E-government success factors.pdf

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E-government success factors Mapping practical tools to

theoretical foundations

J Ramon Gil-Garcıa Theresa A PardoT

Center for Technology in Government University at Albany Albany NY 12205-1138 USA

Abstract

Strategies are systematic and long-term approaches to problems Federal state and local

governments are investing in the development of strategies to further their e-government goals These

strategies are based on their knowledge of the field and the relevant resources available to them

Governments are communicating these strategies to practitioners through the use of practical guidesThe guides provide direction to practitioners as they consider make a case for and implement IT

initiatives This article presents an analysis of a selected set of resources government practitioners use to

guide their e-government efforts A selected review of current literature on the challenges to information

technology initiatives is used to create a framework for the analysis A gap analysis examines the extent

to which IT-related research is reflected in the practical guides The resulting analysis is used to identify

a set of commonalities across the practical guides and a set of recommendations for future development

of practitioner guides and future research into e-government initiatives

D 2005 Elsevier Inc All rights reserved

Keywords Information technology Government IT implementation Success factors Relevance

1 Introduction

E-government has been conceptualized as the intensive or generalized use of information

technologies in government for the provision of public services the improvement of

0740-624X$ - see front matter D 2005 Elsevier Inc All rights reserved

doi101016jgiq200502001

T Corresponding author

E-mail address tpardoctgalbanyedu (TA Pardo)

Government Information Quarterly 22 (2005) 187ndash216



managerial effectiveness and the promotion of democratic values and mechanisms1

Information technology (IT) has the potential to transform government structures and to

improve the quality of government services Technology provides two main opportunities for government (1) increased operational efficiency by reducing costs and increasing

productivity and (2) better quality of services provided by government agencies Realizing

the benefits of these technologies requires organizations to understand and overcome the

challenges to their efforts Technological complexity and incompatibility are not the only nor

the most difficult challenges to overcome Managerial political and legal factors have been

identified as important elements to take into consideration in the design and development of

IT initiatives as well2 Politics privacy concerns turf and other institutional arrangements

can also affect the results of an IT project3

Information managers in government must be aware of the many problems they face in IT-intensive projects IT initiatives in general and e-government projects in particular face

multiple and complex challenges4 Identifying and overcoming these challenges is not always

easy Many national state and local governments are developing tools to help managers

make decisions about IT investments and implementation The purpose of this article is to

examine the extent to which IS research informs the development of practitioner tools for

government IT decision makers Four tools were selected as the focus of this examination

based on their visibility and central role in informing practitioners at the national level in the

United States and Canada and at the state level within the United States The examination

produced a number of observations about the practical tools in terms of their treatment of thechallenges to e-government and strategies for successful IT initiatives as identified by current

research It also produced a set of recommendations for future efforts in both research and

practice

This article is divided in seven sections including these introductory comments Section 2

frames the debate about e-government research and relevance issues Section 3 describes the

method used in this comparative effort Section 4 presents some challenges and IT success

factors identified in different disciplines Section 5 introduces the four practical tools selected

for this study Section 6 identifies how the challenges and factors drawn from the various

disciplinary literature have been incorporated into the selected set of tools Finally the article

offers some conclusions and recommendations

2 E-government research and relevance issues

As the interest in and pressure for new and expanded e-government increases public

managers find themselves making decisions about information and information technology

for which they are often unprepared or ill-equipped Recognition of the complexity and risk

of IT decisions and of the broad range of public managers involved in making these types of

decisions has spurred the development of many structured and rigorous tools to support IT business case analysis and risk assessment strategies These strategies recommended in some

government agencies and required in others provide guidance for IT decision making within

particular organizational contexts

JR Gil-Garcıa TA Pardo Government Information Quarterly 22 (2005) 187ndash216 188



It is important for both practitioners and researchers that these tools be grounded in the

latest information systems research and practice At this point however there is no empirical

evidence that this goal has been achieved The extent to which practitioners have found theresults of years of IS research relevant to their efforts to produce tools that limit the risk of IT

initiatives is unclear A continuing high level of systems failures however encourages an

examination of the relationship between research and practice

The latest debate about the relevance of information systems research was presented in the

March 2001 issue of the Communications of the Association for Information Systems

(CAIS) This issue presented the thoughts concerns and recommendations of a wide range of

researcher s in the field The 26 articles included discussions about (1) expanding the notion of

relevance5 (2) the question of relevance to whom6 and (3) the need for better matches

between academic research goals and goals of constituents7

Paul Gray the editor of CAIS inhis introduction to the special issue describes the relevance issue as one that bconcerns the

importance of academic IS research to the practitioner community Q 8 According to Gray the

authors of the 26 papers in the special issue seem to have consensus that published work is

not being read by practitioners The explanations presented for this gap include abstractedness

of writing lack of practical experience of faculty latency of publication of academic research

and a failure to focus on applications for non-business constituencies such as the public sector

and the community use of computing9

Therefore the summary concern stated from articles and surveys is that practitioners are

not reading researchmdashthe inference being therefore it is not informing their practices The premise of this article is that an examination of the tools being used by practitioners for

evidence of empirically supported practices and strategies will inform this discussion We

may find that although practitioners are not systematically reading research they realize the

benefit of research that is incorporated into the practical guides they are reading and in some

cases required to use

3 Method

A gap analysis between a selected set of practitioner tools and a set of key success factors of IT initiatives has the potential to inform questions about the relationship between research and

practice A gap analysis strategy represents an opportunity to do a component-by-component

analysis to determine the extent to which the design of each reflects awareness of relevant

research on information systems success10 This strategy could also inform future refinement

of practical tools as well as suggest strategies for the future development of research-based

practical tools The gap analysis is comprised of the four-step process outlined below

First a review of current literature in information systems research is used to identify

factors found to influence the success of IT initiatives This review includes the scanning of

the last 5 years (1999ndash2003) of five top journals in public administration11

Articles with afocus on e-government success factors were selected The literature review also includes

selected journal articles and book chapters that specifically address IT success factors in both

public and private organizations




Second the research identified and described a set of tools used for government IT

initiatives These tools were selected based on their visibility and central role in informing

practitioners at the national level in the United States and Canada and at the state level withinthe United States The review and description of the tools was selective and based on sections

that explicitly deal with IT risks and success factors Third a comparison of the factors

against the selective descriptions was conducted This comparison focused on four categories

of challenges and strategies found in the IS success literature Fourth an identification of the

gaps between the research and the practical tools is presented and discussed

4 E-government challenges and success strategies a review of the literature

A number of disciplines have invested in efforts to build understanding of the challenges in

information technology initiatives Research focused on technology management policy

information and organizational issues have all contributed to knowledge about these

challenges12

Simultaneously government practitioners have worked to improve their chances for

success by developing and adopting multiple and sometimes interrelated strategies for

responding to challenges to their IT initiatives The research community too has continued to

invest in research into the success of IT initiatives Practitioner and research efforts are

moving beyond a view of technology as the primary determinant of success and are seeking

more broadly based and sophisticated understanding of the interaction among technology

organizations and environments

41 Challenges to e-government initiatives

Although there is no single list of challenges to e-government initiatives notable

consistencies exist across the disciplines These consistent challenges are organized here as

primary challenges to e-government as information systems in context (see Table 1) The

primary challenges are grouped into five categories according to their core aspect (1)

information and data (2) information technology (3) organizational and managerial (4) legaland regulatory and (5) institutional and environmental

411 Information and data challenges

E-government initiatives are about the capture management use dissemination and

sharing of information A number of the challenges relate to the information that is at the core

of e-government initiatives Redman13 Kaplan et al14 and Ballou and Tayi15 are among the

many scientists who focus their research on data quality and data accuracy issues According to

Redman16 data quality problems include inaccuracies inconsistencies and incompleteness of

data Kaplan et al

17

emphasize that data quality is very important not only for intraorganiza-tional usage but also for reports to different stakeholders In addition Tayi and Ballou18

identify the lack of appropriate data as a further challenge to IT initiatives In this regard it is

important to understand the challenges of using bhard Q legacy data for decision support




Table 1

Challenges for e-government initiatives

Challenge category(s) Challenge Authors

Information and

data

Information and data quality Dawes 1996 Redman 1998 Tayi and Ballou 1998

Ballou and Tayi 1999 Brown 2000 Ambite et al

2002 Burbridge 2002

Dynamic information needs Brown and Brudney 2003

Information

technology

Usability Davis 1989 DeLone and Mclean 1992 Caffrey

1998 Brown 2000 DeLone and Mclean 2003

Garson 2003 Mahler and Regan 2003

Security issues Irvine 2000 Milner 2000 Joshi et al 2002 Moon

2002 Holden et al 2003 Luna-Reyes and

Gil-Garcia 2003 Roy 2003

Technological incompatibility Dawes 1996 Chengalur-Smith and Duchessi 1999

Brown 2001 Landsberg and Wolken 2001 Dawes

and Pardo 2002 Burbridge 2002 Holden et al 2003

Technology complexity Barki et al 1993 Dawes and Nelson 1995 Caffrey

1998 Chengalur-Smith and Duchessi 1999 West and

Berman 2001 Garson 2003

Technical skills and experience Caffrey 1998 Brown 2001 Dawes and Pardo 2002

Ho 2002 Moon 2002 Holden et al 2003

Technology newness Barki et al 1993 Dawes and Nelson 1995

Caffrey 1998 Ho 2002 Roy 2003

Organizational

and managerial

Project size McFarlan 1981 Barki et al 1993

Managerrsquos attitudes and

behavior

Heintze and Bretschneider 2000 Gagnon 2001

Users or organizational

diversity

McFarlan 1981 Davis 1982 Smith et al 2001

Dawes and Pardo 2002 Brown and Brudney 2003

Roy 2003

Lack of alignment of

organizational goals and project

Dawes and Nelson 1995

Multiple or conflicting goals Dawes and Pardo 2002 Brown 2003 Kim and Kim

2003

Resistance to change Dawes and Nelson 1995 Best 1997 Caffrey 1998

Burbridge 2002 Ho 2002 Edmiston 2003

Turf and conflicts Barki et al 1993 Dawes 1996 Caffrey 1998

Bellamy 2000 Jiang and Kleing 2000 Barret and

Green 2001 Burbridge 2002 Edmiston 2003

Rocheleau 2003 Roy 2003

Legal and

regulatory

Restrictive laws and

regulations

Dawes and Nelson 1995 NGA 1997 Landsbergen

and Wolken 1998 Chengalur-Smith and

Duchessi 1999 Harris 2000 Dawes and Pardo 2002

Mahler and Regan 2002

One year budgets Dawes and Nelson Fountain 2001 Dawes and Pardo

2002

Intergovernmental

relationships

Bellamy 2000 Harris 2000 Landsberg and Wolken

2001 Burbridge 2002 Dawes and Pardo 2002Rocheleau 2003

(continued on next page)




systems when the decision process calls for bsoft Q data Dawes19 and Ambite et al20 address

how poor results in projects emerge from problems with data structures and data definitions

