The Danish Rejsekortet ( Smart Card for Public Transportation ): Project Governance for Failure or Success ?

Bidragets oversatte titel: Det danske Rejsekort: Project Governance for fiasko eller succes?

Peter Georg Harboe, Eva Riis

    Publikation: Konferencebidrag uden forlag/tidsskriftPaperForskningpeer review

    Resumé

    The authors examine a project regarded as a major failure in Danish public investments: The Smart Card for Public Transportation whose introduction was delayed for 9 years with an estimated cost overrun of 125 million EURO. After 3 years of operation, the Smart Card system only covers seven of the nine Danish regions and the discussion about giving up the system is continuing. The authors explore the overall conditions set up for these types of projects in the project governance - how project governance conditions a major public IT project and forms the success evaluation. The focus is on the whole life-cycle from project initiation to long-term use of the smart card. We rely on theory building using three cases. The Danish Smart Card will be compared to two other cases - the Oyster Card in the London Metropolitan Area and the Singaporean EZ-Link Card. In all three cases, the focus is on the whole cycle from project initiation to long-term use of the project results. Data collection is through documentation as governmental reports and evaluations, for example (Rigsrevisionen, 2011; The Comptroller and Auditor General, 2006; Transport Committee, 2011)and semi-structured interviews. A framework for project governance in major public IT projects is developed based on a review of the relevant literature on major projects like analysis of deviations of forecasts and optimism bias (Budzier & Flyvbjerg, 2011; Flyvbjerg, 2006), and how to manage structural and dynamic complexity (Brady & Davies, 2014). Relevant project governance literature is also reviewed. Typically, these publications deal with the project implementation period (Ahola, Ruuska, Artto, & Kujala, 2013; Brady & Davies, 2014; Miller & Hobbs, 2005; Pryke & Pearson, 2006; Renz, 2007; Williams, Klakegg, Magnussen, & Glasspool, 2010; Winch, 2001). Another – smaller - group of scholars deals with the whole lifecycle from project generation to longer-term use of the project results (Ahola, Ruuska, Artto, & Kujala, 2010; Henisz, Levitt, & Scott, 2012; Henisz & Levitt, 2011; Klakegg, 2009).Most of these publications concern major infrastructural projects, not IT projects. The authors will close this gap by exploring how project governance affects the life-cycle of a major public IT project and forms the basis of its success evaluation. The analysis of governance in the case study projects – i.e. governance structure, decision processes, assumptions and governance institutions (Müller, 2009, 2011; Ward & Daniel, 2013; Williams & Samset, 2012), project strategy (Artto, Kujala, Dietrich, & Martinsuo, 2008; Eskerod, 2014), success criteria etc. - will provide insights that contribute to the literature on governance of major public IT projects and hopefully also will enrich the public discussion and evaluation of major IT projects in Denmark.
    OriginalsprogEngelsk
    Publikationsdato12. aug. 2015
    Antal sider16
    StatusUdgivet - 12. aug. 2015
    Begivenhed23rd Nordic Academy of Management Conference - CBS, København, Danmark
    Varighed: 12. aug. 201514. aug. 2015
    Konferencens nummer: 23

    Konference

    Konference23rd Nordic Academy of Management Conference
    Nummer23
    LokationCBS
    LandDanmark
    ByKøbenhavn
    Periode12/08/201514/08/2015

