A case study analysis of factors determining success or failure for participants in collaborative innovation projects in e-Government

In this paper we use the case study of a successful innovative e-government project, iSAC6+, to examine some of the key factors in the project's success with the aim of contributing to the general understanding of the challenges associated with managing e-government projects. We make observations, identify areas for deeper consideration and draw conclusions as to how lessons learned might be applied to other e-government projects. There has been considerable analysis into the success and failure of e-government projects. We analyse some of the literature to identify the unique features which might add additional challenge and risk to e-government projects and then focus on the case study, specifically on individual participants and stakeholders rather than on the project as a whole. The discussion looks at the vulnerability of e-gov projects resulting from one of their defining characteristics, their collaborative and multi-organisational nature. A collaborative project which meets its objectives will rightly be seen as a success, though this may not be the viewpoint of all participants, some of whom may have found that the hoped for benefits have not been realised. For these participants the project is at best a limited success, but for many, a failure. The high failure rate for e-government projects is researched, analysed and documented. One feature which is a consequence of the complex and unpredictable environment within which e-government initiatives take place is that they are inherently innovative in that their purpose is invariably aimed at establishing new IT enabled solutions to embedded and complex problems. Innovative projects operating in complex, unpredictable environments are at high risk of failure for some if not all participants. The aim of iSAC6+, was to implement of a semantic web based Citizens Advice Service (CAS) application in five pilots. Success was judged by the achievement of cost and quality benefits for all stakeholders, citizens and administrators (cost burden reduction), and by the impact on the pilot organisation and operation (service modification). The analysis will demonstrate how the development of a management and measurement framework based upon the strategic aims and objectives for each partner supported success. It will also show how absence or lack of clarity about aims and objectives adversely affected some partners. Finally the paper will make comments and suggestions based upon the lessons learned.