Overall Brown21 cautions us against taking information quality problems for granted

412 Information technology challenges

System usability and ease of use are important factors to consider22 Technology

incompatibility has also been identified as one difficult challenge to IT-intensive projects

23

Systems that are very different and sometimes very old increase the complexity of IT projects

especially information integration initiatives24 Complexity and newness of technology are

also constraints that can potentially affect the results of IT projects25 The lack of relevant

technical skills within the project team has been found to be an important factor 26 as well as the

shortages of qualified technical personnel27 Legacy systems present additional challenges28

For example Duchessi and Chengalur-Smith29 reported conversion of mainframe applications

as one of the problems associated with implementing clientserver technology

413 Organizational and managerial challenges

Undoubtedly the size of the project and the diversity of the users and organizationsinvolved are two of the main challenges to IT initiatives30 There are at least two other

problems related to the goals and objectives of initiatives The first is the lack of alignment

between organizational goals and the IT project31 In addition Dawes and Pardo32 identified

the existence of multiple and sometimes conflicting goals in the public sector as an

additional interorganizational challenge Finally individual interests and associated behaviors

lead to resistance to change internal conflicts and turf issues33

414 Legal and regulatory challenges

Most of the time government organizations are created and operate by virtue of a specificformal rule or group of rules In making any kind of decision including those in IT projects

public managers must take into account a large number of restrictive laws and regulations34

For example government agencies must often contend with one-year budget cycles One-year


Institutional and

environmental

Privacy concerns Andersen and Dawes 1991 Caffrey 1998 Milner

2000 Joshi et al 2002 Moon 2002 Duncan and

Roehrig 2003 Edmiston 2003 Holden et al 2003

Autonomy of agencies Dawes 1996 Caffrey 1998 Fountain 2001

Landsberg and Wolken 2001 Dawes and Pardo 2002

Policy and political pressures Bajjaly 1999 Heintze and Bretschneider 2000

Mahler and Regan 2002 Brown and Brudney

2003 Edmiston 2003 Rocheleau 2003 Roy 2003

Environmental context

(social economic demographic)

Heintze and Bretschneider 2000 Ho 2002 La Porte

et al 2002 Brown and Brudney 2003 Edmiston

2003 Holden et al 2003

Source Adapted and expanded from Jiang J and Klein G (2000) Software development risks to project

effectiveness The Journal of Systems and Software 52 3ndash10

Table 1 (continued )




budgets are common in many national and state governments and this type of budgeting

affects the potential results of long-term IT initiatives35 Federal systems as in the United

States present additional challenges derived from the particularities of the relationships between different levels of governments and the formal checks and balances among the

executive legislative and judicial branches36

415 Institutional and environmental challenges

There are additional challenges related to a more general instit utional framework and the

policy environment in which government organizations operate37 In this context institutions

are not only laws and regulations but also norms actions or behaviors that people accept as

good or take for granted38 Privacy and related security issues are challenges that must be

adequately addressed in government IT initiatives39

The United States legal framework doesnot mention bagency autonomy Q However government agencies and programs often act as

independent and autonomous units without taking into account what other public

organizations are doing (stove pipes) This situation can constrain efforts to use technology

to integrate or share information across multiple agencies40 Finally ext ernal pressures such

as policy agendas and politics may affect the results of IT initiatives41

The above discussion highlights the range of highly complex and diverse challenges public

managers must face as they work in the e-government arena Success is not only about

selecting the right technology but also about managing organizational capabilities regulatory

constraints and environmental pressures For e-government managers to be successful intheir initiatives they must be aware of these challenges and use appropriate strategies to

overcome them

42 Success strategies for e-government initiatives

A set of strategies for achieving success in e-government initiatives drawn from the

literature can be mapped onto the five challenge categories Mapping the strategies to the

challenge categories illustrates the degree of correspondence in the research itself between

challenges and possible strategies for meeting those challenges (Table 2)

421 Information and data strategies

Dealing with information and data challenges requires an overall plan for managing data

and information products42 A quality and compliance assurance program is an effective

strategy for dealing with information and data challenges43 Developing appropriate data

structures and definitions is critical to the success of IT initiatives in particular in

interorganizational initiatives The challenge in this area stems not only from gaining

agreement that these are necessary but also from engaging the necessary partners in the

development and adoption of common structures and standards44 Managers have attempted

to minimize data-related problems by sharing standards definitions and meta-data with their potential partners Getting continual feedback from users is also an important strategy to

maintain data quality45 Overall having good quality and homogenous information seems to

be an important success factor46




Table 2

Key success strategies for government IT initiatives

Challenge category Key success strategy Source

Information and data Overall plan Wang 1998

Continual feedback from

partners users

Orr 1998 CTG 2000

Quality and compliance assurance Keil 1995 Brown 2000

Training Burbridge 2002

Information technology Ease of use Davis 1989 DeLone and Mclean 1992

Caffrey 1998 Brown 2000 DeLone and

McLean 2003 Garson 2003

Usefulness Davis 1989 DeLone and Mclean 1992 Brown

2003 DeLone and Mclean 2003 Garson 2003

Demonstrations and prototypes Caffrey 1998 Dawes and Pardo 2002

Organizational and

managerial

Project team skills and expertise Barki et al 1993 Jiang et al 1996 Brown

2000 Jiang and Klein 2000 Regan and

OrsquoConnor 2001 Dawes and Pardo 2002


Melitski 2003

Well-skilled and respected IT

leader (technical and social skills)

Gagnon 2001 West and Berman 2001

Dawes and Pardo 2002 Kim and Kim 2003

Mahler and Regan 2003 Rocheleau 2003

Clear and realistic goals Best 1997 Brown 2000 Dawes and Pardo

2002 Garson 2003

Identification of relevant

stakeholders

Barret and Green 2001 West and Berman

2001 Dawes and Pardo 2002 Brown 2003

End-user involvement Caffrey 1998 Regan and OrsquoConnor

West and Berman 2001 Garson 2003


Planning Bajjaly 1999 Brown 2000 Barret and Green

2001 Landsberg and Wolken 2001 Smith et al

2001 Garson 2003 Kim and Kim 2003

Melitski 2003

Clear milestones and measurable

deliverables

Flowers 1996 Caffrey 1998 Bajjaly 1999

Rocheleau 2000 Landsberg and Wolken 2001

Garson 2003 Kim and Kim 2003 Melitski

2003

Good communication Caffrey 1998 Jiang and Klein 2000 Brown

2001 Dawes and Pardo 2002

Previous business process

improvement

Dawes and Nelson 1995 Best 1997 NGA

1997 Harris 2000 Dawes and Pardo 2002

Adequate training Caffrey 1998 Brown 2000 Barret and Green

2001 Garson 2003

Adequate and innovative funding NGA 1997 Caffrey 1998 Harris 2000

Barret and Green 2001 Lands berg and Wolken

2001 West and Berman 2001 Dawes and

Pardo 2002 Ho 2002 Moon 2002 Edmiston


Current or best practices review Rocheleau 2000 Mahler and Regan 2003




422 Information technology strategies

Two technology-related factors that can promote the success of information systems are

system usefulness and ease of use47 Due to the relative complexity and newness of some

technologies a strategy for responding to information technology-related challenges is to

organize presentations about the technologies to build awareness and to focus early efforts on

developing system and process prototypes48 Strong technical skills and expertise in the

hands of the project leader and some team members is critical49 It is also important to take

into consideration potential shortages of qualified technical staff and an incremental approach

can help in dealing with this problem50

423 Organizational and managerial strategies

Establishing clear and realistic goals is an important factor in the success of IT initiatives51

Identifying relevant stakeholders and getting them involved in the project development

process specially end-users has also been found to be an effective strategy in overcoming

organizational and managerial challenges52 Strategic planning techniques can be seen as an

umbrella for more specific strategies such as clear milestones and measurable deliverables53

good communication channels54 and previous business process improvement55 It is alsoextremely important to take care of developers and end-users current skills and training

needs56 Successful projects need a balanced combination of technical managerial and

political skills and expertise among their members57 Finally financial resources are not

always the most important factor but are necessary Often managers need to develop

innovative financial schemes and partnerships to get e-government initiatives off the ground58

