The Experts below are selected from a list of 54 Experts worldwide ranked by ideXlab platform
Kevin C. Desouza - One of the best experts on this subject based on the ideXlab platform.
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Unpacking complexities of mega-scale public sector information technology projects: An ecosystem perspective
French Journal of Management Information Systems, 2018Co-Authors: Isabelle Fagnot, Kevin C. DesouzaAbstract:English Mega-scale information technology (IT) projects in the public sector are significant undertakings operating within an ecosystem of stakeholders, resources, and constraints. The track record of these projects is abysmal. Employing an ecosystems lens, we study three failed mega-scale public sector IT projects: the U.S. Federal Bureau of Investigation’s (FBI) Virtual Case File (VCF), the U.S. federal government’s HealthCare.gov project, and Great Britain’s National Programme for IT (NPfIT). A forensic analysis of these projects was conducted employing the Qualitative Media Analysis (QMA) methodology. The findings suggest several stakeholders in a public IT project assume roles analogous to different types of species in an ecosystem, with the public agency sponsoring the project as the keystone species. Specifically, the findings show that the public agency is susceptible to failure in hiring key personnel without proper knowledge and experience, and failure in responding to early signals alerting the impending implosion of the project ecosystem. In addition, flawed relationships between the public agency and contractors, and flawed relationship between the legislature and the public agency also contributed significantly to project failure. French Les projets de technologies de l'information (TI) a grande echelle dans le secteur public sont des entreprises importantes qui operent dans un ecosysteme d'intervenants, de ressources et de contraintes. En utilisant le concept d'ecosysteme, ce projet de recherche etudie trois projets TI a grande echelle dans le secteur public qui ont echoue: le U.S. Federal Bureau of Investigation's (FBI) Virtual Case File (VCF), le projet U.S. federal government's HealthCare. gov et le projet britannique National Programme for IT (NPfIT). Une analyse de ces projets a ete realisee a l'aide de la methodologie Analyse Qualitative Media (QMA). Les resultats suggerent que plusieurs parties prenantes dans un grand projet public TI assument des roles analogues a differents types d'especes dans un ecosysteme avec l'agence publique soutenant le projet dans en tant qu'espece cle. Plus precisement, les resultats montrent que l'agence publique est susceptible de ne pas embaucher du personnel cle ayant les connaissances et l'experience appropriees, et de ne pas reagir aux signaux precoces alertant sur l'imminence de l'implosion de l'ecosysteme du projet. De plus, les failles dans les relations entre l'organisme public et les entrepreneurs sous contrat et dans les relations entre la legislature et l'organisme public contribuent egalement de facon importante a l'echec du projet.
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Unpacking Complexities of Mega-Scale Public Sector Information Technology Projects: An Ecosystem Perspective
Systèmes d'information & management, 2018Co-Authors: Isabelle Fagnot, Kevin C. DesouzaAbstract:English Mega-scale information technology (IT) projects in the public sector are significant undertakings operating within an ecosystem of stakeholders, resources, and constraints. The track record of these projects is abysmal. Employing an ecosystems lens, we study three failed mega-scale public sector IT projects: the U.S. Federal Bureau of Investigation’s (FBI) Virtual Case File (VCF), the U.S. federal government’s HealthCare.gov project, and Great Britain’s National Programme for IT (NPfIT). A forensic analysis of these projects was conducted employing the Qualitative Media Analysis (QMA) methodology. The findings suggest several stakeholders in a public IT project assume roles analogous to different types of species in an ecosystem, with the public agency sponsoring the project as the keystone species. Specifically, the findings show that the public agency is susceptible to failure in hiring key personnel without proper knowledge and experience, and failure in responding to early signals alerting the impending implosion of the project ecosystem. In addition, flawed relationships between the public agency and contractors, and flawed relationship between the legislature and the public agency also contributed significantly to project failure. French Les projets de technologies de l'information (TI) à grande échelle dans le secteur public sont des entreprises importantes qui opèrent dans un écosystème d'intervenants, de ressources et de contraintes. En utilisant le concept d'écosystème, ce projet de recherche étudie trois projets TI à grande échelle dans le secteur public qui ont échoué: le U.S. Federal Bureau of Investigation's (FBI) Virtual Case File (VCF), le projet U.S. federal government's HealthCare. gov et le projet britannique National Programme for IT (NPfIT). Une analyse de ces projets a été réalisée à l'aide de la méthodologie Analyse Qualitative Média (QMA). Les résultats suggèrent que plusieurs parties prenantes dans un grand projet public TI assument des rôles analogues à différents types d'espèces dans un écosystème avec l'agence publique soutenant le projet dans en tant qu'espèce clé. Plus précisément, les résultats montrent que l'agence publique est susceptible de ne pas embaucher du personnel clé ayant les connaissances et l'expérience appropriées, et de ne pas réagir aux signaux précoces alertant sur l'imminence de l'implosion de l'écosystème du projet. De plus, les failles dans les relations entre l'organisme public et les entrepreneurs sous contrat et dans les relations entre la législature et l'organisme public contribuent également de façon importante à l'échec du projet
Isabelle Fagnot - One of the best experts on this subject based on the ideXlab platform.
