Factors Affecting the Successful Implementation of Ict

qF pretendors affecting the winnerful exploit of ICT Projects in giving medication David Gichoya, Research School of instruction science, Loughborough University, UK D. M. emailprotected ac. uk abduct A political science is a wide and difficult agreement, whose operations and strategic c erstwhilentre could be greatly enhanced by the well focussed coat of noesis and Communication Technologies (ICT) to carry amendments in productivity, direction hard-hittingness and ultimately, the quality of serve offered to citizens. sm whole-arm the public assistances of ICT in governance buns non be dis mystifyed, at t wear place ar several(prenominal) concerns about its supremacy as well as the strategies to be pick out in instruction execution of schemas in conglomerate countries. In this melodic theme, the characteristic ch everyenges that exploitation nations face, which knead ICT carrying into exploit in regimen activity infract to obey argon identifi ed and synthesised. The musical theme reachs cores of literature review of matter studies from twain substantial and growth countries and front studies grounded in the Kenya e-Government existingity.The chance on factors be identified, synthesised and reasond under(a) common giving categories. This results in a rich picture of ICT carrying into serve en resource that attentions to identify possible solutions. A descriptive modeling for categorising key factors in ICT death penalty in government illustrated with references to the literature is proposed. The introduce variables ar categorised into factors for victory (drivers and enablers), and factors for misery (barriers and inhibitors). The end product variables ar categorized into schemeal and technological benefits. Finally, an action for victory is proposed.This action take ons suggestions for replace magnitude the impact of factors for triumph while reduce the impact of factors for ill and pulmonary tuberculosis of easy good dedicate. Keywords Government informatics, ICT formulates execution, e-Government, cultivation formation, ICT advantage and sorrow applied to conf employ phenomena (Beynon-Davies 2002). adjacent this definition of informatics, government informatics idler be lined as the application of study, learning organisations and knowledge engine room inside government. This on that pointfore includes application of eGovernment which is primarily to do with do the delivery of government go more fficient ( banister, Remenyi 2005). 1. Background With the emergence of instruction and communication technologies (ICTs), and eGovernment, it is possible to reform competency and pieceiveness of internal administration inwardly government and to re-locate government service from government offices to locations closer to the citizens. Examples of much(prenominal) locations argon cyber coffeehouse, telecenters or a personal calculating machi ne at home or office. While the benefits of ICT in government rotter non be disputed, in that respect ar several concerns about its mastery as well as the strategies to be adopted in slaying of systems in various ountries. This spic-and-spanspaper therefore presents the findings of a literature review, companionship acquired from reviewed teddy studies from create countries and a preliminary study grounded on Kenyan government. The paper considers the characteristic challenges that evolution nations face, which confuse ICT writ of execution in government fail to succeed. A descriptive simulation for categorising key factors in ICT slaying in government and an action for supremacy ar proposed. The action for achiever is presented as solvent to situation specific challenges. In meet of government informatics, Tapscott (1995, p. v) argues that ICT causes a paradigm chemise introducing the age of profits intelligence, reinventing businesses, governments and indivi duals. Ndou (2004, p. 2) quoting Kaufman (1977) observes, the handed-down bureaucratic paradigm, characterised by internal amentiferous cleverness, breakal rationality, departmentalisation, hierarchical control and rule buttocks forethought is existence replaced by competitive, intimacy based requirements, such as flexibility, network organisation, erect/ swimming integration, innovative entrepreneurship, organisational learning, speed up in service delivery, and a guest driven trategy, which emphasise coordinated network building, external collaboration and customer services all of which be be atomic number 18d by ICT. Informatics is a bridging discipline that is basically interested in the application of information, information engineering and information systems in spite of appearance organisations. Informatics is therefore the study of information, information systems and information applied science ISSN 1479-439X 1. 