Testing Sociotechnical Systems: Passport Issuing

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John Rooksby

Technology Business

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Introduction Where last week we examined specific and quantifiable methods for tracking implementation progress, this week we look at a few qualitative things managers can do to ensure that IT projects succeed. As you will learn from the text, there are abundant examples of IT projects in the public sector that are not deemed successful. Even the most seasoned IT manager gets a bit depressed when reading the examples in these notes and the text. There are political/legal, structural, operational/managerial, and cultural barriers to development of public information technology and e-government, forming a complex intermixture of forces. Challenges in these area are even greater for inter-jurisdictional and inter-sectoral initiatives than interdepartmental ones (Kernaghan, 2005). As a result, there is no “formula for success” and even the most commonly cited success factors may prove inappropriate in certain circumstances. Success Factors? Unfortunately, the rate at which IT projects fail in both the public and private sectors is very high. The Center for Technology in Government suggests that more than half of all government IT projects are viewed as failures by organizational stakeholders. Projects Fail. Typical reasons for failure are: 1. Complexity – projects are too large and complex 2. Commitment Failure – lack of commitment to the project from stakeholders 3. Planning Failure – creation of poor implementation plans 4. Vision Failure – underlying assumptions are unrealistic 5. Inappropriate Methods – agency methods may not match IT 6. Short Time Horizon – unrealistic schedules 7. Turbulent Environments- rapid rates of change can beget lack coordination and system failure 8. Failure to Support End Users – end users have no incentive to use the technology or are unable to use it IT Failures in the 1990s In the 1990s, just before the U.S. federal government embraced enterprise resource planning (ERP) systems on a massive scale, the corporate world had experienced a number of traumatic ERP incidents. Universal Oil launched an ERP system in 1991 but found the system unusable and sued Andersen Consulting, the vendor, for $100 million. Andersen countersued Universal for libel. In 1996, FoxMeyer Corporation hired SAP and Andersen Consulting to install an ERP system, the problems with which resulted in the bankruptcy of the company and a billion dollar lawsuit. Tri Valley Growers, a giant agricultural cooperative, initiated a $6 million ERP system in 1996, finding none of the Oracle software performed as promised, some was hardware incompatibility, and the company filed a $20 million lawsuit. Oracle countersued and the company went into bankruptcy. In 1998-1999, W. W. Grainger Inc. launched a $9 million ERP system which miscounted inventory, crashed recurrently, and led to a $23 million loss in profits. Grainger persevered, however, and worked with the ve.

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The Namibian government has benefited to date from information technology in many ways. The current research attempts to investigate the impact of electronic taxation systems, how well it is used, understood and utilized in developing countries. The importance of understanding and influencing Namibian citizens’ acknowledgement of E-Government services is key, given the substantial investment in government communication, information system technology and the potential for cost saving. One of the most successful E-Government initiatives, the electronic filing system (e-Filing), allows tax returns to be filed electronically. Despite many taxpayers adopting this method, a large number are still using the traditional manual method of filing tax returns. A descriptive research approach, namely the Quantitative method was used to evaluate the impact of electronic taxation systems. This study utilized the decomposed theory of planned behavior with factors adjusted specifically for Namibia as a developing country to identify the possible determinants of user acceptance of the e-Filing system among taxpayers. This exploratory study was conducted by means of a questionnaire survey. The questionnaires were completed by 48 individual taxpayers in Windhoek, which made up the whole sample. The research instruments used were questionnaires. The data and information collected was inspected for accuracy and completeness. Data collected was presented in the form of tables, charts and graphs for better understanding. After the data was analyzed the following findings and conclusions were drawn. Taxpayers using the manual method lack facilitating conditions such as access to computer and internet resources, which was the most significant barrier to e-Filing usage, while taxpayers using the electronic method reported perceived usefulness as the primary determinant in their decision to use e-Filing. Understanding these acceptance factors can extend our knowledge of taxpayers’ decision-making and lead to better arranging and usage of future EGovernment initiatives in Namibia and other developing countries.

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