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Unpacking complexities of mega-scale public sector information technology projects: An ecosystem perspective
French Journal of Management Information Systems, 2018Co-Authors: Isabelle Fagnot, Kevin C. DesouzaAbstract:English Mega-scale information technology (IT) projects in the public sector are significant undertakings operating within an ecosystem of stakeholders, resources, and constraints. The track record of these projects is abysmal. Employing an ecosystems lens, we study three failed mega-scale public sector IT projects: the U.S. Federal Bureau of Investigation’s (FBI) Virtual Case File (VCF), the U.S. federal government’s HealthCare.gov project, and Great Britain’s National Programme for IT (NPfIT). A forensic analysis of these projects was conducted employing the Qualitative Media Analysis (QMA) methodology. The findings suggest several stakeholders in a public IT project assume roles analogous to different types of species in an ecosystem, with the public agency sponsoring the project as the keystone species. Specifically, the findings show that the public agency is susceptible to failure in hiring key personnel without proper knowledge and experience, and failure in responding to early signals alerting the impending implosion of the project ecosystem. In addition, flawed relationships between the public agency and contractors, and flawed relationship between the legislature and the public agency also contributed significantly to project failure. French Les projets de technologies de l'information (TI) a grande echelle dans le secteur public sont des entreprises importantes qui operent dans un ecosysteme d'intervenants, de ressources et de contraintes. En utilisant le concept d'ecosysteme, ce projet de recherche etudie trois projets TI a grande echelle dans le secteur public qui ont echoue: le U.S. Federal Bureau of Investigation's (FBI) Virtual Case File (VCF), le projet U.S. federal government's HealthCare. gov et le projet britannique National Programme for IT (NPfIT). Une analyse de ces projets a ete realisee a l'aide de la methodologie Analyse Qualitative Media (QMA). Les resultats suggerent que plusieurs parties prenantes dans un grand projet public TI assument des roles analogues a differents types d'especes dans un ecosysteme avec l'agence publique soutenant le projet dans en tant qu'espece cle. Plus precisement, les resultats montrent que l'agence publique est susceptible de ne pas embaucher du personnel cle ayant les connaissances et l'experience appropriees, et de ne pas reagir aux signaux precoces alertant sur l'imminence de l'implosion de l'ecosysteme du projet. De plus, les failles dans les relations entre l'organisme public et les entrepreneurs sous contrat et dans les relations entre la legislature et l'organisme public contribuent egalement de facon importante a l'echec du projet.
