Konrad Walser
FMF finance and FMF management. As per the reports and analyses mentioned above, it appears that nobody from an internal FMF perspective took a stand or refused to accept the project procedure. Analysis of the relationship project management ‐ FTA management: given the loose connection between the authorities( each very autonomous) and the FMF management( cf. Aegerter 2012), it appears that little control was exercised here. There is also an IT controlling division within the FMF general secretariat and the federal government, but it appears that they too did not receive any requests for change. The internal government IT controlling mechanisms failed completely.
6. Summary and outlook
New approaches are urgently required from a project governance perspective. In this article from the perspective of organisational hierarchy a mid‐level project governance model was developed and illustrated using an example. Governance from within the project itself as practised to date is not sufficient. It is of central importance that governance from the perspective of the interplay of CaB between administrative management, the commissioning administrative authority, project management and finance department is given closer focus in research. This article explains how the interplay of CaB between the internal and external positions mentioned actually works. The framework for CaB has been validated by a current project at federal level( Project Insieme at the FTA) that, over the past few months, made the headlines in Switzerland due to a complete lack of governance and was ultimately stopped. This highlights the problems which arise when administrative management governance possesses neither the necessary management qualities nor the appropriate IT governance instruments to gain control of the project by mediating between the business and IT. It is clear that these aspects are not properly addressed in projects in the field of federal administration. Furthermore, administrative departments and cadres seem to lack the ability to govern and to evaluate complex IT projects and judge them competently e. g. when dealing with project applications, business cases etc. Questions are / were also not asked as to whether the objectives are realistic and achievable, and whether there are sufficient resources and knowledge in the PA organisation. Efficient and effective business IT alignment is not guaranteed. Looking forward, it is clear that more case studies relating to the issues dealt with here and for the purposes of model validation should be investigated. Overall, the framework constructed for substantiating( IT) project governance is feasible. Based on the current work, the positioning between motivated governance outside the administration, internal project governance and the interim layer with the strong position of management in the project governance environment seems to be constructive for further research in the area of project governance. Despite the plethora of literature on the subject of project management, the latter currently receives remarkably little attention. However, this applies in many cases not only to public administration but also to the private sector.
References
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