The book is based on practical experience gained during the planning and execution of e-governance projects in India coupled with extensive research based on six national/multi-state-level agriculture related projects. It assesses e-governance projects in terms of desired project outcomes and analyzes performance from the viewpoints of three key groups planners, implementers and beneficiaries. It highlights six constructs: extent of planning, comprehensiveness of strategy formulation, effectiveness of strategy implementation, changing situation, stakeholder competence levels and flexibility of processes, which are applied to reveal shortfalls in the existing planning and implementation system for e-governance projects in India. It also identifies a set of significant strategic variables influencing performance based on three independent opinion surveys of stakeholders located across the country, and uses these variables as the basis of strategic gap analyses of some major ongoing agriculture related projects.

Furthermore it presents lessons learned from cross-case quantitative and qualitative analyses in the form of a generalized strategic framework for improving performance. Offering an overview of major e-governance projects, it uses several illustrative examples to address the underlying issues and to support the study findings and recommendations. It also presents a novel approach of building strategic alliances across related departments to achieve effective e-governance. The book will be of interest to the practitioners in government as well corporates who are engaged in planning and implementation of e-governance projects spanning across various layers of government. In Indian context, the learning issues are likely to trigger appropriate corrective measures for generating better value from the several flagship projects envisaged under the Digital India Programme. Further, it will interest the academic audience workingon the strategic framework and constituting constructs. It will also benefit business students and application software architectures who aspire for a consulting career in the area of e-governance.

Explores the planning and implementation-related strategic variables that influence the performance of e-governance projects Presents an empirically founded and case-interpreted strategic framework as a guiding tool for e-governance practitioners to improve project performance Opens the way for research on the further refinement of various constructs and a generalized framework for improving performance Includes supplementary material: sn.pub/extras

Autorentext

P.K. Suri is a Professor and the Head at the Delhi School of Management, Delhi Technological University (DTU), New Delhi, India. Prior to joining DTU in 2012, he worked in the Centre Government for more than twenty five years. He has been an Indian Statistical Service Officer of 1986 Batch and served in various positions ranging from Research Officer in the Department of Tourism to Senior Technical Director in the National Informatics Centre. He has closely worked with a diverse set of stakeholders related to several organizations and undertaken extensive field visits across India in the context of planning and implementation of e-governance projects. In particular, he has been the National Co-ordinator of the National Informatics Centre for the challenging e-governance project "Agricultural Marketing Information Network (AGMARKNET)" System sponsored by the Ministry of Agriculture & Farmers Welfare, Government of India. He obtained his PhD from IIT Delhi and his doctoral work has been in e-governance. He has publications on e-governance in the form of book chapters (including in Springer book series on Flexible Systems Management), national and international conference proceedings and articles in refereed journals such as Transforming Government: People, Process and Policy, International Journal of Electronic Governance, Electronic Government, an International Journal, Global Journal of Flexible Systems Management, IIMB Management Review, to name a few. He is the Editor-in-Chief of Values-Based Management Journal of the GIFT Society. He continues to extend IT consulting support to government and has also undertaken such assignments for UN World Tourism Organization and UN Food and Agriculture Organization. Sushil is the Deputy Director (Operations) and Abdulaziz Alsagar Chair Professor (Professor of Strategic, Flexible Systems and Technology Management) at the Indian Institute of Technology Delhi, New Delhi, India. He has served as a visiting professor and delivered seminars in many leading universities, such as University of Minnesota, Minneapolis, MN, Stevens Institute of Technology, NJ, University of Lethbridge, Alberta, Université Paris 1 Panthéon-Sorbonne, Paris, among others. He has pioneered the area of 'Flexible Systems Management' and has made original contributions to the field of knowledge in the form of interpretive approaches in management such as SAP-LAP models/linkages, total interpretive structural modeling, and interpretive ranking process. He has evolved the concept and framework of 'Flowing Stream Strategy' as strategic flexibility to manage continuity and change. He has also provided mantras for continuous organizational vitalization (LIFE), and models for strategic performance management (Flexible Strategy Game-card), sustainable enterprise (Star Model) and strategy execution (4A's Model). He has about twenty books to his credit in the areas of flexibility, strategy, systems thinking, and technology management and over 300 papers in various refereed journals and conferences. He is the founder Editor-in-chief of Global Journal of Flexible Systems Management (published by Springer) and serves on the editorial boards of leading international journals. He is the Editor of Book Series "Flexible Systems Management" published by Springer. Currently he is serving as Independent Director on the Boards of RINL, HSCC, and River Engineering. He has acted as consultant to both governmental and industrial organizations; a few representative ones are Ford Foundation, APCTT, UN, Defence Research and Development Organization (DRDO), Wipro Infotech, LG Electronics, Rockwell International, Tata Consultancy Services, James Martin & Co., Gas Authority of India Ltd., Sona Koyo Steering Systems, NBCC, and Directorate General of Supplies & Disposal (DGS&D

Inhalt

Chapters: 1. Introduction to E-Governance.- 2. Measuring E-Governance Performance.- 3. A Strategic Framework for Improving E-Governance Performance.- 4. Changing Situation A Driver of E-Governance.- 5. Strategic Planning - An Enabler of E-Governance.- 6. Strategy Implementation - An Enabler of E-Governance.- 8. Case Studies of Agriculture Related G to C and G to E Projects.- 9. Case Studies of Agriculture Related G to B Projects.- 10. Effective E-Governance through Strategic Alliances - An Illustration.- 11. Recommended Methodology for Strategic Planning and Implementation of E-Governance Projects.- 12. Conclusion.