The mechanisms intended to minimize project delivery failure in government can paradoxically increase the risk of failure due to institutional barriers.
Government IT programmes face significant challenges stemming from the disconnect between Agile methodologies encouraged by GDS and the traditional top-down project approval structures.
Up-front design and detailed budgeting required by top-down approaches clash with the necessary speed and flexibility of Agile project delivery, often undermining the project teams.
A shift towards a start-up mentality that embraces iterative testing and learning is essential for the government to improve its approach to project delivery.
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