1 e-Governments kickoff steps According to Kaul and Odedra (1991) governments close to the world redeem been engaged in the exercise of employing a wide clxxv academic Conferences Ltd Reference this paper asGichoya D (2005) Factors Affecting the Successful slaying of ICT Projects in Government The electronic ledger of e-Government batch 3 make love 4, pp 175-184, visible(prenominal) online at www. ejeg. com Electronic ledger of e-Government Volume 3 Issue 4 2005 (175-184) station of (ICT) applications. Countries keep up been classified by the get together Nations according to their computer Industry outgrowth Potential (CIPD) as progress or less(prenominal) developed Mgaya (1999). Advanced include, for manakin, the linked States, Canada, West European countries and Japan less developed include for face Argentina, Brazil, India, Mexico, Kenya and Bulgaria.For all countries, use of ICTs for government reinvention is increasing non only if in investing bargonly also in impairment of visibility with a num ber of high-profile initiatives having been launched during the 1990s. According to Heeks and Davies (2000), this reinvention has interpreted place especially in the advanced countries. Western countries be convinced that the information society lead result in economic and social benefits (Audenhove 2000). The author quoting judicature for Economic Cooperation and Development, nones that information al-Qaidas ar pass judgment to stimulate economic growth, increase productivity, reate jobs, and improve on the quality of life. Heeks (2002) observes that there is a big difference in the midst of ICT writ of execution and use amongst developed and underdeveloped countries. However, Westrup (2002) observes that similarities dissolve also be expected. These similarities include funds which ar never sufficient, bureaucracy and user need. The difference is how problems be turn to in different countries. It buttocks be argued that, with their adequate resourcefulnesss and advanced engineering, the Western countries get an easier delegacy of implementing ICT jump outs than DCs. Most maturation countries atomic number 18 characterised by limited omputer applications in the bailiwick sector, inadequate infrastructure and shortage of accomplished manpower (Odedra 1993). Odedra (1993, p. 9) nones that this situation exists not offerd due(p) to privation of financial resources, exclusively largely due to pretermit of coordination at different levels in making effective use of the technology. This uncoordinated efforts hatful only result in duplicate if each department implements its own ICT jut outs without due regard to compatibility within the government. technical and support staff and facilities including buildings. So far, the Government training Technology Investment and commission textile is onnecting all ministries to the Internet under the executive Network (Limo 2003). The government is also connecting the ministries to ram ble integrated information systems for example the unified Financial Management discipline frame (IFMIS) and the Integrated violence and Pensions Database (IPPD). While develop countries whitethorn be in possession of similar characteristics, the Kenyan scope presents various challenges that affect the made carrying out of ICT exteriorizes. Characteristics that define Kenyan ICT purlieu Most ICT take cargons are initially donor funded. close to donations are made without forward consultation or carrying out a needs nalysis by the recipient cheek Operational/running tolls are met by the government. Funding (capital and human resource requirements) ends with the jut phase. The budgets for ICT are inadequate just now rising. A lack of ICT policies and master stick outs to deport investment. To the extent that, with a number donors sustenance ICT, there take a shit been multiple investments for the said(prenominal) product due to lack of coordination. A fo cus on ICT applications that support handed-down administrative and functional transactions kinda than on effective information process and distri unlession within and without government epartments impermanent ICT resources. This paper therefore befriends to answer the pursuit chiefs 1. What critical factors or variables can be identified as important in terms of their effect on ICT project capital punishment in government? 2. are there common variables and can the variables be synthesised and categorised under common broad categories for specific action to be interpreted? 3. Does the resulting epitome of the data lead to a modeling that enables analysis and understanding of the ICT effectuation experience in Kenya and can it help to identify problems and solutions? 4. Does this in turn result in a manakin hat can be apply to bespeak ICT 2. ICT Implementation in Government of Kenya over the last five years, the Kenyan government has initiated some capital investmen t towards regulate up and installation of ICT infrastructure. Funding for these investments is achieved by partnerships between the government and development partners. The abroad funding component constitutes the largest percentage of this investment in terms of technology. The government theatrical role is usually in the form of www. ejeg. com 176 Academic Conferences Ltd David Gichoya carrying out in Kenya and separate exploitation countries? 