424 Legal and regulatory strategies

Restrictive laws and regulations developed prior to or in ignorance of technologies relevant

to e-government can affect the success of projects One strategy for responding to thesechallenges is to invest in changes to the regulatory environment that allow for or enable

adoption of emerging technologies59 Digital signature technologies for example required

statutory changes in most jurisdictions before they could be adopted for use Developing


Legal and regulatory Information technology

policies and standards

Andersen and Dawes 1991 Dawes and

Nelson 1995 Caffrey 1998 Milner 2000

Barret and Green 2001 Landsberg and Wolken


Environmental or

institutional

Executive leadership or

sponsorship

Barki et al 1993 Jiang et al 1996 Brown

2000 Brown 2001 Landsberg and Wolken

2001 Edmiston 2003 Garson 2003 Mahler

and Regan 2003 Roy 2003

Legislative support Caffrey 1998

Strategic outsourcing and

publicprivate partnerships

Brown and Brudney 1998 Barret and Green

2001 Chen and Perry 2003 Edmiston 2003

Garson 2003 Melitski 2003 Roy 2003





appropriate government-wide IT policies and standards can also provide and adequate

framework for e-government initiatives to be successful60 In this regard state governments

are develo ping IT policies and standards and making them available through their officialWeb sites61

425 Institutional and environmental strategies

Individual leaders or managers cannot change institutionalized rules or practices However

if a coalition is large and varied enough to capture t he attention of legislators or other policy

makers some formal institutions can be changed62 There are at least two strategies t o deal

with institutional and environmental factors getting executive and legislative support63 and

using outsourcing strategically64

5 Providing guidance to practitioners four practical tools

The four categories of challenges and strategies provide a framework for tracking the

impact of research on the practices of public managers through the use of practical guides A

summary of each of the four selected guides is presented below followed by a brief

comparative analysis (Table 3) Each practitioner guide is then examined relative to the four

challenge and strategy categories This analysis concludes with a set of observations and

recommendations about future investments in practical guides to support government IT

decision makers

51 Value measuring methodology65

This set of guides was produced by the Federal Chief Information Officer Councilrsquos Best

Practices Committee to improve government IT decision making The Best Practices

committee is bchartered to provide in-depth examples and practical guidance to successfully

Table 3

Selected practitioner tools

Source Year Primary audience Tool

Federal CIO Council 2002 Members of the federal

information technology

community

Value Measuring Methodology (VMM)

Treasury Board

of Canada

1998 Canadian public managers Creating and Using a Business

Case for Information Technology

Projects (CUBC)

National Association

of State Chief Information Offices

2003 State Agencies in all 50 states Business Case Basics and Beyond

A Primer on State Government ITBusiness Cases (BCBB)

Center for Technology

in Government

2003 National State and Local

governments

Making Smart IT Choices (MSIT)




formulate manage and maintain the portfolio of initiatives to ensure that investments made in

IT yield the anticipated benefit Q to members of the federal information technology community

The Value Measuring Methodology (VMM) How-To-Guide builds on the prior work of two efforts in particular In 2001 the Social Security Administration (SSA) in cooperation

with the General Services Administration (GSA) began to develop a methodology to asses

the value of electronic services Their goal was to produce a tool that that would be

bcompliant with current Federal regulations and OMB guidance applicable across the Federal

Government and pragmatically focused on implementation Q 66 In addition a team from Booz

Allen Hamilton and the Kennedy School of Government at Harvard was asked to conduct a

related study That report based on interviews with a variety of professionals in the field as

well as the private sector and the academic community presented the first version of the

VMM its supporting theories and philosophy Since the initial release VMM has beenapplied and refined into its current form

VMM like the methodologies and frameworks presented in the other guides calls for the

inclusion of a broad set of stakeholders affected by the initiative including direct users and

government partners The warrant for this guide was the gap between current tools and the

bneed for a more thorough and rigorous analytical approach to investment evaluation

planning and management Q 67 VMM is positioned as responding to this need by providing a

bcomprehensive and quantitative way to capture the impact that possible investment

alternatives would have on each of these parties Q 68 The methodology is designed in particular

to focus analysis on the value cost and risk baseline for any initiative changes to those baseline measures over time and the implications of those changes

The VMM How-To-Guide is organized into eight sections The Essential Factors

Framework of value cost and risk the foundation of VMM is introduced in Section 3

together with a discussion of the value gained from using the VMM methodology to analyze

e-government and other initiatives Section 4 presents an overview of the four steps of the

VMM Section 5 provides a comprehensive step-by-step presentation of the techniques and

tools of VMM as well as a discussion of the resources necessary to complete a VMM

analysis key concepts and real-life lessons from past implementations and some best

practices observations

52 Creating and using a business case for information technology projects69

This guide was issued by the Project Management Office Chief Information Officer

Branch of the Treasury Board of Canada The production of the guide was organized through

the Project Management Office and was staffed with volunteer members of a working group

as well as many additional volunteers who wrote reviewed and contributed to the guide A

member of the working group was acknowledged for directing the effort and coordinating the

participation of others

According to its statement of purpose this guide developed by public service managers for their colleagues boffers a blueprint that managers can use to build the business cases needed

to make informed investment decisions Q 70 The Canadian guide is organized around two

consistent themes The first is that a b business case is the key element of front-end planning




and sets the stage for the management of the project and for the achievement of the planned

benefit Q 71 It is considered an bindispensable first activity in the life cycle of an IT

investment Q 72 and when bcorrectly used can serve as a management framework for theinitiative Q 73 The second theme is that no one size fits all Public managers are urged to use

the business case development process to put their decisions into a bstrategic context Q

This guide exists within a larger set of guidance from the Treasury Board The guide

consistently points the reader back to the larger context of governing IT policies as well as the

official Treasury Board framework for managing IT projects Specifically wherever

appropriate the reader is directed to relevant text in the Treasury Boardrsquos Management of

Information Technology Policy and their An Enhanced Framework for the Management of

Information Technology Projects

This tool is structured for use as both a source book and a road map through the ITinvestment process for public managers The introduction also positions it as a tool to

bintroduce other stakeholders to the framework that shapes the decision-making model Q 74

The five central chapters of the guide introduce the framework for examining the

environment and seeking insight about the specific barriers risks and benefits of each

solution alternative being examined The next two chapters focus on customizing the case for

specific audiencesmdashagain stressing the idea that no one size or focus of presentation fits all

audiences Chapter 10 focuses on tips and techniques for designing and managing ongoing

project reviews Finally the appendix introduces Logical Framework Analysis a dynamic

technique for planning communicating and controlling project elements

53 Business case basics and beyond a primer on state government IT business cases 75

This guide was produced by the National Association of Chief Information Officers

(NASCIO) A primary author from the practitioner community worked together with the

NASCIO Executive Committee to write the guide Feedback was also provided by NASCIOrsquos

customer relationship management committee and a range of government practitioners and

private sector and academic partners Thirty-eight people from state and federal governments

and fourteen individuals from associations academic institutions and the private sector were

acknowledged for their contributionsThe guide addresses the emerging trend of business case use being broadened beyond the

analysis of one project to identify the benefits of whole programs such as data center

consolidation and Y2K This guide identifies a review of current practitioner literature on IT

business cases as the source of a framework for an enterprise business case It also presents a

discussion of the current challenges state governments in particular are facing in their e-

government initiatives and meeting the policy and service goals of their Governors The

NASCIO guide provides btools concepts and a framework for addressing a number of critical

challenges facing state Governors chief information officers and enterprise information

technology organizations Q 76

It has three main purposes (1) provide the basics on State IT business cases (2) push beyond the bBasics to Use the Business Case to Address the

Challenges of Fiscal Years 2004 and 2005 Q 77 and (3) embrace a statewide enterprise IT

investment management infrastructure It contains four different types of information for




public managers (1) business case basics (2) public sector approaches to business cases and

examples (3) resources and contacts and (4) suggested solutions to some of the challenges

One of the unique contributions of this guide is its specific discussion and treatment of anenterprise business case as separate and unique from a business case for a specific project It

also speaks to the value of technology in the business of government

54 Making smart IT choices78

This two-part guide available in print and online was produced by The Center for

Technology in Government an applied research center at the University at Albany SUNY The

Center formulated the Smart IT methodology through its work with government agencies in

projects where information strategies are applied to the challenges of public service deliveryAccording to its introduction this guide was designed to help public managers and

government organizations bmake good decisions about when and how to invest in information

technology (IT) Q 79 Put another way it was designed to bhelp public managers avoid becoming

one of the statistics that dominate reports on information technology investments Q 80

Smart IT is organized around a short list of basic issues and principles The problematic

and expensive nature of IT decisions and the high failure rates which result from hasty

unrealistic or uninformed decisions provide the basic issues framework The principles that

guide the analytical strategy of Smart IT are that public managers must identify and listen to

stakeholders they must understand what constitutes success for their initiative and they must

pursue it and form must follow function The three phase process involves the use of

analytical tools and techniques to first understand the problem and its context second

identify and test solutions and third evaluate alternatives and make choices A wide range of

tools is introduced as well as a way of understanding how each tool might best be employed

in the development of a business case within a particular economic policy organizational

managerial process and technology context

Part 1 has four chapters and begins by considering the special characteristics of the public

sector as an environment for making management decisions and IT choices In the second

chapter the analytical process that accounts for program goals stakeholders processes costs

and technology alternatives is presented Mini case examples are provided throughoutChapters 3 and 4 focus on turning the analysis into a business case and presenting it to various

audiences Part 2 presents 33 skills techniques and tools to use in the analytical process