    Emneord

    • Project governance
    • IT projekter

    Citer dette

    Harboe, P. G., & Riis, E. (2015). The Danish Rejsekortet ( Smart Card for Public Transportation ): Project Governance for Failure or Success ?. Afhandling præsenteret på 23rd Nordic Academy of Management Conference , København, Danmark.
    Harboe, Peter Georg ; Riis, Eva. / The Danish Rejsekortet ( Smart Card for Public Transportation ): Project Governance for Failure or Success ?. Afhandling præsenteret på 23rd Nordic Academy of Management Conference , København, Danmark.16 s.
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    title = "The Danish Rejsekortet ( Smart Card for Public Transportation ): Project Governance for Failure or Success ?",
    abstract = "The authors examine a project regarded as a major failure in Danish public investments: The Smart Card for Public Transportation whose introduction was delayed for 9 years with an estimated cost overrun of 125 million EURO. After 3 years of operation, the Smart Card system only covers seven of the nine Danish regions and the discussion about giving up the system is continuing. The authors explore the overall conditions set up for these types of projects in the project governance - how project governance conditions a major public IT project and forms the success evaluation. The focus is on the whole life-cycle from project initiation to long-term use of the smart card. We rely on theory building using three cases. The Danish Smart Card will be compared to two other cases - the Oyster Card in the London Metropolitan Area and the Singaporean EZ-Link Card. In all three cases, the focus is on the whole cycle from project initiation to long-term use of the project results. Data collection is through documentation as governmental reports and evaluations, for example (Rigsrevisionen, 2011; The Comptroller and Auditor General, 2006; Transport Committee, 2011)and semi-structured interviews. A framework for project governance in major public IT projects is developed based on a review of the relevant literature on major projects like analysis of deviations of forecasts and optimism bias (Budzier & Flyvbjerg, 2011; Flyvbjerg, 2006), and how to manage structural and dynamic complexity (Brady & Davies, 2014). Relevant project governance literature is also reviewed. Typically, these publications deal with the project implementation period (Ahola, Ruuska, Artto, & Kujala, 2013; Brady & Davies, 2014; Miller & Hobbs, 2005; Pryke & Pearson, 2006; Renz, 2007; Williams, Klakegg, Magnussen, & Glasspool, 2010; Winch, 2001). Another – smaller - group of scholars deals with the whole lifecycle from project generation to longer-term use of the project results (Ahola, Ruuska, Artto, & Kujala, 2010; Henisz, Levitt, & Scott, 2012; Henisz & Levitt, 2011; Klakegg, 2009).Most of these publications concern major infrastructural projects, not IT projects. The authors will close this gap by exploring how project governance affects the life-cycle of a major public IT project and forms the basis of its success evaluation. The analysis of governance in the case study projects – i.e. governance structure, decision processes, assumptions and governance institutions (M{\"u}ller, 2009, 2011; Ward & Daniel, 2013; Williams & Samset, 2012), project strategy (Artto, Kujala, Dietrich, & Martinsuo, 2008; Eskerod, 2014), success criteria etc. - will provide insights that contribute to the literature on governance of major public IT projects and hopefully also will enrich the public discussion and evaluation of major IT projects in Denmark.",
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    author = "Harboe, {Peter Georg} and Eva Riis",
    year = "2015",
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    language = "English",
    note = "23rd Nordic Academy of Management Conference , NFF 2015 ; Conference date: 12-08-2015 Through 14-08-2015",

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    Harboe, PG & Riis, E 2015, 'The Danish Rejsekortet ( Smart Card for Public Transportation ): Project Governance for Failure or Success ?' Paper fremlagt ved 23rd Nordic Academy of Management Conference , København, Danmark, 12/08/2015 - 14/08/2015, .

    The Danish Rejsekortet ( Smart Card for Public Transportation ): Project Governance for Failure or Success ? / Harboe, Peter Georg; Riis, Eva.

    2015. Afhandling præsenteret på 23rd Nordic Academy of Management Conference , København, Danmark.

    Publikation: Konferencebidrag uden forlag/tidsskriftPaperForskningpeer review

    TY - CONF

    T1 - The Danish Rejsekortet ( Smart Card for Public Transportation ): Project Governance for Failure or Success ?

