SPONSORS

SPONSORS

Assessment of the Micro-Economical Impact Factors of E-Governance Projects

SECOND EDITION

By Emils Pulmanis

PhD.cand. MSC.proj.mgmt.
State Audit Office of Latvia
Professional association of project managers

Riga, Latvia

 


Abstract

Today ITC plays a crucial role in any economy and its importance is increasing also in the public sector. Nowadays ICT becomes increasingly important for the state and municipal institutions, creating opportunities to automate many manual operations. ICT have an important role in both improvements of services as well as internal and inter-institutional cooperation processes promoting availability and quality of services, facilitating administrative processes for people and entrepreneurs, as well as information availability. In order to improve services for people and entrepreneurs as well as provide the participation in decision-making process, additionally to presence services more and more opportunities are created to claim for and receive services electronically.

The paper looks into different perspectives of the e-governance projects in the public sector. Overall framework and flow of the study are based on author experience and one-month internship of research work in India in 2017. The author has set a limitation for the research based only on micro-economical perspective and impact factors for the project success as there is a wide range of conducted studies on macroeconomic impacts from e-government project implementation and there is no doubt about such project importance to the economy. The study is based on qualitative research methods including Delphi method application, scientific literature analysis, and case studies. The aim of the paper is to stipulate importance of the increasing role of e-government and e-governance projects in the public sector by the analysis of actions undertaken by the public entities and organizations. Case studies are based on Latvian government experience with some comparison of Indian government experience.

Key words: e-government, e-governance, project management.

JEL codes: H43, L86, O33

Introduction

The World Bank (2012) defines E-Government as:

The use by government agencies of information technologies (such as Wide Area Networks, the Internet, and mobile computing) that have the ability to transform relations with citizens, businesses, and other arms of government. These technologies can serve a variety of different ends: better delivery of government services to citizens, improved interactions with business and industry, citizen empowerment through access to information, or more efficient government management. The resulting benefits can be less corruption, increased transparency, greater convenience, revenue growth, and/or cost reductions.

Generally, e-Government is basically the use of Information Communications Technology (ICT) and its application by the relevant government body for the provision of information and public services to the people. In simple terms, e-Government is the use of technology to enhance the access to and delivery of government services to benefit citizens, business partners and employees. It is the use of information technology to support government operations, engage citizens, and provide public services in a more efficient and transparent manner.

The aim of e-Government, therefore, is to provide efficient dissemination and management of information to the citizen; better service delivery to citizens; and empowerment of the people through access to information and participation in public and policy decision-making. E-government can support more streamlined and responsive service, wider public participation, and more cost-effective business practices at every level of government. It ranges in complexity from basic access to official information to radically redesigned public processes.

More…

To read entire paper, click here

 

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 6th Scientific Conference on Project Management in the Baltic States, University of Latvia, April 2017. It is republished here with the permission of the author and conference organizers


 

About the Author


Emils Pulmanis

Riga, Latvia

 



Emils Pulmanis
is a member of the board of the Professional Association of Project Managers in Latvia and development project manager at State Audit Office of the Republic of Latvia. He has gained a BSc. in engineer economics, a professional master’s degree in project management (MSc.proj.mgmt) and currently is a PhD candidate with a specialization in project management. He has elaborated and directed a number of domestic and foreign financial instruments co-financed projects. He was a National coordinator for a European Commission-funded program – the European Union’s financial instruments PHARE program in Latvia. Over the past seven years he has worked in the public administration project control and monitoring field. He was a financial instrument expert for the Ministry of Welfare and the European Economic Area and Norwegian Financial Mechanism implementation authority as well as an expert for the Swiss – Latvian cooperation program as a NGO grant scheme project evaluation expert. He has gained international and professional project management experience. In addition to his professional work, he is also a lecturer at the University of Latvia for the professional master study program in Project management. He has authored more than 45 scientific publications and is actively involved in social activities as a member of various NGO’s.

Emils can be contacted at [email protected]