6 Mapping practical tools to theoretical foundations

The four selected guides are very different in their genesis and designmdashyet they all present

analysis and planning frameworks that can apply both to specific IT initiatives and more

broadly to enterprise IT strategic planning They all represent the best ideas of leading practitioners and academics in this area The NASCIO guide expressed the warrant that all

four guides seem to be responding tomdashthat in IT business cases brisks sensitivities and

contingencies tend to be undeveloped and contribute to lowered credibility Q 81




61 A brief comparative analysis of the selected guides

All four guides were produced through collaborative efforts of the public private andacademic communities (Table 4) The NASCIO VMM and the CUBC guides were produced

with a governmental sponsor and a range of volunteer expert participants In each situation

the need for the guide emerged from the ranks and was responded to by a coordinating group

or professional association The Smart IT Guide was produced through a different strategymdash

by practice-oriented researchers drawing on their experiences working directly with

government agencies in developing IT initiatives Nonetheless there is notable consistency

in the messages they deliver

All of the guides stress contingency thinking heavily investing in upfront or what CTG

calls b before the beginning Q

analysis collaborative management models inclusion of IT and business stakeholders and the value of iterative analytical processes The impact that a dwell-

doneT business case can have in the ongoing design development implementation and

review of an e-government initiative is also acknowledged in all four guides

The guides vary considerably in their recommendations of specific tools and techniques to

carry out a business case analysis The Canadian guide and the VMM link the analytical

framework very closely to a specific tool Smart IT presents an analytical framework and

links steps in the analysis to a group of tools from which public managers can choose The

guides vary in their links between recommended actions and the specific issue or challenge

likely to be overcome by that particular action Smart IT in particular tends to link analysis to

the challenge addressed so that practitioners can anticipate which tools or techniques will

Table 4

Selected tools development strategy and focus

Tool Development strategy Focus

Value Measuring

Methodology

Best Practices Committee of the

Federal CIO Council built on

previous related efforts of the

committee Refined in use at

several federal agencies

The guides provide a particular

methodology for evaluating and

selecting initiatives based on ongoing

value cost and risk determinations

Creating and

Using a Business

Case for Information

Technology Projects

Developed by public service

managers for their colleagues

The guide offers a blueprint that

managers can use to build the business

cases needed to make informed

investment decisions

NASCIO Business

Case Primer

Single author broadly based

review committee

The primer provides tools concepts

and a framework for addressing a

number of critical challenges facing

state Governors CIOs and enterprise

information technology organizations

Making Smart

IT Choices

Developed by an applied research

center based on experiences inworking with government agencies

This guide provides concepts techniques

and tools to help organizations define aninformation technology project and make

a solid case for needed financial and

organizational investments




impact which challenges The NASCIO guide presents a warrant for business case analysis

its unique contribution is a well-developed strategy for assessing the effectiveness of a

business case and the compilation of current practices across the states Readers of the NASCIO guide have the opportunity to review many frameworks and tools sets for a model

that will support their environments and issues as well as an extensive reference list

The NASCIO guide offers examples of business cases and IT investment analysis

processes from as many states as possible The VMM guide devotes most of its space to a

comprehensive risk and cost alternative analysis The Smart IT guide focuses its presentation

on a set of tools and techniquesmdasha toolkit of sort and on the introduction of an analytical

framework to which public managers can apply appropriate tools from the toolkit The

Canadian guide provides the reader with a comprehensive overview targeted and actionable

summaries of activity within each step and unique among the guides providesrecommendations for the design of a project evaluation process

62 Building the research practice bridge

The selected guides were designed to build awareness of challenges to e-government

initiatives and to present useful strategies tools and techniques to overcome the challenges

The following section highlights the links between the research literature and the selected

guides through an analysis of each guide in terms of the four categories of challenges and

strategies derived from the literature review Several observations about the guides and

recommendations for future development of practitioner resources and for further research

into the relevance of research to practice are then provided (Tables 5 and 6)

621 Information and data factors

Research published in the public management literature related to the capture

organization management use and archiving of information and data appears to be limited

Coverage of the information and data challenges and the presentation of strategies related to

overcoming them is also limited The Canadian guide identifies initial data collection and

conversion of archival data as a cost category that must be taken into account when

considering the overall cost of an initiative Smart IT urges public managers to consider theinformation and data that a particular solution strategy depends on to be successful so that

cost and risk analysis can include any threats to access Other resources addressing these

factors are beginning to emerge from recent experiences with government information

integration initiatives These initiatives are providing new insights into the challenges posed

by information and data issues82 insights that need to be reflected in future practice guides

622 Information technology factors

In the case of information technology Canadarsquos guide addresses almost all the challenges

The risks section of the guide is based on research about software development done by theSoftware Engineering Institute at Carnegie Mellon University83 All three tools discuss the

need for technical skills and expertise Two address the complexity of the technology used in

the project Two others address usefulness and ease of use as important elements




623 Organizational and managerial factors

All of the guides speak to the challenges that stem from organizational and managerialrealities Each introduces the discussion of these challenges at a different level based on

their target audience and style The NASCIO guide speaks to organizational challenges

primarily at an enterprise level seeking to encourage CIOrsquos and other leaders to consider the

Table 5

E-government challenges address by selected tools

VMM CUBC BCBB MSIT

Information and data challenges

Information and data quality U

Information technology challenges

Security issues U U U

Technological incompatibility U U

Technology complexity U U

Technical skills andor expertise U U U

Technology newness U U

Organizational and managerial challenges

Project size and related complexity U U

Users or organizational diversity U

Lack of alignment between organizational

goals and IT project

U U

Multiple or conflicting goals U U

Resistance to change U

Turf and conflicts

Legal and regulatory challenges

Restrictive laws and regulations U U

One-year budget restrictions U

Potential intergovernmental relationships U U

Institutional and environmental challenges

Privacy concerns U

Institutional arrangements (eg autonomy of agencies) U

Competition or political pressures (eg timing) U U U

Identification of partners and their contributions U U U

Lessons from previous IT experiences U U U




Table 6

Recommended by selected guides

VMM CUBC BCBB MSIT

Information and data strategy

Quality andor compliance assurance U U

Ease of use U

Usefulness as one of the main goals U U

Information technology strategy

Demonstrations and prototypes U

Well-established information technology policies and standards

Organizational and managerial strategy

Project team skills and expertise (development

and application)

U U

Well-skilled and respected project leader (technical

and social skills)

U U

Establishment of clear and realistic goals U U U

Identification of relevant stakeholders U U U

End-users involvement (design development

and evaluation)

U U

Planning as a powerful management tool U U U U

Clear milestones andor measurable deliverables U U

Good communication (bottomtop and topbottom) U

Previous business process improvement U

Adequate training

Adequate andor innovative funding U U

Strategic outsourcing or other sourcing options U

Best practices review U U U

Evaluation tools and processes U U

Legal and regulatory strategy

Legislative support

Environmental and institutional strategy

Executive leadership andor sponsorship U U




strategic role of the enterprise The CUBC focuses more directly on initiative level

managerial challenges such as skills of the project leader planning as a management tool

and adequate funding VMM provides techniques for assessing the impact of organizationaland managerial risks such as a lack of alignment Further it provides techniques for testing

underlying assumptions about initiatives and for assessing the impact of incorrect

assumptions on an initiative plan Smart IT raises awareness about organizational and

managerial risks such as lack of attention to users a lack of alignment between initiative and

organizational goals and multiple and conflicting goals It provides techniques such as

structured service objectives visioning and a strategic framework for minimizing these

challenges All of these guides urge stakeholder involvement as a critical strategy for

overcoming organizational and managerial challenges

624 Legal and regulatory factors

Legal and regulatory challenges are well addressed in the guides The NASCIO guide

covers the topic of legal frameworks and provides guidance on reviewing governing policies

and regulations It advises public managers to be aware of regulatory frameworks in the

development of the IT initiatives Smart IT speaks to these challenges as well by providing

tools such as partisan analysis stakeholder analysis and news analysis Each guide presents a

discussion of the possible enabling and constraining influences of the regulatory environment

on e-government initiatives Managers are urged for example to carefully consider security

policies that restrict or facilitate infrastructure expansion efforts

625 Institutional and environmental factors

Challenges stemming from environmental realities and institutional practices are identified

in each the four selected guides Timing in particular is presented as a strategy for

overcoming some of the environmental and institutional challenges The NASCIO Guide for

example encourages public managers to understand the impact of election cycles on their

initiatives Smart IT also speaks to these environmental challenges and adds in the one-year

budgetary cycles of government and its challenges to multi-year multi-institutional IT

initiatives The NASCIO guide the Canadian Treasury Board guide and the Smart IT guide

speak to the need to scan the economic and political environments and to carefully choose thebtiming Q of the IT initiative Smart IT provides a number of tools and techniques for

increasing awareness environmental and institutional factors and their influence

7 Final comments and recommendations

Understanding and reducing risk in e-government initiatives is a high priority for both

researchers and practitioners One consequence of attention to risk is that organizations both

public and private are increasing their investments in standard tools for planning and managingIT initiatives This study has sought to examine whether the tools available to practitioners

benefit from research in IS We believe the answer is bYes Q Increasingly practical guides are

urging practitioners to think beyond technology to think about bsystems in context Q 84