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Unpacking Complexities of Mega-Scale Public Sector Information Technology Projects: An Ecosystem Perspective
Systèmes d'information & management, 2018Co-Authors: Isabelle Fagnot, Kevin C. DesouzaAbstract:English Mega-scale information technology (IT) projects in the public sector are significant undertakings operating within an ecosystem of stakeholders, resources, and constraints. The track record of these projects is abysmal. Employing an ecosystems lens, we study three failed mega-scale public sector IT projects: the U.S. Federal Bureau of Investigation’s (FBI) Virtual Case File (VCF), the U.S. federal government’s HealthCare.gov project, and Great Britain’s National Programme for IT (NPfIT). A forensic analysis of these projects was conducted employing the Qualitative Media Analysis (QMA) methodology. The findings suggest several stakeholders in a public IT project assume roles analogous to different types of species in an ecosystem, with the public agency sponsoring the project as the keystone species. Specifically, the findings show that the public agency is susceptible to failure in hiring key personnel without proper knowledge and experience, and failure in responding to early signals alerting the impending implosion of the project ecosystem. In addition, flawed relationships between the public agency and contractors, and flawed relationship between the legislature and the public agency also contributed significantly to project failure. French Les projets de technologies de l'information (TI) à grande échelle dans le secteur public sont des entreprises importantes qui opèrent dans un écosystème d'intervenants, de ressources et de contraintes. En utilisant le concept d'écosystème, ce projet de recherche étudie trois projets TI à grande échelle dans le secteur public qui ont échoué: le U.S. Federal Bureau of Investigation's (FBI) Virtual Case File (VCF), le projet U.S. federal government's HealthCare. gov et le projet britannique National Programme for IT (NPfIT). Une analyse de ces projets a été réalisée à l'aide de la méthodologie Analyse Qualitative Média (QMA). Les résultats suggèrent que plusieurs parties prenantes dans un grand projet public TI assument des rôles analogues à différents types d'espèces dans un écosystème avec l'agence publique soutenant le projet dans en tant qu'espèce clé. Plus précisément, les résultats montrent que l'agence publique est susceptible de ne pas embaucher du personnel clé ayant les connaissances et l'expérience appropriées, et de ne pas réagir aux signaux précoces alertant sur l'imminence de l'implosion de l'écosystème du projet. De plus, les failles dans les relations entre l'organisme public et les entrepreneurs sous contrat et dans les relations entre la législature et l'organisme public contribuent également de façon importante à l'échec du projet
Jack T. Marchewka - One of the best experts on this subject based on the ideXlab platform.
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The FBI Virtual Case File: A Case Study
2016Co-Authors: Jack T. MarchewkaAbstract:The Federal Bureau of Investigation (FBI) began developing a Case management software system called the Virtual Case File in 2000, but eventually abandoned the project in April 2005. The cost of this project was estimated to be over $170 million, and this waste of tax payer money drew sharp criticism. The impetus for the project was due to the FBI’s aging technology infrastructure that included 386-based personal computers and a 12-year-old network system. In 2000, Congress allocated almost $340 million for the proposed FBI Information Technology Upgrade Project (FITUP) that was soon divided into three parts and renamed Trilogy. This project was scheduled to take three years and included an enterprise-wide upgrade of desktop hardware and software and the implementation of a more modern and secure network. In addition, a Virtual Case File system would include a Case management system, an evidence management system, and a records management system that would replace the FBI’s antiquated Case management system which limited the FBI’s ability to carry out its mission effectively. This study provides a qualitative analysis of this IT project failure. More specifically, this study attempts to answer the questions: Was the failure of the FBI’s Virtual Case File project unique
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The FBI Virtual Case File: A Case Study
Communications of the IIMA, 2010Co-Authors: Jack T. MarchewkaAbstract:The Federal Bureau of Investigation (FBI) began developing a Case management software system called the Virtual Case File in 2000, but eventually abandoned the project in April 2005. The cost of this project was estimated to be over $170 million, and this waste of tax payer money drew sharp criticism. The impetus for the project was due to the FBI’s aging technology infrastructure that included 386-based personal computers and a 12-year-old network system. In 2000, Congress allocated almost $340 million for the proposed FBI Information Technology Upgrade Project (FITUP) that was soon divided into three parts and renamed Trilogy. This project was scheduled to take three years and included an enterprise-wide upgrade of desktop hardware and software and the implementation of a more modern and secure network. In addition, a Virtual Case File system would include a Case management system, an evidence management system, and a records management system that would replace the FBI’s antiquated Case management system which limited the FBI’s ability to carry out its mission effectively. This study provides a qualitative analysis of this IT project failure. More specifically, this study attempts to answer the questions: Was the failure of the FBI’s Virtual Case File project unique? Or does it share common characteristics with other IT project failures? This Case study should be of interest to IT academics in terms of teaching project management or as a theoretical basis for guiding future research. This study should also be of interest to IT practitioners in terms of understanding some important project management challenges when attempting to implement an IT solution.
