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comprehensive investigation of e‐Government projects to establish the degree to which there may be unique challenges and risks for which project managers and teams, and from there to identify whether changes in practice and management might improve levels of success. Development and implementation of a robust and comprehensive Benefits Realisation mechanism was difficult but ultimately highly successful in maintaining focus on objectives and quantifying success. We suggest other public sector projects consider a similar approach and incorporate a benefits realisation framework into their project proposal. While the Standard Cost model may not be appropriate to all projects, it is likely to be so for all those involving public service delivery and we recommend it be adopted in these projects. Funding bodies such as the EU should consider whether the project proposal process is appropriate to the challenges of developing e‐Government services. The typical process of bringing together a varied consortium of interests may be counterproductive as it adds to the risk of over complexity and conflict. It would be wise to consider consortia which share a single business or service process and to require a set of aims and objectives for each participant as well as for the whole project.
4.3 Concluding remark
Experience and research point to collaborative E‐Government projects in particular having a high failure rate. By looking at the experience of a successful collaborative e‐Government project, and examining areas of failure as well as success we have shown that many fundamental problems are generated at the beginning. Clear, well defined and measurable objectives based upon specific strategic aims are essential to the success of any project. This analysis demonstrates that this also applies to individual participants if the project is to avoid the challenges of dealing with multiple and possibly conflicting sets of objectives.
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