Our comparison of selected research findings and practical guides has provided insight into

the extent to which research is reflected in guides to inform practice The analysis highlighted

the particular characteristics of the guides and provided a general review of the extent towhich these guides ref lect cur rent research Five observations about the key commonalties

among the guides (see Table 7) and four recommendations for future efforts in both research

and practice also emerged from the analysis

The four recommendations derived from the analysis of gaps between current research and

the guides are provided to inform both future IS research and practical guide development

efforts This work also informs future efforts to conduct further empirical studies of the

impact of research on the focus and content of e-government investment decision making

tools in international national state and local governments

71 Characterize risk in context

The guides introduce the concept of risk and speak to the need to identify and invest in

strategies to manage risk Risk as a concept receives very thorough treatment however

challenges tend to be characterized in general terms A more thorough characterization of the

specific risks to specific kinds of initiatives would complement the presentation of risk

identification and analysis strategies Practitioners would be more aware of the potential risks

they face and could consider the analytic methodologies in terms of a set of likely risks given

the context of a particular initiative

72 Build understanding of information and data challenges

The impact of information and data challenges such as inconsistent data structures semantic

issues and incomplete data on the success of e-government initiatives need to be explored

further in research and presented more thoroughly in practitioner guides The success of e-

government initiatives involving multi-agency information sharing and integration such as

homeland security and public health depend on greater understanding of these challenges

Table 7

Key commonalities of selected E-government practitioner guides

1 Risks sensitivities and contingencies tend to be undeveloped and that threatens the credibility of IS

initiatives (NASCIO 2003)

2 The iterative process of information gathering analysis and decision making is central to the effort to

build understanding of problems solutions alternatives costs and risks

3 Investment analysis and business case documents are living documents and if maintained and updated over

time can provide guidance to teams throughout an initiative and beyond

4 Contextualizing technology solutions is critical to success b No one size fits all Q is the underlying theme

throughout each of the guides Finding out what size does fit in which situation is the goal each guide setsout to achieve

5 Contingency thinking is necessary for planning and preparation for unexpected consequences and changes

in the bvalue cost and risk Q determinations




73 Build a business case for business case analysis

Empirical support for the investment in business case and investment analysis is lacking Theguides present common-sense rationales for using business case strategies Some outline the

necessary elements The NASCIO guide outlines a set of key value indicators for a sound business

case The Smart IT Guide is illustrated throughout with excerpts from a business case However a

robust empirical base for particular business case strategies within particular environments and

contexts would provide public managers with a more informed roadmap for their efforts

74 Explore the impact of contingency thinking in project planning and management

The guides generally focus on the how-to of investment analysis and business casedevelopment Future guides need to continue to enhance the capability of public managers to

identify influence and act on the dynamic set of contingencies that influence information

technology initiatives Project management training for IT managers for example can

contribute as well to the ability of government managers to understand and prepare for the

dynamic environment of e-government initiatives

Governments at all levels have invested in the development of guides and handbooks to

raise awareness of the challenges facing IT initiatives These practical guides are providing a

bridge between knowledge gained through research in information systems public

administration political science organization theory and management and the knowledge

gained by practitioners participating in and leading these technology initiatives These

resources provide an opportunity when developed with full knowledge of current research and

practice to build awareness about these challenges and to provide tools and techniques that can

lead to success This study supports the conclusion that although practitioners may not read IS

research directly this research is finding its way at least recently onto their desktops and into

their briefcases and presumably into their IT initiatives through the pages of research-aware

practical guides reference tools and handbooks Further empirical work focusing on the extent

to which practitioners are using these and similar guides and the nature of that use is called for

Acknowledgments

The authors want to thank Sharon Dawes Terry Maxwell Anthony Cresswell and Luis

Luna-Reyes for their valuable comments in early versions of this paper Any mistakes or

omissions are the sole responsibility of the authors

Appendix A Bibliography included in Tables 1 and 2

Ambite J L et al (2002) Data integration and access In W J McIver amp A K

Elmagarmid (Eds) Advances in Digital Government Technology Human Factors and

Policy Norwell MA Kluwer Academic Publishers




Andersen D F amp Dawes S S (1991) Government Information Management A Primer

and Casebook Englewood Cliffs NJ Prentice Hall

Bajjaly S T (1999) Managing emerging information systems in the public sector Pubic

Performance and Management Review 23(1) 40ndash47

Ballou D P amp Tayi G K (1999) Enhancing data quality in data warehouse

environments Communications of the ACM 42(1) 73ndash79

Barki H Rivard S amp Talbot J (1993) Toward an assessment of software development

risk Journal of Management Information Systems 10 203ndash223

Barret K amp Green R (2001) Powering Up How Public Managers Can Take Control of

Information Technology Washington DC CQ Press

Bellamy C (2000) The politics of public information systems In G D Garson (Ed)

Handbook of Public Information Systems New York Marcel DekkerBest J D (1997) The Ditigal Organization New York Wiley

Brown M M amp Brudney J L (1998) A bsmarter cheaper and faster Q government

Contracting for geographic information systems Public Administration Review 58 335ndash345

Brown M M (2000) Mitigating the risk of information technology initiatives Best

practices and points of failure for the public sector In G D Garson (Ed) Handbook of

Public Information Systems New York Marcel Dekker

Brown M M (2001) The benefits and costs of information technology innovations An

empirical assessment of a local government agency Pubic Performance and Management

Review 24(4) 351ndash66Brown M M (2003) Technology diffusion and the bKnowledge Barrier Q The dilemma of

stakeholder participation Public Performance and Management Review 26 (4) 345ndash359

Brown M M amp Brudney J L (2003) Learning organizations in the public sector A

study of police agencies employing information and technology to advance knowledge

Public Administration Review 63(1) 30ndash43

Burbridge L (2002) Accountability and MIS Public Performance and Management

Review 25(4) 421ndash423

Caffrey L (1998) Information Sharing between and within Governments A Study Group

Report London Commonwealth Secretariat

Chen Y -C amp Perry J (2003) Outsourcing for e-government Managing for success Public Performance and Management Review 26 (4) 404ndash421

Chengalur-Smith I amp Duchessi P (1999) The initiation and adoption of clientndashserver

technology in organizations Information and Management 35 77ndash88

Davis G B (1982) Strategies for information requirements determination IBM System

Journal 21 4ndash30

Davis F D (1989) Perceived usefulness perceived ease of use and user acceptance of

information technology MIS Quarterly 13 319ndash330

Dawes S S (1996) Interagency information sharing Expected benefits manageable

risks Journal of Policy Analysis and Management 15(3) 377ndash394Dawes S S amp Nelson M R (1995) Pool the risks share the benefits Partnerships in IT

innovation In J Keyes (Ed) Technology Trendlines Technology Success Stories from

Todayrsquos Visionaries New York Van Nostrand Reinhold




Dawes S S amp Pardo T (2002) Building collaborative digital government systems

In W J McIver amp A K Elmagarmid (Eds) Advances in Digital Government

Technology Human Factors and Policy Norwell MA Kluwer Academic PublishersDeLone W amp Mclean E (1992) Information systems success The quest for the

dependent variable Information Systems Research 3(1) 60ndash95

DeLone W amp Mclean E (2003) The DeLone and McLean Model of information

systems success A ten year update Journal of Management Information Systems 19(4)

9ndash30

Duncan G T amp Roehrig S T (2003) Mediating the tension between information

privacy and information access The role of digital government In G D Garson (Ed) Public

Information Technology Policy and Management Issues Hershey PA Idea Group

PublishingEdmiston K D (2003) State and local e-government Prospects and challenges

American Review of Public Administration 33(1) 20ndash45

Flowers S (1996) Software failure Management failure Amazing Stories and

Cautionary Tales New York Wiley

Fountain J E (2001) Building the Virtual State Information Technology and Institutional

Change Washington DC Brookings Institution Press

Gagnon Y -C (2001) The behavior of public managers in adopting new technologies

Pubic Performance and Management Review 24(4) 337ndash350

Garson G D (2003) Toward an information technology research agenda for publicadministration In G D Garson (Ed) Public Information Technology Policy and

Management Issues Hershey PA Idea Group Publishing

Gray P (2001) Introduction to the special volume on relevance Communications of the

Association of Information Systems 6

Harris N D (2000) Intergovernmental cooperation in the development and use of

information systems In G D Garson (Ed) Handbook of Public Information Systems New

York Marcel Dekker Inc

Heintze T amp Bretschneider S (2000) Information technology and restructuring in public

organizations Does adoption of information technology affect organizational structures

communications and decision making Journal of Public Administration Research and Theory 10(4) 801ndash830

Ho A T -K (2002) Reinventing local governments and the e-government initiative


Holden S H Norris D F amp Fletcher P D (2003) Electronic government at the local

level Progress to date and future issues Public Performance and Management Review

26 (4) 325ndash344

Irvine C E (2000) Security issues for automated information systems In G D Garson

(Ed) Handbook of Public Information Systems New York Marcel Dekker Inc

Jiang J amp Klein G (2000) Software development risks to project effectiveness The Journal of Systems and Software 52 3ndash10

Jiang J Klein G amp Balloun J (1996) Ranking of system implementation success

factors Project Management Journal 27 50ndash55




Joshi J B D Ghafor A Aref W G amp Spafford E H (2002) Security and privacy

challenges of a digital government In W J McIver amp A K Elmagarmid (Eds) Advances in

Digital Government Technology Human Factors and Policy Norwell MA Kluwer Academic Publishers

Keil M (1995) Pulling the plug Software project management and the problem of

escalation MIS Quarterly 19(4) 421ndash447

Kim S amp Kim D (2003) South Korean public officialsrsquo perceptions of values failure

and consequences of failure in e-government leadership Public Performance and Manage-

ment Review 26 (4) 360ndash375

La Porte T M Demchak C C amp de Jong M (2002) Democracy and bureaucracy in

the age of the Web Empirical findings and theoretical speculations Administration and

Society 34(4) 411ndash446Landsbergen D J amp Wolken Jr G (1998 October) Eliminating legal and policy

barriers to interoperable government systems Paper presented at the Annual Research

Conference of the Association for Public Policy Analysis and Management New York

Landsbergen D J amp Wolken Jr G (2001) Realizing the promise Government

information systems and the fourth generation of information technology Public Admin-

istration Review 61(2) 206ndash220

Luna-Reyes L amp Gil-Garcia J R (2003 May 18ndash21) eGovernment amp Internet Security