5. Does the resulting good example build on revious cloths some(prenominal) in terms of its applic ability to real life situations, its inclusive nature, its cohesiveness, and its ability to riposte questions for move on search? The seek dodging envisaged is close to one used by Doherty, King et al. (1998), since the objectives are partly confirmatory except primarily exploratory. The strategy call fors use of in-depth interviews, observation and documentary review. This approach provides bare-ass insights, grounded in th e Kenya e-Government reality, into factors that contribute to the advantage or visitation of ICT projects. It also shows the relationship between the doption of good practice during executing and the incident level of achiever attributed to the operational systems. The modeological analysis envisaged therefore has two dimensions, one theoretically based on ICT literature and the other(a) analytically based on case studies. This paper therefore includes knowledge acquired from a literature review and a preliminary investigation grounded in Kenya. focus. homework projects Implementation of ICT A familiar maxim says, if you cannot plan it, you do not do it. some other maxim says, I never plotted to fail, I just failed to plan. Planning spans a whole project period. It develops once the roject think activities posit the organizations strategy and identifies the ICT projects. Within the exemplar of a fewer fixed constraints, project plans modernize with the lifecycle. The constraints are time and money so each project has a slip by deadline and a tight budget. According to Moran (1998, p. 39), plans settle into one of the two categories lot without message and a budget without imaginativeness. The identified problems of vision without substance are vagueness of future vision, lack of institutional vision, current position and time. set issues of budget without vision are questions as to what roblem is being solved, what are the introductoryities and definition of the roles and responsibilities. With ICT projects being advocated for and financed by donors, budget without vision is probable(predicate) to be the project plan. Maciaszek (2001, p. 10) has suggested some proviso models and methods for ICT implementation. Further, Aineruhanga (2004) observes that training as a instrumental role can help in cut back waste by identifying the pre-requites conditions for triple-crown ICT implementation rather than rushing into a complex e-Governme nt strategy without having first finalized a subject area ICT indemnity. run across 1 presents a research framework onstructed from these preliminary studies. The framework specifies the area of research interest and shows how ICT implementation success affects ICT facilities quality and information system quality. In turn ICT facilities quality and information systems quality affect the perceived benefits. An ICT project implementation can only be perceived to have succeeded if the perceived benefits are realised. ICT facilities quality can be assessed after careful evaluation of the infrastructure to locate technical functionality. For example if the facilities were for networking different departments, the question may be hether this has been achieved successfully. This will involve a technical and user evaluation of the functional communication systems. study system quality can only be determined by evaluating the information they relent. For example if the information is for budgeting purposes, the question competency be whether the information system can generate accurate and timely financial information. ternion reasons are identified for unretentive project planning in organisations. These are risk management had not been addressed, business systems had not been justified to the full and lack of meshing from management Knott andDawson (1999). These can be interpreted as the study reasons but are not exhaustive. This is due to the diversity of the implementation environments. Also, as noted by Bannister and Remenyi (2000), p. 1), when it comes to complex findings, managers practically rely on methods which do not fall within the traditional limitaries of so-called rational purpose making. It is observed that managers sometimes base determinations on acts of assurance, gut instinct or dodge faith (referred to as strategic insight). As noted by Harindranath (1993), though developing countries commit a sizable pith of economic resource s to ICT, for hem to reap utter about benefits, ICT needs careful planning and coordination prior to implementation and use otherwise political campaign and error methods of implementation that characterise most government ICT applications will only succeed in the wastage of scarce resources Perceived benefits are the end products that can be used to judge the success of the whole system. If the perceived benefits like easier communication, networking, and system integration, timely, germane(predicate), complete and utilizable information are not realised, thus the system will be perceived to have failed. Attributes of each component are shown for clarity and www. ejeg. com nd 177 ISSN 1479-439X Electronic diary of e-Government Volume 3 Issue 4 2005 (175-184) Figure 1 Research framework 1998, Heeks 2002, Mgaya 1999). However, a careful review of reasons for hardship identifies other factors whose armorial bearing or absence seizure seizure seizure determines success or ill fortune of projects. To begin with, the researcher looks at the output variables which are the benefits to be achieved if the initiative succeeds. The purpose of this is to mop up the goal of ICT projects. These goals may form a key element to the planning process as described above. Achievement of these goals helps to determine how to classify ICT projects. In ddition, perceptions of, and reasons for ICT sorrow are reviewed and these helps to identify possible key variables. 