Desouza Kevin - One of the best experts on this subject based on the ideXlab platform.
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Unpacking complexities of mega-scale public sector information technology projects: An ecosystem perspective
AIS Electronic Library (AISeL), 2019Co-Authors: Fagnot Isabelle, Ye Chen, Desouza KevinAbstract:Mega-scale information technology (IT) projects in the public sector are significant undertakings operating within an ecosystem of stakeholders, resources, and constraints. The track record of these projects is abysmal. Employing an ecosystems lens, we study three failed mega-scale public sector IT projects: the U.S. Federal Bureau of Investigation’s (FBI) Virtual Case File (VCF), the U.S.federal government’s HealthCare.gov project, and Great Britain’s National Programme for IT (NPfIT). A forensic analysis of these projects was conducted employing the Qualitative Media Analysis (QMA) methodology. The findings suggest several stakeholders in a public IT project assume roles analogous to different types of species in an ecosystem, with the public agency sponsoring the project as the keystone species. Specifically, the findings show that the public agency is susceptible to failure in hiring key personnel with proper knowledge and experience, and failure in responding to early signals alerting the impending implosion of the project ecosystem. In addition, flawed relationships between the public agency and contractors, and flawed relationship between the legislature and the public agency also contributed significantly to project failure
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Complexités des projets publics à grande échelle dans le secteur des technologies de l’information: Une perspective des écosystèmes
EDITIONS ESKA, 2018Co-Authors: Fagnot Isabelle, Ye Chen, Desouza KevinAbstract:oai:ojs.revusim.org:article/782Mega-scale information technology (IT) projects in the public sector are significant undertakings operating within an ecosystem of stakeholders, resources, and constraints. The track record of these projects is abysmal. Employing an ecosystems lens, we study three failed mega-scale public sector IT projects: the U.S. Federal Bureau of Investigation’s (FBI) Virtual Case File (VCF), the U.S.federal government’s HealthCare.gov project, and Great Britain’s National Programme for IT (NPfIT). A forensic analysis of these projects was conducted employing the Qualitative Media Analysis (QMA) methodology. The findings suggest several stakeholders in a public IT project assume roles analogous to different types of species in an ecosystem, with the public agency sponsoring the project as the keystone species. Specifically, the findings show that the public agency is susceptible to failure in hiring key personnel with proper knowledge and experience, and failure in responding to early signals alerting the impending implosion of the project ecosystem. In addition, flawed relationships between the public agency and contractors, and flawed relationship between the legislature and the public agency also contributed significantly to project failure.Les projets de technologies de l'information (TI) à grande échelle dans le secteur public sont des entreprises importantes qui opèrent dans un écosystème d'intervenants, de ressources et de contraintes. En utilisant le concept d’écosystème, ce projet de recherche étudie trois projets TI à grande échelle dans le secteur public qui ont échoué: le U.S. Federal Bureau of Investigation’s (FBI) Virtual Case File (VCF), le projet U.S.federal government’s HealthCare.gov et le projet britannique National Programme for IT (NPfIT). Une analyse de ces projets a été réalisée à l'aide de la méthodologie Analyse Qualitative Média (QMA). Les résultats suggèrent que plusieurs parties prenantes dans un grand projet public TI assument des rôles analogues à différents types d'espèces dans un écosystèmeavec l'agence publique soutenant le projet dans en tant qu'espèce clé. Plus précisément, les résultats montrent que l'agence publique est susceptible de ne pas embaucher du personnel clé ayant les connaissances et l'expérience appropriées, et de ne pas réagir aux signaux précoces alertant sur l'imminence de l'implosion de l'écosystème du projet. De plus, les failles dans les relations entre l'organisme public et les entrepreneurs sous contrat et dans les relations entre la législature et l'organisme public contribuent également de façon importante à l'échec du projet
Fagnot Isabelle - One of the best experts on this subject based on the ideXlab platform.