Some Technical and Policy Considerations Paper presented at the National Conference on

Digital Government Research organized by the National Science Foundation Boston MAUSA

Mahler J amp Regan P M (2002) Learning to govern online Federal agency Internet use


Mahler J amp Regan P M (2003) Developing intranets for agency management Public

Performance and Management Review 26 (4) 422ndash432

McFarlan F W (1981) Portfolio approach to information systems Harvard Business

Review 59 142ndash150

Melitski J (2003) Capacity and e-government performance An analysis based on early

adopters of Internet technologies in New Jersey Public Performance and Management

Review 26 (4) 376ndash390Milner E M (2000) Managing Information and Knowledge in the Public Sector New

York Routledge

Moon M J (2002) The evolution of e-government among municipalities Rhetoric or

reality Public Administration Review 62(4) 424ndash433

NGA (1997) Barriers to Intergovernmental Enterprise Washington DC National

Governors Association

Orr K (1998) Data quality and systems theory Communications of the ACM 41(2)

66ndash70

Redman T C (1998) The impact of poor data quality on the typical enterpriseCommunications of the ACM 41(2) 79ndash82

Regan E A amp OrsquoConnor B N (2001) End-user Information Systems Implementing

Individual and Group Work Technology Second Edition New York Prentice Hall




Rocheleau B (2000) Prescriptions for public-sector information management A review

analysis and critique American Review of Public Administration 30(4) 414ndash435

Rocheleau B (2003) Politics accountability and government information systemsIn G D Garson (Ed) Public Information Technology Policy and Management Issues

Hershey PA Idea Group Publishing

Roy J (2003) The relational dynamics of e-governance A case study of the City of

Ottawa Public Performance and Management Review 26 (4) 391ndash403

Smith L D Campbell J F Subramanian A Bird D A amp Nelson A C (2001)

Strategic planning for municipal information systems Some lessons from a large US City


Tayi G K amp Ballou D P (1998) Examining data quality Communications of the ACM

41(2) 54ndash56Wang R Y (1998) A product perspective on total data quality management

Communications of the ACM 41(2) 58ndash63

West J P amp Berman E M (2001) The impact of revitalized management practices

on the adoption of information technology A national survey of local governments


Notes and References

1 Gil-Garcıa J Ramon amp Luna-Reyes Luis F (2003) Towards a definition of electronicgovernment A comparative review In Mendez-Vilas A et al (Eds) Techno-legal

aspects of information society and new economy An overview Extremadura Spain7

Formatex Information Society Series

2 Best J D (1997) The Digital Organization New York 7 Wiley

Dawes S S amp Pardo T (2002) Building collaborative digital government systems In

W J McIver amp A K Elmagarmid (Eds) Advances in digital government Technology

human factors and policy Norwell MA7 Kluwer Academic Publishers

Landsbergen D J amp Wolken Jr G (1998 October) Eliminating Legal and

Policy Barriers to Interoperable Government Systems Paper presented at theannual research conference of the association for public policy analysis and

management New York

3 Bellamy C (2000) The politics of public information systems In G D Garson (Ed)

Handbook of Public Information Systems New York 7 Marcel Dekker IncDuncan G T amp Roehrig S T (2003) Mediating the tension between information

privacy and information access The role of digital government In G D Garson (Ed)

Public Information Technology Policy and Management Issues Hershey PA7 Idea Group

PublishingMilner E M (2000) Managing Information and Knowledge in the Public Sector New

York 7 RoutledgeRocheleau B (2003) Politics accountability and government information systems

In G D Garson (Ed) Public Information Technology Policy and Management

Issues Hershey PA7 Idea Group Publishing




4 Bozeman B amp Bretschneider S (1986) Public management information systems

Theory and prescriptions [Special issue] Public administration review Vol 46

(pp 475ndash487)Caffrey L (1998) Information Sharing between and within Governments A Study Group

Report London7 Commonwealth SecretariatGarson G D (2003) Toward an information technology research agenda for public

administration In G D Garson (Ed) Public information technology Policy and

management issues Hershey PA7 Idea Group PublishingSouthon G Sauer C amp Dampney K (1999) Lessons from a failed information

systems initiative Issues for complex organizations International Journal of Medical

Informatics 55(1) 33ndash46

5 Khazanchi D amp Munkvold B E (2001) Expanding the notion of relevance in IS

research A proposal and some recommendations Communications of the Association for

Information Systems 6

6 Cresswell A M (2001) Thoughts on relevance of IS research Communications of the

Association for Information Systems 6

7 Mathieson K amp Ryan T (2001) A broader view of relevance Communications of the


8 Gray P (2001) Introduction to the special volume on relevance Communications of the


9 Ibid p 8

10 Ho J amp Pardo T A (2004 January 5ndash8) Toward the Success of eGovernment Initiatives Mapping Known Success Factors to the Design of Practical Tools Paper

presented at the 37th Hawaii International Conference on System Sciences (HICSS)

organized by the College of Business University of Hawairsquoi at Manoa USA

11 The Public Administration journals reviewed were Public Administration Review

Journal of Public Administration Research and Theory American Review of Public

Administration Administration and Society and Public Performance and Management

12 Chengalur-Smith I amp Duchessi P (2000) Client-server implementation Some

management pointers Transactions on Engineering Management 47 (1) 127ndash145

Ibid p 2 DawesDeLone W amp Mclean E (2003) The DeLone and McLean model of information


9ndash30DeSanctis G amp Poole M S (1994) Capturing the complexity in advanced technology

use Adaptive structuration theory Organization Science 5(2) 121ndash147

Ibid p 2 Landsbergen and WolkenOrlikowski W J (2000) Using technology and constituting structures A practice lens

for studying technology in organizations Organization Science 11(4) 404ndash428

13 Redman T C (1998) The impact of poor data quality on the typical enterprise

Communications of the ACM 41(2) 79ndash8214 Kaplan D Krishnan R Padman R amp Peters J (1998) Assessing data quality in

accounting information systems Communications of the ACM 41(2) 72ndash77




15 Ballou D P amp Tayi G K (1999) Enhancing data quality in data warehouse


16 Ibid p 1317 Ibid p 14

18 Ibid p 15

19 Dawes S S (1996) Interagency information sharing Expected benefits manageable

risks Journal of Policy Analysis and Management 15(3) 377ndash394

20 Ambite J L et al (2002) Data integration and access In W J McIver amp A K


Policy Norwell MA7 Kluwer Academic Publishers

21 Brown M M (2000) Mitigating the risk of information technology initiatives Best

practices and points of failure for the public sector In G D Garson (Ed) Handbook of Public Information Systems New York 7 Marcel Dekker

22 Davis F D (1989) Perceived usefulness perceived ease of use and user acceptance of

information technology MIS Quarterly 13 319ndash330DeLone W amp Mclean E (1992) Information systems success The quest for the


Ibid p 4 Caffrey

23 Ibid p 19

Ibid p 12 Chengalur-Smith and Duchessi


empirical assessment of a local government agency Public Performance and Manage-

ment Review 24(4) 351ndash366

Ibid p 2 Dawes and Pardo

24 Burbridge L (2002) Accountability and MIS Public Performance and Management


25 Barki H Rivard S amp Talbot J (1993) Toward an assessment of software development

risk Journal of Management Information Systems 10 203ndash223Dawes S S amp Nelson M R (1995) Pool the risks share the benefits Partnerships in

IT innovation In J Keyes (Ed) Technology Trendlines Technology Success Stories from

Todayrsquos Visionaries New York 7 Van Nostrand ReinholdIbid p 4 Caffrey


Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown

28 Randall D Hughes J OrsquoBrien J Rodden T Rouncefield M Sommerville I et al

(1999) Banking on the old technology Understanding the organizational context of

dlegacyT issues Communications of the Association of Information Systems 2Kelly S Gibson N Holland C P amp Light B (1999) A business perspective of

legacy information systems Communications of the Association of Information

Systems 2




29 Duchessi P amp Chengalur-Smith I (1998) Clientserver benefits problems best

practices Communications of the ACM 41(5) 87ndash94

30 McFarlan F W (1981) Portfolio approach to information systems Harvard Business

Review 59 142ndash150Davis G B (1982) Strategies for information requirements determination IBM System

Journal 21 4ndash30

Ibid p 25 Barki et al


31 Ibid p 25 Dawes and Nelson

32 Ibid p 2 Dawes and Pardo

33 Ibid p 25 Barki et al

Ibid p 25 Dawes and NelsonIbid p 19

Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy

Jiang J amp Klein G (2000) Software development risks to project effectiveness

Journal of Systems and Software 52 3ndash10Barret K amp Green R (2001) Powering up How public managers can take control of

information technology Washington DC7 CQ Press

Ibid p 24

Edmiston K D (2003) State and local e-government Prospects and challenges American Review of Public Administration 33(1) 20ndash45

Ibid p 3 Rocheleau


NGA (1997) Barriers to intergovernmental enterprise Washington DC7 National


Ibid p 2 Landsbergen and Wolken


information systems In G D Garson (Ed) Handbook of public information systems

New York 7 Marcel Dekker35 Ibid p 25 Dawes and Nelson

Fountain J E (2001) Building the virtual state Information technology and institutional

change Washington DC7 Brookings Institution Press


36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau

37 Bajjaly S T (1999) Managing emerging information systems in the public sector Public

Performance and Management Review 23(1) 40ndash47Brown M M amp Brudney J L (2003) Learning organizations in the public sector A


