Adapting for Inertia
eBook - PDF

Adapting for Inertia

Delivering Large Government ICT Projects in Australia and New Zealand

  1. 342 pages
  2. English
  3. PDF
  4. Available on iOS & Android
eBook - PDF

Adapting for Inertia

Delivering Large Government ICT Projects in Australia and New Zealand

About this book

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.

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Yes, you can access Adapting for Inertia by Grant Douglas in PDF and/or ePUB format, as well as other popular books in Politics & International Relations & Public Affairs & Administration. We have over one million books available in our catalogue for you to explore.

Table of contents

  1. List of illustrations
  2. Abbreviations
  3. Acknowledgements
  4. Preface
  5. 1. Governance doesn’t seem to be working too well
  6. 2. Understanding the sponsor, project management, and forecasting roles and disciplines
  7. 3. The sponsor: The career-limiting role
  8. 4. Project management: Superhumans required
  9. 5. Forecasting: A ‘ridiculous nonsense of a process’
  10. 6. Novopay case study: Alone and set up to fail
  11. 7. EPDP: Doing things differently
  12. 8. Change the nature of what is to be governed
  13. Appendix 1: The concepts and their relevance
  14. Appendix 2: Part one interviewee data
  15. Appendix 3: Novopay interviewee data
  16. Appendix 4: EPDP interviewee data
  17. Appendix 5: Comparison of Novopay findings with part one findings
  18. Appendix 6: Comparison of Novopay findings with EPDP findings
  19. Bibliography