PA 650 Final Exam

Part A

There are several reasons that result to more failure in the public sector initiatives compared to the private sector initiatives. I think it is primarily a matter of culture. This includes the beliefs, morals, knowledge, habits and capabilities that people involved with technological projects in the public sector uphold. Among the culture that is prevalent in the public sector is that of business process complexity. The public sectors are fond of biting more than they can chew. The projects adopted are normally too complex, too big and too ambitious (Reynolds, 2015). Public institutions see themselves as entities that are supposed to bring about change in various areas of operation. This is the reason why they see the need of adopting complex projects that are not within the reach of the private sector. The government also has vast resources hence funding these projects is not an issue. The complex nature of these projects results in their failure. The people involved with the implementation lack in capacity and hence the projects tend to fail.  If the public sector is to reduce the rate of failure being experienced at the moment, it should reduce the complexity of its IT projects together with the technologies that underpin the projects.

Another culture associated with the public sector and has resulted in the failure of IT projects is that of poor governance. Reynolds (2015) asserts that in most of the public sector failed projects, there is an indication of governance arrangements being less than effective. The responsibilities involved tend to be diffused to the extent of not being able to identify who is accountable. The senior officers tend to be reluctant in critical decision making. In this case, the projects fail since the steering committees lack in requisite expertise to move the project in the appropriate direction. People tend to lose the sight of what ought to be done as they muddy the waters in trying to identify who is responsible. While undertaking any project, it is good to understand that the project is not a customer in itself and hence does not have the ability to dictate what it wants (Reynolds, 2015). There ought to be a clear governance structure to ensure that everything is operating as intended. Everyone should be accountable for the failure emanating from their shortcomings. Playing the blame games only makes things worse. This is because everyone involved only aims at making themselves seem good in the eyes of the public.

The public sector also tends to have a different culture when it comes to progression in higher ranks compared to the private sector. This involves movement from a lower position

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