Project and Operations Management of e-Governance Systems

THINK INDIA JOURNAL
ISSN:0971-1260
Vol-22- Issue-14-December-2019
P a g e |13878 Copyright ⓒ 2019Authors
Project And Operations Management Of E-Governance Systems
Ashish Karan, PhD student (2017RHS9002), Dept. of Humanities and Social Sciences,
Malaviya National Institute of Technology Jaipur, India
Abstract: e-Governance is the use of Information and communication technology for
enhancing relation between the Government and its citizens. India has witnessed the
transformation of the citizen centric services from paper based to web based. The present
Government has invested a lot of human and financial capital in almost all the sectors to
computerize various processes. In that race for making services online very less thought has
gone to analyse the hindrances which needs to be overcome first before its implementation in
the entire country. Our country still has villages which lacks proper electrification inhabited
by IT illiterate people. As per statistics of Ministry of Electronics, Govt of India the failure
rate of e-governance projects is pretty high (85%). This puts a question mark on Project
and Operations Management of E Governance projects. A developing country cannot
afford to invest time and money in projects that fails. It calls for a serious introspection. The
article talks about the best industrial practices in fields of project management and operations
management of E-Governance IT projects. The paper introduces Prince2 (project
management method) the IT Infrastructure Library (ITIL) framework (Operations
management method and discuss its significance and benefits in E-Governance
implementation and sustenance.
Keywords: E-Governance, ITIL, ITSM, Project Management, Prince2.
1. Introduction and Definitions. E-Governance is the usage of internet technology as a
means for exchanging information, delivering services and transacting with citizens, business
organisations, and other segments of government. E-Governance provides a full proof
strategy to effective overall governance. It definitely improves accountability, transparency
and efficiency of government processes, but in addition to it, it also facilitates sustainable and
inclusive growth. E-Governance also provides a mechanism of direct delivery of citizen
centric services to all segments of the society including those in the remotest corners, without
having to deal with intermediaries.

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a. Governance. The art of managing the functioning of an organisation by the
people who are authorised to do so is called governance.
b. e-Government. It is the use of ICT by the government to offer its citizens and
businesses organisations the opportunity to interact and conduct operations with
government by making use of different communication media such as telephones, fax,
smart cards, e-mail / Internet etc. It is also about how government administers, rules,
regulates and frameworks to carry out service delivery and the coordination ,
communication and integration of processes takes place within itself. Another
definition of E-government was presented by United Nation’s website to be “e-
government refers to the use of information and communication technologies (ICT) -
such as Wide Area Networks, the Internet, and mobile computing - by government
agencies”.
c. e-Governance e-Governance is a wider term than e-Government According to
Thomos B. Riley. “Government and governance are both getting
the consent and cooperation of the governed. But whereas government is the
formal apparatus for this objective, government is the outcome as experienced by
those on the receiving end.. E-Governance can be more productive version of
government in general if it is well implemented and managed.
2. Reasons of Success or Failure of E-Government Projects in India. An estimated
US$3 trillion was spent during the first decade of the 21
st
century on government information
systems. Yet recent studies suggest between 60 to 80% of e-government projects fail in some
way leading to "a massive wastage of financial, human and political resources, and an
inability to deliver the potential benefits of e-government to its beneficiaries". Systems
failures are recognized as occurring from a complex interaction of technical and human
factors set in a social situation rather than as the result of the failure of one particular
component (human or technical) . To understand failure, we need to examine the basis on
which academic writers, who generally adopt an informative stance to evaluation, decide to
provide descriptive and diagnostic information on the projects being considered. These
diagnostic approaches fall into three main categories – factoral analyses, systems approaches

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and interpretive studies. Heeks (2002) applied a factor-based approach to an analysis of the
significant number of failures in e-government projects. A survey of relevant case studies in
the literature led him to the identification of seven dimensions necessary and sufficient to
measure the gap that exists between 'current reality' and the 'design concept' of the intended
application. He contends that the wider the gap that exists on each of these dimensions, the
higher the risk of failure for the project. The seven dimensions of potential design-reality
gaps to be explored on an e-government project are summarized by the ITPOSMO acronym
and are outlined as:
a. Information: the formal information held by the digital system and the
informal information used by the people involved with the system.
b. Technology: mainly focuses on the digital IT but can also cover other
information-handling technologies such as paper or analogue telephones.
c. Processes: the activities undertaken by the relevant stakeholders for
whom the e-Government system operates both information related processes and
broader business processes.
d. Objectives and values: often the most important dimension since
the objectives component covers issues of self-interest and organizational politics, and
can even be seen to incorporate formal organizational strategies; the values
component covers culture: what stakeholders feel are the right and wrong ways to do
things.
e. Staffing and skills: it comprises of the expertise level of the staff involved in
the implementation of the project.
f. Management systems and structures:the overall management systems required
to organize operation and use of the e-government system, plus the way in which
stakeholder agencies/groups are structured, both formally and informally.