    AU - Harboe, Peter Georg

    AU - Riis, Eva

    PY - 2015/8/12

    Y1 - 2015/8/12

    N2 - The authors examine a project regarded as a major failure in Danish public investments: The Smart Card for Public Transportation whose introduction was delayed for 9 years with an estimated cost overrun of 125 million EURO. After 3 years of operation, the Smart Card system only covers seven of the nine Danish regions and the discussion about giving up the system is continuing. The authors explore the overall conditions set up for these types of projects in the project governance - how project governance conditions a major public IT project and forms the success evaluation. The focus is on the whole life-cycle from project initiation to long-term use of the smart card. We rely on theory building using three cases. The Danish Smart Card will be compared to two other cases - the Oyster Card in the London Metropolitan Area and the Singaporean EZ-Link Card. In all three cases, the focus is on the whole cycle from project initiation to long-term use of the project results. Data collection is through documentation as governmental reports and evaluations, for example (Rigsrevisionen, 2011; The Comptroller and Auditor General, 2006; Transport Committee, 2011)and semi-structured interviews. A framework for project governance in major public IT projects is developed based on a review of the relevant literature on major projects like analysis of deviations of forecasts and optimism bias (Budzier & Flyvbjerg, 2011; Flyvbjerg, 2006), and how to manage structural and dynamic complexity (Brady & Davies, 2014). Relevant project governance literature is also reviewed. Typically, these publications deal with the project implementation period (Ahola, Ruuska, Artto, & Kujala, 2013; Brady & Davies, 2014; Miller & Hobbs, 2005; Pryke & Pearson, 2006; Renz, 2007; Williams, Klakegg, Magnussen, & Glasspool, 2010; Winch, 2001). Another – smaller - group of scholars deals with the whole lifecycle from project generation to longer-term use of the project results (Ahola, Ruuska, Artto, & Kujala, 2010; Henisz, Levitt, & Scott, 2012; Henisz & Levitt, 2011; Klakegg, 2009).Most of these publications concern major infrastructural projects, not IT projects. The authors will close this gap by exploring how project governance affects the life-cycle of a major public IT project and forms the basis of its success evaluation. The analysis of governance in the case study projects – i.e. governance structure, decision processes, assumptions and governance institutions (Müller, 2009, 2011; Ward & Daniel, 2013; Williams & Samset, 2012), project strategy (Artto, Kujala, Dietrich, & Martinsuo, 2008; Eskerod, 2014), success criteria etc. - will provide insights that contribute to the literature on governance of major public IT projects and hopefully also will enrich the public discussion and evaluation of major IT projects in Denmark.

    AB - The authors examine a project regarded as a major failure in Danish public investments: The Smart Card for Public Transportation whose introduction was delayed for 9 years with an estimated cost overrun of 125 million EURO. After 3 years of operation, the Smart Card system only covers seven of the nine Danish regions and the discussion about giving up the system is continuing. The authors explore the overall conditions set up for these types of projects in the project governance - how project governance conditions a major public IT project and forms the success evaluation. The focus is on the whole life-cycle from project initiation to long-term use of the smart card. We rely on theory building using three cases. The Danish Smart Card will be compared to two other cases - the Oyster Card in the London Metropolitan Area and the Singaporean EZ-Link Card. In all three cases, the focus is on the whole cycle from project initiation to long-term use of the project results. Data collection is through documentation as governmental reports and evaluations, for example (Rigsrevisionen, 2011; The Comptroller and Auditor General, 2006; Transport Committee, 2011)and semi-structured interviews. A framework for project governance in major public IT projects is developed based on a review of the relevant literature on major projects like analysis of deviations of forecasts and optimism bias (Budzier & Flyvbjerg, 2011; Flyvbjerg, 2006), and how to manage structural and dynamic complexity (Brady & Davies, 2014). Relevant project governance literature is also reviewed. Typically, these publications deal with the project implementation period (Ahola, Ruuska, Artto, & Kujala, 2013; Brady & Davies, 2014; Miller & Hobbs, 2005; Pryke & Pearson, 2006; Renz, 2007; Williams, Klakegg, Magnussen, & Glasspool, 2010; Winch, 2001). Another – smaller - group of scholars deals with the whole lifecycle from project generation to longer-term use of the project results (Ahola, Ruuska, Artto, & Kujala, 2010; Henisz, Levitt, & Scott, 2012; Henisz & Levitt, 2011; Klakegg, 2009).Most of these publications concern major infrastructural projects, not IT projects. The authors will close this gap by exploring how project governance affects the life-cycle of a major public IT project and forms the basis of its success evaluation. The analysis of governance in the case study projects – i.e. governance structure, decision processes, assumptions and governance institutions (Müller, 2009, 2011; Ward & Daniel, 2013; Williams & Samset, 2012), project strategy (Artto, Kujala, Dietrich, & Martinsuo, 2008; Eskerod, 2014), success criteria etc. - will provide insights that contribute to the literature on governance of major public IT projects and hopefully also will enrich the public discussion and evaluation of major IT projects in Denmark.

    KW - Project governance

    KW - IT projekter

    KW - major IT-projects

    KW - Project governance

    KW - smart card

    M3 - Paper

    ER -

    Harboe PG, Riis E. The Danish Rejsekortet ( Smart Card for Public Transportation ): Project Governance for Failure or Success ?. 2015. Afhandling præsenteret på 23rd Nordic Academy of Management Conference , København, Danmark.