. |
| Summary |
"Despite much learning and research over many decades, large ICT software projects have continued to experience poor outcomes or fallen short of original expectations--some spectacularly so. This is the case in the Australian and New Zealand public sectors, even though these projects operate within historically developed institutional frameworks that provide the rules, guidelines and controls, and aim to consistently improve outcomes. Something is amiss. In Adapting for Inertia, Grant Douglas questions the effectiveness of these institutional frameworks in governing large ICT software projects in the Australian and New Zealand public sectors. He also gauges the perspectives of a large number of actors in projects in both sectors and examines two case studies in detail. The main narrative to emerge is that the institutional frameworks are in a state of inertia: they are failing to adapt, owing to various institutional factors--all of which have public policy implications. Sadly, Douglas finds, this inertia is likely to continue. If there is difficulty in changing the capacity to govern, he proposes, policymakers should look to change the nature of what is to be governed." From publisher website. |
| Note |
Unless stated otherwise, the author retains copyright to their work while ANU Press retains exclusive worldwide rights for the distribution of the book. From 2018, the majority of ANU Press titles are published under a Creative Commons licence (CC BY-NC-ND; creativecommons.org/licenses/by-nc-nd/4.0/), which broadens the ways in which works can be used and distributed. Please refer to the copyright page of each |
| Access |
National edeposit: Available online Unrestricted online access. star AU-CaNED |
| Subject |
Public administration -- Information technology -- Australia.
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Public administration -- Information technology -- New Zealand.
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Civil service -- Australia -- Data processing.
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Civil service -- New Zealand -- Data processing.
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Internet in public administration -- Australia.
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Internet in public administration -- New Zealand.
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Public administration -- Information resources management -- Australia.
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Public administration -- Information resources management -- New Zealand.
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Electronic government information -- Australia.
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Electronic government information -- New Zealand.
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Politics & government.
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Administration publique (Science) -- Australie -- Technologie de l'information.
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Administration publique (Science) -- Nouvelle-Zélande -- Technologie de l'information.
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Internet dans l'administration publique -- Australie.
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Internet dans l'administration publique -- Nouvelle-Zélande.
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Administration publique (Science) -- Gestion de l'information -- Australie.
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Administration publique (Science) -- Gestion de l'information -- Nouvelle-Zélande.
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| Other Form: |
Print version: Adapting for inertia : delivering large government ICT projects in Australia and New Zealand. Canberra, ACT, Australia : ANU Press, 2023 9781760466091 |
| ISBN |
9781760466107 (electronic bk.) |
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1760466107 (electronic bk.) |
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9781760466091 (print) |
| Standard No. |
AUNED 000075906991 |
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