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E-Governance Project Failure - Facts and Reasons (Shown in Table 1)
35 % of
e-Government
projects are total
Failures
- Initiatives not
implemented -
Initiatives
abandoned
immediately
50% of
e-Government projects are partial
Failures
- Main stated goals
not achieved – Initial success but failure
after an year -
Success for one
group but failure for
others
15% of e-Government projects are
successes
- All stakeholders benefited - No
adverse results
Table1 (Source: www.nisg.org/docs/539_Report.pdf)
3. Implementation Challenges in India. Several initiatives has been taken by the Indian
government to facilitate the access to public services even then the desired outcomes are yet
to be fully realised. This can be largely attributed to various front-end and back-end
challenges that the government continues to face. High illiteracy levels, non-availability of
user friendly interfaces, inadequate or no power supply in rural areas, low internet penetration
and most importantly, lack of awareness of e-Governance processes are some of the main
user specific issues which forms the front end challenges. On the other hand, back-end
challenges relate to technical, process or human resource issues within the government which
mainly comprises of issues like lack of systems integration within a department, lack of
integration across government departments, limited knowledge of using computers at various
levels of bureaucracy and deployment of technology without proper process re-engineering.
The obstacles in the implementation of e-Governance related to project management are
explained in the following paragraphs:

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4. Non Technical Challenges
a. Different Language. India is a country where people with different cultures and
different religions live together People belonging to different states speak different
languages. The diversity of people in context of language is a huge challenge for
implementing e-Governance projects as e-Governance applications are written in
English language. And also, English may not be understandable by most of the
people. Therefore, it becomes a challenge for the government to write e-Governance
applications which are to be implemented for the whole nation in more than one
language so that these may be acceptable to the users of aparticular language.
b. Low Literacy. Literacy can be defined as the ability to read and
write with understanding in any language. A person who can merely read but cannot
write cannot be considered as literate. Any formal education or minimum educational
standard is not necessary to be considered literate. The biggest obstacle in
implementation of e-Governance projects is illiteracy. Illiterate people are not able to
access the e-Governance applications; hence the projects do not get much success.
c. Low IT Literacy. Much of the Indian people are not literate and those who are
literate do not have much knowledge about Information Technology (IT). Most of the
people in India do not know how to use Internet. how can e-Governance projects be
implemented successfully in such situation?
d. Services are not accessible easily: The concept of e-Governance is claiming for
increased efficiency and effectiveness of the government, but these goals can only be
achieved if the services are available to all of its citizens. A major part of Indian
population is not able to access e-Governance applications due to limited access of
Internet or lack of power supply.
5. Issues in Project Management in India. E-Government is a globally acclaimed
fact that it is a force multiplier in achieving good governance, bringing down cost of
operations, and increasing the ability of citizens and businesses to access services effectively

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and in cost efficient manner. It is a challenging task to successfully implement an e-
Government project. Some current challenges for managing e-Government Projects in India
are as follows:
a. Lack of effective project management tools and methods.
b. Absence of proper planning, various ad hoc tasks are taken up by the project team
due to which the focus on critical activities is lost.
c. The knowledge of project management concepts is very low in Government
officials forming part of the e-Government Project team.
e. E-Government projects do not follow any standardized project management
implementation frameworks.
f. Resources are over loaded with work due to inadequate staffing. Sometimes tasks
not assigned to the team appropriately.
g. No control of central IT agencies during project execution. The decision
making process is generally left to individual line ministries and departments since
funding comes from them.
h. Non provisioning of Project Management dashboard for coordinated project
monitoring by all the stakeholders in a large project.
i. Inadequate tracking of how the project is being implemented, tasks causing
delays. No monitoring of Cost and Schedule at project checkpoints. During the project
initiation, the baseline data is not captured which is useful for bench marking of
activities.
6. Project Management Method – Prince2. The UK Government established
CCTA (Central Computer and Telecommunications Agency) in 1970 to device a standard for
project management of software. This resulted in development of PRINCE (PRojects IN
Controlled Environments) in 1989 which in turn evolved and became PRINCE2 in 1996.