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Unpacking complexities of mega-scale public sector information technology projects: An ecosystem perspective
AIS Electronic Library (AISeL), 2019Co-Authors: Fagnot Isabelle, Ye Chen, Desouza KevinAbstract:Mega-scale information technology (IT) projects in the public sector are significant undertakings operating within an ecosystem of stakeholders, resources, and constraints. The track record of these projects is abysmal. Employing an ecosystems lens, we study three failed mega-scale public sector IT projects: the U.S. Federal Bureau of Investigation’s (FBI) Virtual Case File (VCF), the U.S.federal government’s HealthCare.gov project, and Great Britain’s National Programme for IT (NPfIT). A forensic analysis of these projects was conducted employing the Qualitative Media Analysis (QMA) methodology. The findings suggest several stakeholders in a public IT project assume roles analogous to different types of species in an ecosystem, with the public agency sponsoring the project as the keystone species. Specifically, the findings show that the public agency is susceptible to failure in hiring key personnel with proper knowledge and experience, and failure in responding to early signals alerting the impending implosion of the project ecosystem. In addition, flawed relationships between the public agency and contractors, and flawed relationship between the legislature and the public agency also contributed significantly to project failure
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Complexités des projets publics à grande échelle dans le secteur des technologies de l’information: Une perspective des écosystèmes
EDITIONS ESKA, 2018Co-Authors: Fagnot Isabelle, Ye Chen, Desouza KevinAbstract:oai:ojs.revusim.org:article/782Mega-scale information technology (IT) projects in the public sector are significant undertakings operating within an ecosystem of stakeholders, resources, and constraints. The track record of these projects is abysmal. Employing an ecosystems lens, we study three failed mega-scale public sector IT projects: the U.S. Federal Bureau of Investigation’s (FBI) Virtual Case File (VCF), the U.S.federal government’s HealthCare.gov project, and Great Britain’s National Programme for IT (NPfIT). A forensic analysis of these projects was conducted employing the Qualitative Media Analysis (QMA) methodology. The findings suggest several stakeholders in a public IT project assume roles analogous to different types of species in an ecosystem, with the public agency sponsoring the project as the keystone species. Specifically, the findings show that the public agency is susceptible to failure in hiring key personnel with proper knowledge and experience, and failure in responding to early signals alerting the impending implosion of the project ecosystem. In addition, flawed relationships between the public agency and contractors, and flawed relationship between the legislature and the public agency also contributed significantly to project failure.Les projets de technologies de l'information (TI) à grande échelle dans le secteur public sont des entreprises importantes qui opèrent dans un écosystème d'intervenants, de ressources et de contraintes. En utilisant le concept d’écosystème, ce projet de recherche étudie trois projets TI à grande échelle dans le secteur public qui ont échoué: le U.S. Federal Bureau of Investigation’s (FBI) Virtual Case File (VCF), le projet U.S.federal government’s HealthCare.gov et le projet britannique National Programme for IT (NPfIT). Une analyse de ces projets a été réalisée à l'aide de la méthodologie Analyse Qualitative Média (QMA). Les résultats suggèrent que plusieurs parties prenantes dans un grand projet public TI assument des rôles analogues à différents types d'espèces dans un écosystèmeavec l'agence publique soutenant le projet dans en tant qu'espèce clé. Plus précisément, les résultats montrent que l'agence publique est susceptible de ne pas embaucher du personnel clé ayant les connaissances et l'expérience appropriées, et de ne pas réagir aux signaux précoces alertant sur l'imminence de l'implosion de l'écosystème du projet. De plus, les failles dans les relations entre l'organisme public et les entrepreneurs sous contrat et dans les relations entre la législature et l'organisme public contribuent également de façon importante à l'échec du projet
