Managing information technology projects in the public sector.
A framework to address the requirements of managing large scale information technology (IT) projects in the public sector is presented. The differences between public and private organizations are examined, and recent trends in human resource management systems (HRMS) are outlined. A case study of...
| Publicado en: | Public Administration Review Vol. 55; pp. 559 - 567 |
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| Autores principales: | , |
| Formato: | Artículo |
| Publicado: |
Wiley-Blackwell
November/December 1995
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=508574504&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 508574504 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00333352 PBA jtl: Public Administration Review issn: 00333352 maglogo: N pubinfo: dt: November/December 1995 vid: 55 pid: 480 pub: Wiley-Blackwell artinfo: ui: 508574504 10.2307/3110347 ppf: 559 ppct: 8 formats: fmt: – @attributes: type: T – @attributes: type: P size: 1.8MB tig: atl: Managing information technology projects in the public sector. aug: au: Cats-Baril, William Thompson, Ronald L. su: Government computer systems Management Information technology Personnel management United States sug: subj: United States Government computer systems Management Information technology Personnel management ab: A framework to address the requirements of managing large scale information technology (IT) projects in the public sector is presented. The differences between public and private organizations are examined, and recent trends in human resource management systems (HRMS) are outlined. A case study of the State of Vermont's HRMS is provided, detailing how concerns expressed in 1987 by the director of payroll for Vermont over the existing payroll system led to a major systems project being undertaken, how the project was two years late and more than $1 million over budget, and how, by early 1995, the system was still encountering some problems. This case is used to illustrate many of the pitfalls of public sector management of IT projects. Finally, modifications to private sector management techniques are proposed, and lessons that can be learned from the HRMS experience are identified. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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