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PRINCE2 is a structured PM technique with the spotlight on the business case, the promotion
of consistency in projects, the cataloguing of lessons learnt, common vocabulary and the
representation by stakeholders in the project planning. Although the roots of PRINCE2 were
in IT, it is currently one of the best practice tools, flexible enough to be customized to any
organisation and project. PRINCE2 is owned by the Office of Government Commerce
(OGC), which is now part of the Efficiency and Reform Group within the UK Government’s
Cabinet Office. The OGC also has methodologies around program and value management,
risk, PMO-type offices, and portfolio management. PRINCE2 foundation and practitioner
qualifications are available world-wide including in India through accredited training
organisations.
a. Project. A project is an organisation created to deliver one or more
products according to an agreed business case. A project introduces amendment, is
temporary, cross-functional, distinctive and unsure.
b. Project Management. It is a method for planning, delegating,
monitoring and controlling the aspects of a project. The aspects are scope, time, cost,
quality, risk and benefits.
c. The PRINCE2 Methods It includes principles, themes, processes and
tailoring. PRINCE2 does not provide specialist aspects, detailed techniques, or
leadership capability. PRINCE2 is embodies proven best practise, can be applied to
any type of project, is widely recognised with a common vocabulary, provides explicit
recognition of responsibilities, and provides a highly structured approach to
accountability, delegation, authority, and communication. It manages by exception
and manages by stages.
d. A PRINCE2 project ought to be tailored for a particular situation. Tailoring
ensures that the method relates to the environment, and that project controls are based
on the project's scale, complexity, and importance. The Project Manager and the
Project Board will make a decision on how the method will be applied, and this will
be documented in the Project Initiation Document.
e. Principles It is the adoption of principles that determines whether a project
is using PRINCE2, not the adoption of processes and documents alone. The principles

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are business justification, learn by experience, defined roles and responsibilities,
manage by stages, manage by exception, focus on products, and tailor to suit the
environment.
f. A PRINCE2 project must have justification to start it and to continue
throughout the project. If aproject can no longer be justified it must stop. Justification
must be documented and approved.
g. A PRINCE2 project learns by experience. When starting a project lessons
learned from similar projects are sought, as the project progresses lessons are included
in reports and reviews, and when the project closes lessons are identified and passed
on for the future.
h. A PRINCE2 project has outlined and in agreement roles and responsibilities.
All projects have the following primary stakeholders; business sponsors, users, and
suppliers. Business sponsors ensure the investment provides value for money. Users
gain the intended benefits and feel the pain. Suppliers, internal and external, provide
the resources.
i. A PRINCE2 project is planned, monitored and controlled by stages. There is
at least two stages; initiation plus one or more management stages. Planning is only
conducted on the level that is foreseeable. The greater the complexity and risk, the
more stages that should be implemented.
j. A PRINCE2 project has agreed tolerances for its aspects. If these tolerances
establish limits of delegated authority. If they are breached the next higher level must
manage the exception. PRINCE2 permits acceptable governance by shaping distinct
responsibilities for steering, managing, and delivering the project. A PRINCE2
project focuses on the definition and delivery of products, according to their quality
criteria. This means there is a common understanding of the products required. When
delivered, this provides acceptance.
7. PRINCE2 Themes. It describes the aspects of project management which
must be addressed continually. There are seven themes: business case, organisation,
quality, plans, risk, change and progress.