Public Administration Review 63(1) 30ndash 43




38 Scott W Richard (2000) Institutions and organizations Thousand Oaks CA7 Sage

Publications

39 Andersen D F amp Dawes S S (1991) Government information management A primer

and casebook Englewood Cliffs NJ7 Prentice Hall

Ibid p 4 Caffrey

Ibid p 3 Milner


challenges of a digital government In W J McIver amp A K Elmagarmid (Eds)

Advances in digital government Technology human factors and policy Norwell MA7

Kluwer Academic PublishersDuncan G T amp Roehrig S T (2003) Mediating the tension between information

privacy and information access The role of digital government In G D Garson (Ed) Public information technology Policy and management issues Hershey PA7 Idea Group

Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau

42 Wang R Y (1998) A product perspective on total data quality management


43 Keil M (1995) Pulling the plug Software project management and the problem of


Ibid p 42

Ibid p 21

44 CTG (2000) The insiderrsquos guide to using information in government Albany NY7

Center for Technology in Government httpdemoctgalbanyedustaticusinginfo

45 Orr K (1998) Data quality and systems theory Communications of the ACM 41(2)

66ndash7046 Ibid p 44

47 Ibid p 22 Davis

Ibid p 22 DeLone and Mclean

Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey



Jiang J Klein G amp Balloun J (1996) Ranking of system implementation successfactors Project Management Journal 27 50ndash55

Ibid p 21

Ibid p 33 Jiang J and Klein




50 Ibid p 23 Brown

51 Ibid p 2 Best

Ibid p 21Ibid p 2 Dawes and Pardo

Ibid p 4 Garson

52 Ibid p 33 Barret and Green

Regan E A amp OrsquoConnor B N (2001) End-user information systems Implementing

individual and group work technology Second Edition New York 7 Prentice Hall

Ibid p 4 Garson

53 Flowers S (1996) Software failure Management failure Amazing stories and

cautionary tales New York 7 Wiley

Ibid p 37 BajjalyIbid p 4 Garson

54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21

Ibid p 33 Barret and GreenIbid p 4 Garson




Ibid p 52 Regan and OrsquoConnor

Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris

Ibid p 33 Barret and Green

59 Ibid p 33 Barret and GreenIbid p 25 Dawes and Nelson

Ibid p 4 Garson

Ibid p 3 Milner

60 Ibid p 39 Andersen and Dawes

61 Gil-Garcıa J Ramon (2004) Information technology policies and standards A

comparative review of the states Journal of Government Information 30(5) 548ndash560

62 North D C (1991) Institutions institutional change and economic performance New

York 7 Cambridge University Press

Ibid p 35 Fountain63 Ibid p 25 Barki et al

Ibid p 49 Jiang et al

Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson

64 Brown M M amp Brudney J L (1998) A bsmarter cheaper and faster Q governmentContracting for geographic information systems Public Administration Review 58

335ndash345


Chen Y -C amp Perry J (2003) Outsourcing for e-government Managing for success

Public Performance and Management Review 26 (4) 404ndash421

65 CIO Council (2002) The value measuring methodology Highlights Washington DC7

CIO Council Best Practices CommitteeCIO Council (2002) The value measuring methodology How-to-guide Washington

DC7 CIO Council Best Practices Committee66 Ibid p 65

67 Ibid p 65

68 Ibid p 65

69 Treasury Board of Canada (1998) Creating and using a business case for information

technology projects Ottawa ON7 Treasury Board of Canada Secretariat

70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69

75 NASCIO (2003) Business case basics and beyond A primer on state government IT

business cases Lexington KY7 National Association of State Chief Information Officers

76 Ibid p 75

77 Ibid p 75

78 Dawes S S Pardo T A Simon S Cresswell A M LaVigne M Andersen D amp

Bloniartz P A (2004) Making smart IT choices Understanding value and risk in

government IT investments Albany NY7 Center for Technology in Government

79 Ibid p 78


82 Ibid p 44

83 Ibid p 69

84 The Directorate for Computer and Information Science and Engineering at the National

Science Foundation has created a bSystems in Context Q cluster This cluster bsupports

research and education on the interaction between information computation and

communication systems and users organizations government agencies the scientific

community and the external environment Q More information is available at http

wwwcisensfgovdivclustercfmdiv=iisampcluster _

id=3947




managerial effectiveness and the promotion of democratic values and mechanisms1

Information technology (IT) has the potential to transform government structures and to

improve the quality of government services Technology provides two main opportunities for government (1) increased operational efficiency by reducing costs and increasing

productivity and (2) better quality of services provided by government agencies Realizing

the benefits of these technologies requires organizations to understand and overcome the

challenges to their efforts Technological complexity and incompatibility are not the only nor

the most difficult challenges to overcome Managerial political and legal factors have been

identified as important elements to take into consideration in the design and development of

IT initiatives as well2 Politics privacy concerns turf and other institutional arrangements

can also affect the results of an IT project3

Information managers in government must be aware of the many problems they face in IT-intensive projects IT initiatives in general and e-government projects in particular face

multiple and complex challenges4 Identifying and overcoming these challenges is not always

easy Many national state and local governments are developing tools to help managers

make decisions about IT investments and implementation The purpose of this article is to

examine the extent to which IS research informs the development of practitioner tools for

government IT decision makers Four tools were selected as the focus of this examination

based on their visibility and central role in informing practitioners at the national level in the

United States and Canada and at the state level within the United States The examination

produced a number of observations about the practical tools in terms of their treatment of thechallenges to e-government and strategies for successful IT initiatives as identified by current

research It also produced a set of recommendations for future efforts in both research and

practice

This article is divided in seven sections including these introductory comments Section 2

frames the debate about e-government research and relevance issues Section 3 describes the

method used in this comparative effort Section 4 presents some challenges and IT success

factors identified in different disciplines Section 5 introduces the four practical tools selected

for this study Section 6 identifies how the challenges and factors drawn from the various

disciplinary literature have been incorporated into the selected set of tools Finally the article

offers some conclusions and recommendations

2 E-government research and relevance issues

As the interest in and pressure for new and expanded e-government increases public

managers find themselves making decisions about information and information technology

for which they are often unprepared or ill-equipped Recognition of the complexity and risk

of IT decisions and of the broad range of public managers involved in making these types of

decisions has spurred the development of many structured and rigorous tools to support IT business case analysis and risk assessment strategies These strategies recommended in some

government agencies and required in others provide guidance for IT decision making within

particular organizational contexts




























3 Method



























challenges12




















data Kaplan et al

17







Table 1



Information and

data



2002 Burbridge 2002


Information

technology

















Organizational

and managerial



behavior



diversity



Roy 2003





2003







Legal and

regulatory


regulations






2002

Intergovernmental

relationships













23




















Institutional and

environmental







































overcome them




















Table 2





partners users

Orr 1998 CTG 2000









Organizational and

managerial





Melitski 2003







2002 Garson 2003


stakeholders









Melitski 2003


deliverables




2003




improvement




2001 Garson 2003










































Environmental or

institutional


sponsorship































decision makers





Table 3





community


Treasury Board

of Canada



Projects (CUBC)






in Government


governments















































































































































Table 4



Value Measuring

Methodology










Creating and

Using a Business


Technology Projects







NASCIO Business

Case Primer


review committee






Making Smart

IT Choices




















































Table 5


VMM CUBC BCBB MSIT














U U



Turf and conflicts






Privacy concerns U








Table 6


VMM CUBC BCBB MSIT



Ease of use U







and application)

U U


and social skills)

U U




and evaluation)

U U





Adequate training






Legislative support




































































Table 7







































Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947




























3 Method



























challenges12




















data Kaplan et al

17







Table 1



Information and

data



2002 Burbridge 2002


Information

technology

















Organizational

and managerial



behavior



diversity



Roy 2003





2003







Legal and

regulatory


regulations






2002

Intergovernmental

relationships













23




















Institutional and

environmental







































overcome them




















Table 2





partners users

Orr 1998 CTG 2000









Organizational and

managerial





Melitski 2003







2002 Garson 2003


stakeholders









Melitski 2003


deliverables




2003




improvement




2001 Garson 2003










































Environmental or

institutional


sponsorship































decision makers





Table 3





community


Treasury Board

of Canada



Projects (CUBC)






in Government


governments















































































































































Table 4



Value Measuring

Methodology










Creating and

Using a Business


Technology Projects







NASCIO Business

Case Primer


review committee






Making Smart

IT Choices




















































Table 5


VMM CUBC BCBB MSIT














U U



Turf and conflicts






Privacy concerns U








Table 6


VMM CUBC BCBB MSIT



Ease of use U







and application)

U U


and social skills)

U U




and evaluation)

U U





Adequate training






Legislative support




































































Table 7







































Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947















challenges12




















data Kaplan et al

17







Table 1



Information and

data



2002 Burbridge 2002


Information

technology

















Organizational

and managerial



behavior



diversity



Roy 2003





2003







Legal and

regulatory


regulations






2002

Intergovernmental

relationships













23




















Institutional and

environmental







































overcome them




















Table 2





partners users

Orr 1998 CTG 2000









Organizational and

managerial





Melitski 2003







2002 Garson 2003


stakeholders









Melitski 2003


deliverables




2003




improvement




2001 Garson 2003










































Environmental or

institutional


sponsorship































decision makers





Table 3





community


Treasury Board

of Canada



Projects (CUBC)






in Government


governments















































































































































Table 4



Value Measuring

Methodology










Creating and

Using a Business


Technology Projects







NASCIO Business

Case Primer


review committee






Making Smart

IT Choices




















































Table 5


VMM CUBC BCBB MSIT














U U



Turf and conflicts






Privacy concerns U








Table 6


VMM CUBC BCBB MSIT



Ease of use U







and application)

U U


and social skills)

U U




and evaluation)

