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oapen-20.500.12657-879742024-03-28T14:03:23Z Adapting for Inertia Douglas, Grant Governance of government ICT projects Institutional framework for government ICT projects Public policy for government ICT projects Large government ICT projects Large ICT projects in the Australian and New Zealand public sectors thema EDItEUR::J Society and Social Sciences::JP Politics and government::JPA Political science and theory thema EDItEUR::J Society and Social Sciences::JP Politics and government::JPP Public administration thema EDItEUR::K Economics, Finance, Business and Management::KJ Business and Management::KJU Organizational theory and behaviour 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. 2024-02-23T15:26:18Z 2024-02-23T15:26:18Z 2023 book ONIX_20240223_9781760466107_4 9781760466107 9781760466091 https://library.oapen.org/handle/20.500.12657/87974 eng application/pdf Attribution-NonCommercial-NoDerivatives 4.0 International book.pdf ANU Press ANU Press 10.22459/AI.2023 10.22459/AI.2023 ddc8cc3f-dd57-40ef-b8d5-06f839686b71 9781760466107 9781760466091 ANU Press 342 Canberra open access
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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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