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a. Business Case Theme The Business Case theme establishes
mechanisms to judge whether the project is and remains desirable, viable and
achievable. It is the justification for the project. The business justification is
documented in the Business Case. Products are outputs, which lead to outcomes,
which provide benefits. Benefits are always expressed in quantifiable terms. In
PRINCE2, the business case is developed at the beginning of the project and is
maintained throughout the project, verified by the Project Board at each stage
assessment and other key points, and confirmed that the benefits accrue. The
Executive is responsible for the Business Case. Development may be delegated,
typically to a Business Analyst or Project Manager. A detailed Business Case is
derived from the outline Business Case, the Project Plan (cost, timescale, products),
and the Risk Register. It is the responsibility of the Executive to assure that the
project stakeholders remains justifiable at all times. The Executive should not rely on
end-stage assessment alone, but rather should make use of Project Assurance as
Highlight Reports as well. The Senior User(s) specify the benefits and is held to
account by demonstrating to corporate or programme management that forecasts are
in fact realised. The Executive is responsible for ensuring that benefit reviews are
planned and executed. The Benefits Review Plan is first created by the Project
Manager in the initiation stage and approved by the Project Board. The three basic
business options concerning investment always include (a) do nothing, (b) do the
minimal (e.g., a workaround), (c) do something. The Business Case should list each
benefit that it is claimed would result from the project's outcome. This can be
financial and non-financial, but must be aligned to corporate strategy, mapped to
outcomes and outputs, quantified (with tolerance), measurable, and assigned.
b. Organisation Theme The Organisation theme defines and establishes
the project's structure of accountability and responsibilities. It is based on a
customer/supplier model. A project may be a stand-alone entity or it can be part of a
programme of related projects. Regardless, it will exist within the wider context of a
corporate organisation. PRINCE2 does not define management jobs - it defines roles.
This includes the three primary categories of stakeholder which are included on the
Project Board; Business/Executive, Senior User and Senior Supplier interests. The
Executive is interested in value for money, the Senior User in desired outputs, and the
Senior Supplier in producing the project products. The customer is usually interpreted

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as a collective term for Business and User roles. Sometimes the Executive (Business)
can be combined with the Senior User. PRINCE2 separates the direction and
management of the project from the delivery of the outputs. The project management
structure has four levels, of which the bottom three represents the project team. The
corporate or programme management forms the topmost layer. The Project Board
gives direction; the Project Board gives management and the Team Manager delivers.
The Executive can be combined with the Senior User role. The Project Board should
display four key characteristics; authority, credibility, ability to delegate and
availability. The Executive is ultimately accountable for the project's success and the
key decision maker. The Executive ensure that project gives value for money and is
responsible for the Business Case. The Senior User represents those who will use the
project (including operations and maintenance). The Senior Supplier is accountable
for the quality of products delivered and is responsible for the technical integrity of
the product. The Board is responsible for appointing a Project Assurance role,
independent of the Project Manager. Assurance however is also responsible for
supporting the Project Manager with advice and guidance. Producing a matrix of
products with stakeholders helps split stakeholders from decision-makers.
Stakeholders need to be engaged as part of the Communications Management
Strategy, project decision makers need to be on the Project Board. The Project Board
should define in the Configuration Management Strategy a scale of severity ratings
for change, and determine, as Change Authority, what conditions are places for the
authorisation for change or off-specifications. In PRINCE2 the Project Manager's role
should not be shared. The Project is responsible for liaison with Project Assurance
and the Project Board. Ensuring production is the Team Manager's primary
responsibility. PRINCE2 uses Work Packages to allocate work to Team Managers or
team members. The Project Support role, which is responsible for the documentation
repository, is not optional. It does default to the Project Manager if there is no other
person allocated to the role. The use of "management by stages" also allows smooth
transition for changes to the project management team if needed. The
Communications Management Strategy facilitates engagement with stakeholders
through the establishment of a controlled and bi-directional flow of information.
c. Quality Theme The theme of Quality defines the means by which a
projects verifies that products are fit for purpose. Quality Systems and Quality

