Title:	CRITICAL SUCCESS FACTORS FROM A SOCIAL INSURANCE IT-PROJECT IN SWEDEN
Author(s):	Hakan P. Sundberg , Karl W. Sandberg
ISBN:	972-98947-5-2
Editors:	Pedro Isaías, Piet Kommers and Maggie McPherson
Year:	2004
Edition:	1
Keywords:	Critical success factors, E-government, Systems development, Social insurance, Sweden .
Type:	Full Paper
First Page:	87
Last Page:	94
Language:	English
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Full Contents:	click to dowload
Paper Abstract:	After 30 years holding the same course, a new pension scheme and IT system was introduced in Sweden. It is described as one of Sweden’s largest IT projects with approx. 1 800 000 lines of code produced by the IT department of the Swedish social insurance administration. The administration uses a purchaser-contractor model for systems development where the IT department supervises the development and management of the IT facilities used by the national social insurance system. The project has been evaluated several times pointing out critical success factors for future large-scale projects. This study examines the critical success factors in relation to the purchaser-contractor model and the administration’s e-government efforts. Many factors refer to the roles in the purchaser-contractor model suggesting comprehensive views from all dimensions and communication and collaboration between the parts in the model. Another important factor is the project management. This suggests joint projects over the purchaser-contractor boundaries, uniting of overall leadership, overall planning, an operative project management, strong focus on goals and continuous followup. Other factors refer to the development process and it’s contents, suggesting a clarifying “baseline” after initial capturing of requirements not allowing more than regulated changes after the baseline. Special organisational structures are suggested for handling changes in requirements, for planning deliverables and for installation. Lastly, priority and support from top management was considered important. Furthermore the administration is on a path towards egovernment, changing the organisation and processes in the customer front-line. A general process for management of the case workflow has been introduced, where the workflow is being managed in a general and similar way. A case management system has been developed that supports the general process. Web services for e-government will be integrated with the case management system and a case will be processed automatically, where possible. These services are under introduction with the goal to incorporate the most frequently requested actions. It is concluded that the changes in the customer front-line also have consequences for the rest of the organisation and it’s processes. The customer processes go straight across the functional units and a reorganised customer front-line requires support cross-functionally.
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