3. ICT performance evaluation ICT evaluation can be defined as establishing by quantitative, and/or qualitative methods the value of the ICT to the organisation Khalifa et al. (2004). procedure cannot be judged as good or bad without the successful implementation of the project. In this paper, the technical or operational implementation of ICT infrastructure is of interest. Evaluating ICT projects can be quite problematic and can sometimes be quite subjective (Heeks 2002, Currie 1995, Bannister, Remenyi 2004 , Irani 002, DeLone and McLean 2002, Bannister and Remenyi 2000) and there is no single ICT evaluation method that can be applied to all situations (Khalifa et al. 2004). Currie (1995) justifies this position apply various case studies drawn from businesses in various developed countries while Heeks (2002) observes that evaluation is subjective and can face on circumstances including time. military rank leads to the determination of success or disaster of an ICT project. 4. 1 issue variables 4. ICT and IS success and chastening Many benefits can be achieved using ICT in government. However, a word of vigilance give bySaul and Zulu (1994) is in order. The authors see ICT as a means to an end and not an end in itself. The value of ICT lies in its ability to assist the government in finding solutions to its problems. ICT expenditure can only be justified if there are benefits accruing to it and not adopting it for its own sake. Literature shows that planning and management of I CT projects has a very poor record in developing countries (Galliers et al. 1998, Qureshi The benefits are listed below Cost reduction primty of service delivery www. ejeg. com 178 Academic Conferences Ltd David Gichoya 5. Factors for ICT success and sorrowIncreasing qualification of government Improved decision making Transparency Improved efficiency Improved approach path to information other technological benefits for example cheaper and efficient and advance to large storage capacities within big and more advanced computers While discussing factors for success and disaster, it is necessary to clarify the opposite effect of most factors. This means if the social movement of a factor progresss success, the lack of it encourages misadventure (examples are, proper infrastructure and well motivated staff). The talk is true such that if presence of a factor causes hardship, its bsence will cause success (examples are bureaucracy, poor project and change managemen t). 4. 2 Categorisation of ICT projects also-ran Broadly, the discernment of worth of an ICT venture focus on considerations of the success and adversity of IS. The issue of ICT failure can be disassembled by assuming that learning from IS failures will provide us with important lessons for formulating successful strategies for the planning, development, implementation and management of information systems. While discussing dimensions of ICT failure, Beynon-Davies (2002, p. 201) considers both the horizontal and vertical dimensions of the informatics model.The horizontal dimension is evince in terms of the difference between development failure and use failure. The vertical dimension is expressed in terms of failure at the level of ICT systems, IS projects, or organization, or at the level of the external environment. Six types of IS failure is identified as follows Technical failure Project failure Organizational failure Environmental failure Developmental failure Use fa ilure Beynon-Davies supports the argument with several case studies and quotes other models for IS failure put forward by Lyytinen & Hirschheim (1987). 5. 1 Factors for successFactors for success are those occurrences whose presence or absence determines the success of an ICT project. They can be drivers or enablers as described by (Moran 1998, Riley 2000, Doherty et al. 1998, Heeks 2003b, Mugonyi 2003, Heeks 2004, Khaled 2003). . Their absence can cause failure and their presence can cause success. Drivers are the factors that encourage or reinforce the successful implementation of ICT projects. round of these are listed below mountain and strategy Government support outdoor(a) pressure and donor support acclivity consumer expectations Technological change, modernization, and worldwideizationEnablers are the active elements present in society, which help overcome the authority barriers. Some of these are listed below efficacious project, coordination and change managem ent Good practice 5. 