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Assurance exist on the Corporate level and should be differentiated from Quality
Planning and Quality Control, on the Project level. In PRINCE2 Quality is defined as
the totality of features in a product, process, person, service, or system. The scope of a
plan is the sum total of its products, defined by aproduct breakdown structure. Project
Assurance is undertaken from within the project and assures that the project is being
conducted properly with regard to internal rules. Quality Assurance is the
responsibility of the corporate or programme management is external to the project. It
assurances the project complies with corporate standards and legislation. The Quality
System and Quality Assurance is corporate responsibility. Quality planning and
quality control is project responsibility. The Project's acceptance criteria provide
prioritised and measurable definitions of attributes. A popular prioritisation technique
is MoSCoW (must, should, could, won't). Product Descriptions should not be written
in too much detail as it increases the cost of quality in the project. Project Product
Descriptions include (a) the overall purpose of the project, (b) composition (set of
products), (c) customer's quality expectations, (d) acceptance criteria, methods, and
responsibilities, (e) project-level quality tolerances. The Quality Register is a diary of
quality events planned and undertaken. This will include quality control, which
includes carrying out quality methods (e.g., inspection, testing etc), maintaining
quality and approval records, and gaining acceptance. The quality review technique is
conducted as a formal meeting with prior circulated questions. The review team
agrees on actions for each question. If follow up action (FAR) is not feasible or not
within tolerance, then it should be raised an issue for the Project Manager.
d. Plans Theme Plans facilitate communication and control, by focusing
on products and managing by stages (the where, how, by whom, and when of
products). Plans form the backbone of any project’s management information system.
They must be kept in line with the Business Case at all times. PRINCE2 recommends
three levels of plan to suit the needs of the different levels of management. Outside of
the project there may be a corporate or programme plan. The Project Plan provides
the Business Case, with Project costs and timescales as a baseline. The Stage plan is
similar to the Project Plan but with adequate detail for day-to-day control for the
Project Manager. Team plans are produced by a Team Manager to facilitate Work
Packages. They are optional. Exception Plans are prepared for the appropriate
management level to show the actions required to recover from the effects of

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tolerance deviation. Plans are designed as a prerequisite. Then, simultaneous with an
analysis of risks, products are defined and analysed, then activities and dependencies,
then estimates, then the schedule, and finally documentation. This process is repeated
for project, stage and team plans. It is a product-based planning technique. The
"philosophy" behind producing plans in PRINCE2 is that the products required are
identified first and only then are the activities, dependencies, and resources required
to deliver those products identified. This is product-based planning. The benefits
include (for example) involving users in specifying the product requirements, thus
increasing buy-in and reducing approval disputes, and clarifying the scope boundary,
defining products that are in and out of the scope. Writing the Project Product
Description forms the very first task of product-based planning. The plan is then
broken down into its major products, which are then further broken down etc, until an
appropriate level of detail is reached. It is useful to identify any external products
required by the plan, as the Project Manager is not accountable for their creation. For
each external product there should be a corresponding entry in the Risk Register. If a
detailed requirement for specification for a product is already available, this may be
used as a substitute for the Product Description. A flow diagram needs to be created
that identifies and defines the sequence in which the products of the plan will be
developed and any dependencies between them. Dependencies are internal or
external. An external dependency includes the delivery of a product from another
project.
e. Risk Themes The Risk theme identifies, assesses and controls
uncertainty. Risk is an uncertain event that will have an effect on the achievement of
objectives. They can be threats or opportunities. Different organisations have different
'risk appetites'. Risk Register is maintained by project support on behalf of the Project
Manager. The Risk Management procedure is sequentially (a) identify (context and
risks), (b) plan, (c) implement, with (d) communication, throughout. An effective way
to identify risks is to use a risk workshop. Identification should involve noting the risk
cause, the event, and the effect. A typical estimation technique is a quantitative
probability impact grid. Risk responses do not necessarily remove a risk in entirety; it
may leave a residual risk. It is also possible that the response to a risk can change
some aspect of a project resulting in a secondary risk. Threat responses are; avoid,
reduce (probability and impact), fallback (impact only), transfer, share, or accept.

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Opportunity responses are exploit, enhance, share or reject. The Risk owner is the
named individual responsible for managing, monitoring, and control of a particular
risk. The risk actionee carries out the risk response action.
f. Change Themes The Change theme identifies, assesses and controls
changes to the baseline. The baseline should use a form of version control in
documentation. The process to manage changes and issues is the Configuration
Management Strategy. A configuration item is subject to configuration management.
The entity may be a component of a product, a product, or a set of products that form
a release. Issues consist of Requests for Change (funded from the Change Budget),
Off-Specifications aka stuff-ups (funded from Tolerances), and Problem/Concerns,
which require approval from the Project Board. Tolerances should not be used to fund
Requests for Change. The following management products are used to establish and
maintain the project's controls for issues, changes, and configuration management: (a)
configuration management strategy, (b) configuration item records, (c) product status
accounts, (d) daily log, (e) issue register, (f) issue reports. To make and effective issue
and change control, it is supported by a configuration management system which
maintains product baselines (the basis from which the entity will change) and
facilitates impact assessments (relationships between products). The Configuration
Management Strategy should define the configuration management procedure and the
issue and change control procedure. It is the Project Board's responsibility to review
and approve requests for change and off-specifications. But for projects where there is
likely to be lots of changes the Project Board may choose to delegate this to a Change
Authority (e.g., the Project Manager). The Project Manager needs to consider whether
it is worthwhile going a detailed impact analysis as the effort itself may cause a
deviation from the plan. An impact analysis must cover the three areas of business,
user, and supplier. Having taken an impact analysis, the severity or priority should be
re-evaluated.
g. Progress Theme The Purpose of the progress theme is establish
mechanisms to monitor and compare actual achievements against those planned and
provide forecasts. It is based on the principles of manage by stages; manage by
exception, and business justification. An exception is a situation where there is a
deviation beyond the agreed tolerance levels. The principle of manage by exception