U U





Adequate training






Legislative support




































































Table 7







































Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947




Table 1



Information and

data



2002 Burbridge 2002


Information

technology

















Organizational

and managerial



behavior



diversity



Roy 2003





2003







Legal and

regulatory


regulations






2002

Intergovernmental

relationships













23




















Institutional and

environmental







































overcome them




















Table 2





partners users

Orr 1998 CTG 2000









Organizational and

managerial





Melitski 2003







2002 Garson 2003


stakeholders









Melitski 2003


deliverables




2003




improvement




2001 Garson 2003










































Environmental or

institutional


sponsorship































decision makers





Table 3





community


Treasury Board

of Canada



Projects (CUBC)






in Government


governments















































































































































Table 4



Value Measuring

Methodology










Creating and

Using a Business


Technology Projects







NASCIO Business

Case Primer


review committee






Making Smart

IT Choices




















































Table 5


VMM CUBC BCBB MSIT














U U



Turf and conflicts






Privacy concerns U








Table 6


VMM CUBC BCBB MSIT



Ease of use U







and application)

U U


and social skills)

U U




and evaluation)

U U





Adequate training






Legislative support




































































Table 7







































Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947










23




















Institutional and

environmental







































overcome them




















Table 2





partners users

Orr 1998 CTG 2000









Organizational and

managerial





Melitski 2003







2002 Garson 2003


stakeholders









Melitski 2003


deliverables




2003




improvement




2001 Garson 2003










































Environmental or

institutional


sponsorship































decision makers





Table 3





community


Treasury Board

of Canada



Projects (CUBC)






in Government


governments















































































































































Table 4



Value Measuring

Methodology










Creating and

Using a Business


Technology Projects







NASCIO Business

Case Primer


review committee






Making Smart

IT Choices




















































Table 5


VMM CUBC BCBB MSIT














U U



Turf and conflicts






Privacy concerns U








Table 6


VMM CUBC BCBB MSIT



Ease of use U







and application)

U U


and social skills)

U U




and evaluation)

U U





Adequate training






Legislative support




































































Table 7







































Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947























overcome them




















Table 2





partners users

Orr 1998 CTG 2000









Organizational and

managerial





Melitski 2003







2002 Garson 2003


stakeholders









Melitski 2003


deliverables




2003




improvement




2001 Garson 2003










































Environmental or

institutional


sponsorship































decision makers





Table 3





community


Treasury Board

of Canada



Projects (CUBC)






in Government


governments















































































































































Table 4



Value Measuring

Methodology










Creating and

Using a Business


Technology Projects







NASCIO Business

Case Primer


review committee






Making Smart

IT Choices




















































Table 5


VMM CUBC BCBB MSIT














U U



Turf and conflicts






Privacy concerns U








Table 6


VMM CUBC BCBB MSIT



Ease of use U







and application)

U U


and social skills)

U U




and evaluation)

U U





Adequate training






Legislative support




































































Table 7







































Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947




Table 2





partners users

Orr 1998 CTG 2000









Organizational and

managerial





Melitski 2003







2002 Garson 2003


stakeholders









Melitski 2003


deliverables




2003




improvement




2001 Garson 2003










































Environmental or

institutional


sponsorship































decision makers





Table 3





community


Treasury Board

of Canada



Projects (CUBC)






in Government


governments















































































































































Table 4



Value Measuring

Methodology










Creating and

Using a Business


Technology Projects







NASCIO Business

Case Primer


review committee






Making Smart

IT Choices




















































Table 5


VMM CUBC BCBB MSIT














U U



Turf and conflicts






Privacy concerns U








Table 6


VMM CUBC BCBB MSIT



Ease of use U







and application)

U U


and social skills)

U U




and evaluation)

U U





Adequate training






Legislative support




































































Table 7







































Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947




































Environmental or

institutional


sponsorship































decision makers





Table 3





community


Treasury Board

of Canada



Projects (CUBC)






in Government


governments















































































































































Table 4



Value Measuring

Methodology










Creating and

Using a Business


Technology Projects







NASCIO Business

Case Primer


review committee






Making Smart

IT Choices




















































Table 5


VMM CUBC BCBB MSIT














U U



Turf and conflicts






Privacy concerns U








Table 6


VMM CUBC BCBB MSIT



Ease of use U







and application)

U U


and social skills)

U U




and evaluation)

U U





Adequate training






Legislative support




































































Table 7







































Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947




















decision makers





Table 3





community


Treasury Board

of Canada



Projects (CUBC)






in Government


governments















































































































































Table 4



Value Measuring

Methodology










Creating and

Using a Business


Technology Projects







NASCIO Business

Case Primer


review committee






Making Smart

IT Choices




















































Table 5


VMM CUBC BCBB MSIT














U U



Turf and conflicts






Privacy concerns U








Table 6


VMM CUBC BCBB MSIT



Ease of use U







and application)

U U


and social skills)

U U




and evaluation)

U U





Adequate training






Legislative support




































































Table 7







































Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947














































































































































Table 4



Value Measuring

Methodology










Creating and

Using a Business


Technology Projects







NASCIO Business

Case Primer


review committee






Making Smart

IT Choices




















































Table 5


VMM CUBC BCBB MSIT














U U



Turf and conflicts






Privacy concerns U








Table 6


VMM CUBC BCBB MSIT



Ease of use U







and application)

U U


and social skills)

U U




and evaluation)

U U





Adequate training






Legislative support




































































Table 7







































Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947






































































































Table 4



Value Measuring

Methodology










Creating and

Using a Business


Technology Projects







NASCIO Business

Case Primer


review committee






Making Smart

IT Choices




















































Table 5


VMM CUBC BCBB MSIT














U U



Turf and conflicts






Privacy concerns U








Table 6


VMM CUBC BCBB MSIT



Ease of use U







and application)

U U


and social skills)

U U




and evaluation)

U U





Adequate training






Legislative support




































































Table 7







































Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947





























































Table 4



Value Measuring

Methodology










Creating and

Using a Business


Technology Projects







NASCIO Business

Case Primer


review committee






Making Smart

IT Choices




















































Table 5


VMM CUBC BCBB MSIT














U U



Turf and conflicts






Privacy concerns U








Table 6


VMM CUBC BCBB MSIT



Ease of use U







and application)

U U


and social skills)

U U




and evaluation)

U U





Adequate training






Legislative support




































































Table 7







































Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947
























Table 4



Value Measuring

Methodology










Creating and

Using a Business


Technology Projects







NASCIO Business

Case Primer


review committee






Making Smart

IT Choices




















































Table 5


VMM CUBC BCBB MSIT














U U



Turf and conflicts






Privacy concerns U








Table 6


VMM CUBC BCBB MSIT



Ease of use U







and application)

U U


and social skills)

U U




and evaluation)

U U





Adequate training






Legislative support




































































Table 7







































Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947














































Table 5


VMM CUBC BCBB MSIT














U U



Turf and conflicts






Privacy concerns U








Table 6


VMM CUBC BCBB MSIT



Ease of use U







and application)

U U


and social skills)

U U




and evaluation)

U U





Adequate training






Legislative support




































































Table 7







































Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947








Table 5


VMM CUBC BCBB MSIT














U U



Turf and conflicts






Privacy concerns U








Table 6


VMM CUBC BCBB MSIT



Ease of use U







and application)

U U


and social skills)

U U




and evaluation)

U U





Adequate training






Legislative support




































































Table 7







































Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947




Table 6


VMM CUBC BCBB MSIT



Ease of use U







and application)

U U


and social skills)

U U




and evaluation)

U U





Adequate training






Legislative support




































































Table 7







































Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947


































































Table 7







































Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947




























Table 7







































Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947




























Acknowledgments











































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947




































Journal 21 4ndash30
















9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947










9ndash30


























26 (4) 325ndash344





































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947
































York Routledge






66ndash70
































management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947





























management New York





























9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947





















9 Ibid p 8
























18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947







18 Ibid p 15











Ibid p 4 Caffrey

23 Ibid p 19













Ibid p 4 Garson

26 Ibid p 4 Caffrey


27 Ibid p 23 Brown





Systems 2








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947








Journal 21 4ndash30







Ibid p 2 Best

Ibid p 4 Caffrey

Ibid p 3 Bellamy




Ibid p 24


Ibid p 3 Rocheleau











36 Ibid p 3 Bellamy

Ibid p 34 Harris

Ibid p 3 Rocheleau









Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947





Publications



Ibid p 4 Caffrey

Ibid p 3 Milner






Publishing

Ibid p 33 Edmiston

40 Ibid p 19

Ibid p 4 Caffrey

Ibid p 35 Fountain


41 Ibid p 3 Bellamy

Ibid p 3 Rocheleau





Ibid p 42

Ibid p 21





47 Ibid p 22 Davis


Ibid p 21

Ibid p 4 Garson

48 Ibid p 4 Caffrey




Ibid p 21





50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947




50 Ibid p 23 Brown

51 Ibid p 2 Best


Ibid p 4 Garson




Ibid p 4 Garson




54 Ibid p 4 Caffrey




Ibid p 2 Best

Ibid p 34 NGA

56 Ibid p 21






Ibid p 3 Rocheleau

58 Ibid p 34 NGA

Ibid p 34 Harris



Ibid p 4 Garson

Ibid p 3 Milner








Ibid p 21




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947




Ibid p 23 Brown

Ibid p 4 Garson


335ndash345







67 Ibid p 65

68 Ibid p 65



70 Ibid p 69

71 Ibid p 69

72 Ibid p 69

73 Ibid p 69

74 Ibid p 69



76 Ibid p 75

77 Ibid p 75




79 Ibid p 78


82 Ibid p 44

83 Ibid p 69







id=3947


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E-government success factors.pdf