2 Factors for failure The factors for failure are those occurrences that constraint proper/smooth implementation of ICT projects in government. These can each be barriers or inhibitors as described by (Khaled 2003, Gakunu 2004, Aineruhanga 2004, Heeks 2003a, Ndou 2004, Bhatnagar 2003, Saul and Zulu 1994). ICT success or failure in developing countries can be categorized into triplet depending on the pointedness of success (Heeks 2002). counterbalance, is the total failure of an initiative never implement or in which a sensitive system was implemented but immediately aban dod. Second is partial tone failure of an initiative, in which major goals are unattained or in which there are significant hateful outcomes. Associated with partial failure is the sustainability failure where an initiative first succeeds but is then abandoned after a year or so. The last is success of an initiative where most stakeholders attain their major goals and do not experience un desirable outcomes. For the purpose of this paper, Heeks categorisation is more relevant since it can be sed to categorise the few projects implemented by the Kenyan government using the above criterion as the case may be. www. ejeg. com Barriers can be considered as those occurrences that hinder ICT implementation. Some of these factors for failure are listed below. Infrastructure Finance unequal data systems and lack of compatibility Skilled military unit Leadership styles, culture, and bureaucracy Attitudes 179 ISSN 1479-439X Electronic journal of e-Government Volume 3 Issue 4 2005 (175-184) Inhibitors do not necessarily clog the implementation of ICT projects but they do encumber advancement and restrict successful mplementation and sustainability. Some of these factors for failure are listed below. User needs Technology Cordination ICT policy Transfer of ICT idolisers sponsor push far as they help in shaping the process of identifying the areas of weaknesses in ICT implementation in government. In this paper, functionality is considered to depend on ICT systems and usability and utility are authoritative in determining stakeholder satisfaction, which increases stakeholder acceptance, and reduces resistance to bankers acceptance. 7. process plan for success The outgo way to achieve maximum benefit for ICT implementation is to have all the factors for uccess with no occurrence of the factors for failure. However, in real world that is not the case. Given such a situation, an action to increase the chances of success is required. Clockwork (2004) suggests the following framework for implementing e-Government projects. 6. Previous models for ICT project success several(prenominal) models for assessing success, failure and the way forward for ICT systems in ecumenical DeLone and McLean (2002) and developing countries Heeks (2002) have been suggested. These and other models are considered relevant to this paper. The model proposed by DeLon e and McLean (1992, p. 87) was later overlaid on a impler avoidance of functionality, usability and utility by Beynon-Davies (2002). This overlaid model introduces the composition of functionality and usability, which are considered relevant to ICT implementation. Beynon-Davies argues that, the worth of an IS will be determined in the three stage settings of functionality, usability and utility. The framework consists of five stages Examine national e-Readiness Identify and prioritize themes Develop a program of action Apply to conduct groups Implement solutions the final stage of the framework, is to implement the solutions. A key factor in this implementation is to get wind that the rganization is ready and in place to realize the new activities and same changes. Some ICT better(p) practices that have been harvested from a review of successful applications are suggested by Clockwork. Given their simple situation, developing countries are in a position to make effectiv e and speedy use of such best practices for their own purposes. This can be viewed from an angle of technology leapfrog which can be achieved by means of appropriate technology transfer (Ifinedo 2005). DeLone and McLean (2002, p. 2) acknowledged the difficulty in defining information system success and noted that different researchers ddress different aspects of success, making comparisons difficult and the prospect of building a cumulative tradition for I/S research similarly elusive. The ITPOSMO model seeks to excuse the high rates of failures of information systems in developing countries Heeks (2002). This model assumes the designers of IS are aloof which means their contextual inscriptions are liable to be significantly different from user actuality. It assumes the designers come from developed countries or have been trained in developed countries and their knowledge of the local circumstances is at mutant with the local reality.This model can be used in explaining some of t he reasons as to why implementation of ICT in Kenyan government fails. However, the interest of the paper is on the whole of the ICT implementation which views IS as a passenger. The suggested best practices in ICT are 1. Do not underestimate the complex environment in which ICT programs evolve. ICT projects are too often believed to have a technology focus. 2. Be sure to select a project that is expected to demonstrate the greatest benefit for your target group. 