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uses different types of tolerance against which a project can be controlled which
equate to setting and reporting. They are (i) project tolerance, from programme and
corporate management and (ii) project progress/exceptions, to programme and
corporate management, (iii) stage tolerance, to the project manager, (iv) stage
progress/exceptions, from the project manager, (v) work package tolerance, from the
project manager, (vi) work package progress/issues, to the project manager. Stages
should be shorter when there is greater risk, uncertainty, or complexity. They can be
longer when the risk is lower, typically in the middle of projects. PRINCE2 provides
two types of progress control reports throughout the life of a project; event-driven
controls and time-driven controls. The Work Package and report back to the Project
Manager is via Checkpoint Reports. There is one Checkpoint Report per Work
Package. If the forecast is project tolerances will be exceeded, the Project Board has
the authority to manage the project and must refer the matter to corporate or
programme management for a decision.
8. Prince2 Processes PRINCE2 is a process-based approach to management. Pre-
project there is a project mandate to set the inquiry into action. It is important to verify that
the project is worthwhile and viable. This is the Project Brief and a stage plan for initiation.
The Project Board reviews the brief and decided whether to initiate the project. The initiation
stage culminates in the production of a Project Initiation Document. The Project Board
delegates day-to-day control to the Project Manager on a stage-by-stage basis. The Project
Manager ensures that a set of project records are maintained to assist with project control.
The Team Managers execute the Work Packages and keep the Project Manager apprised of
progress via Checkpoint Reports. During the final stage, once the Project Manager has gained
approval for all of the Project's products, it is time to decommission the project.
a. Starting Up A Project (SU) The purpose of the starting up a project
process is to determine whether or not there is a worthwhile project. At this stage, do
the minimum necessary to come to this decision. The effort involved with vary
(business context). During the Starting Up process, the activities include appointing
the Executive and Project Manager, capture previous lessons, prepare the outline
Business Case, assemble the Project Brief, and plan the initiation stage.

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b. Directing A Project (DP) Process The purpose of the directing a
project process is to enable the Project Board to be accountable for the project's
success whilst delegating day-to-day management to the project manager. The Project
Board manages by exception. It monitors via reports through a small a number of
decision points. The Project Board is responsible for ensuring there is continued
business justification. The Directing a Project process is initiated from the Starting up
a Project process, as input, and concludes with the Closing a Project process, as an
output. Within the directing a project process, the Project Board will authorise
initiation, authorise the project, authorise a stage or exception plan, give ad-hoc
direction, and authorise project closure. Initiation is triggered by a request from the
Project Manager for authorisation to deliver the project. Ad-hoc direction may occur
as a response to reports e.g., Highlight Report (time-driven within a stage), Exception
Report, Issues Report. The last activity is Authorising closure of the project which is
undertaken by the Project Board before it gets disbanded, and may require
endorsement from corporate or programme management.
c. Initiating A Project Process (IP) The purpose of the initiating a
project process is to establish a solid foundation for the project. It establishes a
common understanding of benefits and risks, the scope, the products and their cost,
etc as baselines. During this process the Project Manager will create a suite of
management products required for the level of control specified by the Board. This
will include the Risk Management Strategy, the Configuration Management Strategy,
the Quality Management Strategy, the Communications Management Strategy, the
project controls, the Project Plan, a refined Business Case, and assembling the Project
Initiation Documentation.
d. Controlling A Stage Process (CS) The purpose of the controlling a
stage process is to assign and monitor work, deal with issues, report progress to the
Board, and take corrective actions to ensure that the stage remains within tolerance
levels. The controlling a stage processes is first used after the Board authorises the
Project. Work Packages are used to define and control the work being done, and sets
tolerances for the Team Managers. There must be a level of autonomy within the
project teams. Activities include the authorisation, reviewing work package status,
and receiving completed work packages, reviewing stage status, reporting highlights

