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Article
Publication date: 29 January 2024

Nilton Takagi, João Varajão and Thiago Ventura

As in the private sector, public organizational information systems (IS) development is commonly carried out through projects. One of the alternatives followed by governmental…

817

Abstract

Purpose

As in the private sector, public organizational information systems (IS) development is commonly carried out through projects. One of the alternatives followed by governmental organizations to perform their projects is outsourcing (by hiring other public institutions that have expertise in the IS area of the projects to be developed). However, limited research has been conducted on project success regarding these government-to-government (G2G) contexts. Since achieving success is crucial for public management, this paper proposes a model for Success Management of IS projects in G2G context.

Design/methodology/approach

The research method was design science research (DSR). In the evaluation step of the DSR, IS projects in a G2G environment were the object of case studies.

Findings

This work presents in detail how Success Management activities can be integrated into the processes and process groups of the Project Management Institute's project management guide. The authors also suggest tools and techniques to be used in each Success Management activity.

Practical implications

Managing success, particularly addressing success criteria and success factors, can help managers focus their efforts on what will really impact the success of a project. In the context of IS projects in G2G contexts, this contributes to decreasing waste and increasing the chances of providing better services to citizens.

Originality/value

This work contributes to theory by providing a new model for IS G2G projects that integrates Success Management and project management processes.

Details

International Journal of Managing Projects in Business, vol. 17 no. 1
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 1 April 2021

Nilton Takagi and João Varajão

Projects are one of the main ways used to develop organisations and turn their strategic initiatives into a reality. To support project management, several entities (e.g…

2163

Abstract

Purpose

Projects are one of the main ways used to develop organisations and turn their strategic initiatives into a reality. To support project management, several entities (e.g. associations, institutes, etc.) provide standards, guides and project management methodologies. However, despite its wide coverage of project management knowledge areas, standards currently have no specific processes focused on planning and evaluating success. The absence of these processes can limit the vision of managers and their teams on what most contributes to the success of a project. Aiming at contributing to fill this gap, this paper proposes the integration of success management processes in the ISO 21500 standard.

Design/methodology/approach

To develop the integration model, a Design Science Research approach was adopted for the construction and evaluation of the resulting artefact.

Findings

The result is an integrated model and insights for its application in practice. The model aims to help managers and their teams to identify which success management activities need to carry out and how to integrate them with the other processes of the ISO 21500 standard.

Research limitations/implications

The integrated model was applied in only one project. Another limitation is the difficulty in comparing the results obtained due to the small number of works focused on success management (namely related to planning, measuring, controlling and reporting success in practice) and its integration with project management standards, guides and methodologies.

Originality/value

The integrated model, based on success management and the ISO 21500 standard, is an important and original contribution to understand and achieve success in projects. This promotes a new vision of balanced management, directing the management effort to the areas that effectively contribute to success in each project.

Details

International Journal of Quality & Reliability Management, vol. 39 no. 2
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 6 September 2022

Anne Cardoso, Thais Fernanda Bueno da Silva, Nilton Takagi, Cleiton Silva and Alessandro Micelli

The value chain is an essential management tool for the elaboration of strategic organizational planning. However, there are few published works providing methods for the…

812

Abstract

Purpose

The value chain is an essential management tool for the elaboration of strategic organizational planning. However, there are few published works providing methods for the development of value chains. This research aims to present a model to develop the value chain for the public sector.

Design/methodology/approach

Action research was used with case study in the evaluation step.

Findings

This research presents a model for value chain development along seven steps, covering data collection planning to the formalization of final product acceptance. The model suggests executing these seven steps in three iteration levels: operational, tactical and strategic. Through case studies, six practical insights were also highlighted in this work.

Research limitations/implications

Given the absence of related work, one of the limitations is the lack of comparison with other methods of value chain development in the public sector.

Originality/value

There are practical guides to value chain development in the public sector; however, to the best of authors’ knowledge, such guides have not been developed using research methods. In the literature, no works provide details on how value chain can be developed in the public sector. In addition, the constraints of face-to-face contacts during the COVID-19 pandemic led the research team to conduct remotely the model's development and evaluation in the case studies. The model presents elements that enable value chain development without face-to-face contact between the execution team and public institution's stakeholders.

Details

Business Process Management Journal, vol. 28 no. 5/6
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 20 October 2022

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

237

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Value chains help public sector institutions provide essential products and services to citizens. Appropriate chains can be developed over multiple clearly-defined steps that span operational, tactical and strategic levels. Remote development of such frameworks is possible if team members are unable to meet face-to-face.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Strategic Direction, vol. 38 no. 11
Type: Research Article
ISSN: 0258-0543

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