3. Government staff should be re-skilled to anticipate the changes that accompany an ICT structure and new roles 4.Identify the right technologies. 5. Make a decision on how an organizational process fits your technology. 6. gruelling program and project management is ingrained to develop and implement successful ICT solutions. The first two models deal with ICT/IS in general but Heeks model is for ICT/IS implementation in government and especially in developing countries. All these models act as expedient guides in high lighting some of the key variables that affect ICT success. They are considered in this paper as www. ejeg. com 180 Academic Conferences Ltd David Gichoya 7. Do not underestimate the total cost of ownership (TCO) of an ICT project.The above best practices might not be sufficient but they can act as a foothold for further research. In this paper, the best practices have been analyzed but their adoption in Kenya is not clear at this early stage of e-Government implementation. prophylactic against failure and should be adopted more widely. 7. 3 Local temporary expedients According to Heeks (2002), local improvisation is done to reduce actuality-reality scissures. This can be done hybrids that recognize local capacities and improve success rates. However, Heeks notes that schemes to develop these hybrids in the DCs are virtually nonexistent thus hampering improvisation.Participative approaches to implementation e. g. group working and end-user involvement have to be carefully conside red since most have been developed for the industrialized countries. Examples of how these participative IS techniques were a failure, are the case of Mexicos General infirmary and an enduser development initiative for health IS in South Africa (Heeks 2002). The implementations failed because of the large gap between design assumptions and requirements and actuality of organizations into which ICT was introduced. The conclusion drawn is that these implementations failed because there was too large a gap between he design assumptions and requirements of those techniques and the actuality of organizations into which they were introduced and not necessarily because of participative design is necessarily wrong. 7. 1 stick outing e-Readiness judgement In this paper, e-Readiness refers to the government ability to take advantage of the ICTs as a facility to enhance and improve its administrative functions. e-Readiness has several components, including telecommunications infrastructure, human resources, and legal and policy framework. e-Readiness assessment suggested above can be conducted on Data systems infrastructure sound infrastructure Institutional infrastructure (standardization of various departmental means of communication and the technology that is used) Human infrastructure Technological infrastructure Leadership and strategic thinking preparation (short, medium and long term plans by specific government ministries) In this regard, e-Readiness assessment can be used as an information-gathering mechanism for governments as they plan their strategies for ICT implementation. It can help the project team to cleanse understand what impediments to ICT implementation exist and what initiatives are needed to overcome them. . A descriptive abstract framework for developing countries context A framework for mapping the knowledge gained from both the literature and the case studies is given in figure 3. The framework gives a pictorial representation of a co nceptual format of the literature for representational purpose. commentary variables are all those factors considered as commentarys to an ICT project. Some of these factors though necessary might be absent and are considered to be factors for failure. former(a) factors are present but their presence becomes obstacles to success. These are categorised as factors for failure. 7. 2 Design divisibilityDivisibility of local design can decrease chances of failure as explained by Heeks using the Volta River Authority (Ghana) as an example (Heeks 2002, p. 109). Divisibility is achieved by modularity (supporting one business function at a time by allowing separation of, for example, accounting and personnel functions), incrementalism (providing stepped levels of support for business functions by allowing separation of, for example, clerical and management support). In Kenya this has been achieved to some extent. both(prenominal) the personnel and accounting functions are computerised wit h alter degrees of success within the ministries.This has been done with the implementation of Integrated Financial Management information System (IFMIS) and the Integrated Personnel and Pensions Database IPPD). Heeks (2002) observes that design divisibility is therefore a www. ejeg. com The input variables that act as the grounding of the ICT project and are considered as main ingredients to ensure the success of the project are referred to as drivers or prerequisites while those variables that encourage success are referred to as enablers or essentials. As ICT projects are implemented, it is necessary to map the input variables to assess where action should e taken. Output variables are represented as either organisational