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to the Board, examination of issues and risks, escalation of issues and risks and taking
corrective action.
e. Managing Product Delivery (MP) Process The purpose of the
managing product delivery process is to control the link between the Project Manager
and the Team Managers by placing formal requirements on accepting, executing, and
delivering project work. Activities are simply to accept, execute and deliver a work
package.
f. Managing AStage Boundary (SB) Process The purpose of the
managing a stage boundary process is for the Board to review the current stage,
approve the next stage, review the updated project plan, confirm business justification
and acceptance of risks. The Board must assure that all products in the current stage
plan have been completed and approved. For exceptions, the Project Manager must
prepare an Exception Plan and seek approval from the Board for the Exception Plan.
If a stage or the project is forecast to deviate beyond its agreed tolerances, it no longer
has the approval of the Project Board. The Project Board requests for Exception Plans
in response to an Exception Report which is produced prior to the planned stage
boundary but its approval by the Project Board marks a stage boundary for the
revised stage. The activities within the managing a stage boundary process include
planning the next stage, updating the project plan, updating the business case,
reporting a stage end, and producing exception plans.
g. Closing A Project (CP) Process The purpose of the closing a project
process is to provide a fixed point where acceptance of the project product has been
confirmed and that the objectives in the Project Initiation Document have been
achieved. The activities of the process are Project-Manager orientated and are to
prepare planned closure, prepare premature closure, hand over products, evaluate the
project and recommend project closure. It must include transfer of ownership to the
customer and terminate the responsibility of the project management team. Project
closure is confirmed by the Board. The Communication Management Strategy is used
to identify stakeholders who should be notified of closure. The project's registers
(Issues, Risks, Quality, Daily Log, and Lessons Learned) should be closed. Project
information should be secured and archived. The Manager must seek approval to give

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notice to the corporate or programme management that resources are about to be
released.
9. Tailoring PRINCE2 to the Project Environment Tailoring refers to the appropriate
use of PRINCE2 on any given project, ensuring there is the correct amount of planning,
control, governance, and use of processes and themes, whereas the adoption of PRINCE2
across an organisation is known as embedding. Tailoring is about thinking about how to
apply the method and then using it with a lightness of touch. The distinction between projects
and programmes is that projects typically produce or change something and are then
disbanded. The benefits of the understanding are likely to be accrued after the projects are
complete. Programmes are typically used to transform organisations and have a lifespan that
covers the realisation of the benefits - which could be several years. Overall, the purpose of
PRINCE2 can be regarded as reducing the risk of failure. Thus, whenever an element of
PRINCE2 is reduced, this should be seen as a risk.
10. Operations Management by ITIL. The Information Technology Infrastructure
Library was born from the marriage of IT and business strategy after the realisation of the
significance of IT service management. It is basically a set of policies and concepts for
managing IT infrastructure and service effectively and efficiently. It was first published in the
1980s by The U.K. Central Computer and Telecommunications Agency, and it is still
governed by the U.K. Office of Government Commerce. Even though ITIL was developed
during the 1980s, adoption was light until the early 1990s and has only gained traction in the
U.S. within the past few years. ITIL makes E-Governance implementation easier by
providing structured, flexible guidelines for governance standards around IT service
management. It improves the alignment between the operations and IT, increasing citizen
satisfaction, lowering costs, optimizing outsourcing, improving service levels, increasing
service availability, and improving the ability to manage change, among other things. Some
may found the guidelines as prescriptive and inflexible and it may appear for some as barriers
to adoption due to lengthy implementation, disruption of current processes, change issues but
in long run it is very fruitful. ITIL comprises of two domains and eleven processes of IT
service management which are as follows:

