Pyramid ≠ End- Users • Many diverse stakeholders — different agendas • Social and (often) non-profit nature • Economic and social sustainability are as important as technical sustainability 4
Intangible/difficult to measure benefits • Impact can be observed years after the intervention • Blurred distinction between program and project (Golini and Landoni, 2013) 6
• Almost completely ignored by the PM discipline • Pade-Khene: Sustainability CSFs • Silvius et al.: Sustainability in PM for ICT projects • Inveneo: Guidelines for designing sustainable ICTs for low-resource environments 7
approaches • Increasing popularity of Agile techniques and UCD • ICTD as a Design Challenge (Tongia et al., 2006) • Framework+Process for Inclusive Technology (Pitula et al., 2007) 9
approaches • Increasing popularity of Agile techniques and UCD • ICTD as a Design Challenge (Tongia et al., 2006) • Framework+Process for Inclusive Technology (Pitula et al., 2007) • DRAMATICS (Dörflinger et al., 2013) 9
Misaligned Perspectives and Focus $4.2bn spent by The World Bank in ICT efforts evaluated as largely unsuccessful* * The World Bank Independent Evaluation Group, 2011 10
vision of an ideal process Identification of process improvements • literature review (1999-2013) • semi-structured interviews with PMs • direct involvement and field visits • goal analysis • case studies A revised ICTD Value Chain An ICTD Maturity Model 13 A SCRUM-based process
Development Goals Values and Motivations Strategy External Stakeholders Support External Resources Organization Resources Portfolio / Program / Project Charter Readiness Availability iterative Uptake iterative Deployment Operation Usage Phase Out / Disposal Outputs (short term impact) Technical Deliverables Impact Development Impact Impact Assessment Uptake Assessment Strategic + Sustainability Planning External Factors Sustainability Plan Community Engagement Plan Build Relationship Sustainability Plan Other Projects Portfolio / Program / Project Assessment Viability + Trust Portfolio / Program / Project Planning Plan Execute Capabilities (Non-technical deliverables) Capability Development Technical Implementation Community Identification adoption A Revised Value Chain • 3 actors (columns) • performing organization • team • beneficiaries • 4 phases (rows) • from Strategy • to Evaluation/Impact 16
Development Goals Values and Motivations Strategy External Stakeholders Support External Resources Organization Resources Portfolio / Program / Project Charter Readiness Availability iterative Uptake iterative Deployment Operation Usage Phase Out / Disposal Outputs (short term impact) Technical Deliverables Impact Development Impact Impact Assessment Uptake Assessment Strategic + Sustainability Planning External Factors Sustainability Plan Community Engagement Plan Build Relationship Sustainability Plan Other Projects Portfolio / Program / Project Assessment Viability + Trust Portfolio / Program / Project Planning Plan Execute Capabilities (Non-technical deliverables) Capability Development Technical Implementation Community Identification adoption
improve quality and produce comparable results • 4 areas x 3 levels • 6 Generic Goals • 27 Specific Goals satisfied by 57 Specific Practices What • Guidance for all the phases of an intervention • Measure the effectiveness at conducting ICTD projects • Reduce failure • Produce comparable results Why
1..* 1 1..* Maturity Model Generic Goal Generic Practice * Specific Goal Specific Practice * 1 1 4 satisfy contributes to contributes to Conceptual Model 19
1..* 1 1..* Maturity Model Generic Goal Generic Practice * Specific Goal Specific Practice * 1 1 4 satisfy contributes to contributes to Conceptual Model Literature + Interviews 19
1..* 1 1..* Maturity Model Generic Goal Generic Practice * Specific Goal Specific Practice * 1 1 4 satisfy contributes to contributes to Conceptual Model Literature + Interviews 19 Value Chain
1..* 1 1..* Maturity Model Generic Goal Generic Practice * Specific Goal Specific Practice * 1 1 4 satisfy contributes to contributes to Conceptual Model Literature + Interviews Goal Analysis 19 Value Chain
Chain phases • Assessed and improved simultaneously • CMMI institutionalization goals • Qualitative Generic Goals that apply to all areas • Specific Goals for each area matched with Specific Practices 22
of Health • Completely “top-down” strategy: lack of contextual analysis and participation of the beneficiaries • Stakeholders influence not understood in time • Informal relationship established too late • Impossibility to impose organization’s own standards
project to collect data from a rural population • Pilot evaluation in the intentions of the sponsor • Regular evaluation meetings with the assessors • Missing communication strategy for evaluation 30
• Refinement of the ICTDMM specification • Standard assessment procedure to certify ICTD organizations (think about this as a service for funding agencies) 32
the Critical Success Factors for the Sustainability of Rural ICT Projects - The Dwesa Case Study” • Heeks and Molla (2009), “Compendium on Impact Assessment of ICT-for- Development Projects” • Silvius and van den Brink (2010), “A Maturity Model for Integrating Sustainability Projects and Project Management” • Dodson et al. (2012), “Considering Failure: Eight Years of ITID Research” • Dörflinger and Dearden (2013), “Evolving a Software Development Methodology for Commercial ICTD Projects” • Golini and Landoni (2013), “International Development Projects: Peculiarities and Managerial Approaches”