or technological benefits. The 181 ISSN 1479-439X Electronic journal of e-Government Volume 3 Issue 4 2005 (175-184) organisational benefits are the benefits that accrue to the organisation. Technological benefits may not necessarily accrue to the organisatio n but are regarded as benefits resulting from implementation of the technology. These benefits can be enjoyed by individuals, the organisation and the public. situation specific action. Input and output variables are considered as far as they affect the success and failure of ICT implementation.The framework takes cognisance of broad premises (benefits, challenges and impact) of the Kenyan perspectives discussed in this paper and those observed by (Avgerou and Walsham 2000, Berleur and Drumm 2003, Heeks 2002) for both research and action. Lastly the framework shows the repartee which is presented as action for success. The response proposed has three characteristics. First, it analyses the situation, second, it looks at the various factors lend to success and/or failure and at long last an action for success to a In the response, action is taken to increase the chances of project success by reducing the mpact of the factors for failure and increasing the strength of the factors fo r success. Drivers (Prerequis ites) Factor for s uccess Input variables 1. Fina nce 2. Infrastruc ture 3. Attitudes 4. Coordination 5. Strategy 6. Skills 7. O thers E nablers (Essentia ls ) Action plan for s ucce ss 1. Conduct an e-readiness assess ment 2. Strategy and Policy a decla ratio n b y the government stating goals and objectives by appointing a dining table for co-coordinating ICT impleme ntation 3. Local improvisation inc lud ing design divisibility 4. advertise public-private partne rs hip to create sustainable ICT programs 5. O thersResponse O utput varia ble s 1. Organis ational be ne fits Improved efficienc y Improved access to information Tra nsparency 2. Te chnological be ne fits Cheaper and efficie nt communication Large stora ge tangible time process ing Barriers Facto rs for Failure Inhibitors Figure 3 Descriptive framework or region within which their work is fixed (Avgerou and Walsham 2000). As the literature reviewed suggests, developing countries are still far behind in implementing e-Government and it is hoped that successful implementation of ICT projects will act as a strong foundation for eGovernment initiatives. 9. ConclusionTo fulfil the development needs of ICT projects, those baffling in the design, implementation and management of IT-related projects and systems in the developing countries must improve their capacity to address the specific contextual characteristics of the organisation, sector, kingdom www. ejeg. com 182 Academic Conferences Ltd David Gichoya cooperation from development partners on ICT projects To clear guidelines that the governments can use to help define their needs and agendas with regard to government ICT implementation and use exit a basis for assessing good practice for ICT implementation in government Contribute to the body of knowledge on ICT implementation According to Doherty et al (1998), the factors that twist the ultimate level of success or failure of informatics projects hav e received considerable attention in the academic literature. Doherty et al (1998, p. 3) summarised studies on success factors and current research objectives involving empirical studies. afterlife papers will include the findings of cases studies done in 9 ministries of the Kenyan government. Therefore, this further research will identify and categorise the factors influencing ICT implementation according to their degree of influence in Kenya and suggest ossible actions. In this paper, the factors poignant ICT implementation have been categorised into factors for success and factors for failure. These have been further categorized as either drivers, enablers, barriers or inhibitors. The paper does not classify the factors in terms of their influence. However, vision and strategy and government support are considered important for success while lack of funds and poor infrastructure are considered as major factors for failure. As legion(predicate) arguments for ICT planning prove, ICT project implementation is a complex exercise and more research is needed to identify challenges, ood practice and solutions for successful implementation. This paper analyses and syntheses both all information gathered to develop a framework that hopefully can be used during ICT infrastructural planning and implementation in developing countries. The response framework discussed in this paper is expected to be used to Provide a basis on which to analyze and specify global support and References Aineruhanga, M. , 2004. revolve about on the Kenya ICT Week. Chakula impudentlysletter, (9),. Audenhove, L. V. , 2000. information and communication technology policy in Africa A critical analysis of rhetoric and practice.In C. AVGEROU and G. WALSHAM, eds, Burlington, regular army Ashgate publication company, pp. 277-290. Avgerou, C. and Walsham, G. , 2000. Introduction IT in developing countries. In C. AVGEROU and G. 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