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a. The Service Support Domain which has the following processes:
(i) Service Desk.
(ii) Incident Management.
(iv) Problem Management
(v) Configuration Management.
(vi) Change Management.
(vii) Release Management.
b. The Service Delivery Domain with the following processes:
(i) Service-level Management
(ii) Capacity Management.
(iii) IT Service Continuity Management.
(iv) Availability Management.
(v) Financial Management for IT services.
11. A hierarchical structure of roles and responsibilities is provided within each process
as well (Figure 1). Moreover, the International Organization for Standardization (ISO)
established the ‘ISO20000’ as the specification of international standards for IT service
management in 2005, which succeeded the ‘BS15000’ specification of the British Standard
Institution based on the ITIL of OGC. The United Kingdom's Central Computer and
Telecommunications Agency (CCTA) created ITIL in response to the growing dependence
on Information Technology to meet business needs and goals. ITIL provides E-Government
with a framework that is customizable to select the best practices from the industry and
achieve a hight level of quality service. It also caters for scalability in future. The core
of ITIL comprises five service delivery processes (Table 1) and five service support
processes and one service support function (service desk). Service support processes apply to
the operational level of the organization whereas the service delivery processes are tactical in
nature.

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Figure 1. ITIL Infrastructure
Table1. Description of core ITIL components (adapted from OGC 2006)
Service Delivery Domain – Tactical Level
Service Level Management (SLM) Negotiates service level agreements (SLA)
and ensures that these are met.
Capacity Management
Ensures that the capacity of IT services and
the IT infrastructure is able to deliver agreed
service level targets in a cost effective and
timely manner.
IT Service Continuity Management
Manages risks that could seriously impact IT
services. ITSCM ensures that the IT service
provider can always provide minimum
agreed service levels, by reducing the risk to

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an acceptable level and planning for the
recovery of IT services.
Availability
Management Defines, analyses, plans, measures and
improves all aspects of the availability of IT
services.
Financial Management
Manages an IT service provider’s budgeting,
accounting and charging requirements
Service Support Domain – Operational Level
Service Desk
The single point of contact between the
service provider and the users.
Incident
Management Manages the lifecycle of all incidents. Its
primary objective is to return the IT service
to customers as quickly as possible.
Problem
Management Manages the lifecycle of all problems. Its
primary objectives are to prevent incidents
from happening, and to minimize the impact
of incidents that cannot be prevented.
Change
Management Controls the lifecycle of all changes. The
objective is to enable beneficial changes to

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be made with minimum disruption to IT
services.
Release Management A collection of hardware, software,
documentation, processes or other
components required to implement p proved
changes to IT services.
Configuration
Management
Responsible for maintaining information
about C Configuration items required to
deliver an IT
BENEFITS OF ITIL
12. ITIL turned out to be very fruitful for E-Governance implementation. Some of the IT
specific benefits are enumerated below:
a. Increased IT efficiency and productivity through defined roles and
responsibilities and repeatable and scalable best-practice-based processes.
b. Better support for regulatory and compliance challenges and increased
control.
c. Increased customer perception of IT and its services and the business
value they deliver.
d. Increased visibility and understanding of IT services.
e. Better IT service suitability and availability by reducing the “incident
lifecycle,” with the ability to prevent issues before the occur The proactive
identification of problems and reducing their adverse impact on business operations
Having a better ability to react to the business’s need for rapid change.

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f. The ability to measure and improve operational performance.
CONCLUSION
13. In E-Governance the interaction with stakeholders is through IT, so IT drives the
Governance today. The fact is that the E-Governance effectiveness and citizen service
quality is dependent on a high availability, dependability, security and performance of IT
services. ITIL provides the foundation for quality e-Governance application management. It
supports governance aims by offering services which are based on efficient citizen centric
principles and adequately fulfil governance requirements. Prince2 which is a project
management methodology provides ensures entire project is divided into stages where each
stages is closely monitored and clearance to go further is given only when the viability of the
project is justified. The roles in the prince2 of the directing board (Senior Supplier, Senior
User and Executive) are well laid to give direction to the rest of theproject management team
comprising of project manager, team mangers and team members. The business justification
of the project is validated throughout the project thus removing and chance of project failure.
While the Prince2 ensures effective project roll out, ITIL ensures its sustenance, both
contributing equally in a success of an e-Governance system leading to effective interaction
between the government and its citizens.
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Websites
[1] http://www.egov4dev.org/success/sfrates.shtml
[2] e-governance in India by Laxminarayan bindhani and Padmalaya Mahapatra
[3] www.nisg.org/docs/539_Report.pdf
[4] http://unpan1.un.org/
[5] http://meity.gov.in/

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