STRATEGIC FRAMEWORK FOR E-GOVERNMENT DEPLOYMENT IN DJIBOUTI

STRATEGIC FRAMEWORK FOR E-GOVERNMENT DEPLOYMENT IN

DJIBOUTI

By Abdi Fathi

May 2010

Acknowledgements

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ACKNOWLEDGEMENTS

هلل حمد "All praise is due to Allah" ال

The road to complete the MSc program and especially the dissertation is

awash with uncertainties and has been exhausting, however is rewarding

when it is finished. Without the help of overseas contributors, work colleagues

and academic people this dissertation would not have been possible to deliver

in time.

First I would like to thank my supervisor at Coventry university (Furrkh Aslam)

for his initial direction and support who, not only had other projects to

supervise but is also a Senior lecturer and head of the computing department.

I am grateful to my colleagues at work for their understanding while preparing

this dissertation and participating actively during the focus group especially

those that helped reviewing the work.

Finally, thanks to my friends and families in the case country who not only

coordinated but also collaborated during the interview phase.

I certify that report presented in this dissertation is my own unless referenced

Signature........................................................

Date.........................................................

Abstract

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ABSTRACT

E-government is defined differently according to various scholars and whether

it is defined from ICT enabled government perspective or as a government

transformation. However from the perspective of this dissertation it is the

process of using information and communication technology in the

government combined with the fundamental cultural, organisational, technical

and resources change in the public sector. E-government solutions on old

ways of governing are increasingly becoming acceptable and a great number

of governments around the world are introducing some form of government

automation. The primary objectives of introduction of e-government for these

countries are to reduce cost, to increase effectiveness, to speed up processes

and to improve services to citizens and businesses.

It became apparent that e-government is not only a technological change but

also addressing issues of political, cultural, organisational and social

adaptations. Various widely available researches in this field have concluded

that as of 2003 85% of e-government implementation in developing countries

have either failed totally or partially and only 15% can be in somewhat

classified as acceptable success. However despite this high failure

government after government are not deterred to deploy e-government

solutions.

This dissertation explored and investigated empirically how to deploy an e-

government in developing countries and taking Djibouti which is a small

country in the horn of Africa as a case study. Interviews with experts,

managers and independent consultants were conducted. Important key terms

were raised and investigated in the first instance. These key terms were

grouped holistically in order to encompass all governmental departments.

Following various literature reviews on this topic, couple with the case country

analysis and researcher empirical knowledge in this domain a comprehensive

Abstract

4

strategic framework for e-government deployment has been formulated. The

framework has been taken to two different focus groups with academic and

practical experiences to evaluate.

The dissertation involved over 60 research paper and international journals,

focus group; semi interviews with participants from various fields, several

newspapers articles from the case country and press releases.

Tables of contents

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Table of Contents ACKNOWLEDGEMENTS .......................................................................................... 2

ABSTRACT .................................................................................................................. 3

CHAPTER .................................................................................................................... 7

1 ..................................................................................................................................... 7 1. INTRODUCTION AND BACKGROUND TO THE DISSERTATION ........... 7

1.1 INTRODUCTION .......................................................................................... 7

1.2 Scope ............................................................................................................. 8 1.3 Background ................................................................................................... 8

1.4 Project aims and objectives ........................................................................ 9 1.5 Dissertation outline ..................................................................................... 11

CHAPTER .................................................................................................................. 13 2 ................................................................................................................................... 13

2 Literature review ................................................................................................ 13

2.1 Introduction .................................................................................................. 13 2.2 Defining of e-government .......................................................................... 13

2.3 Benefit for e-government deployment ..................................................... 14 2.4 E-government and good governance ...................................................... 16

2.5 E-government failure and the need of a good Framework .................. 17 2.6 E-government barriers ............................................................................... 18

2.7 Drivers for e-government ........................................................................... 22

2.8 Critical Success Factor (CSF) .................................................................. 26 2.9 Resources .................................................................................................... 29

2.10 Summary of literature reviewed ............................................................ 31 CHAPTER .................................................................................................................. 33

3 ................................................................................................................................... 33 3 RESEARCH METHODOLOGY ....................................................................... 33

3.1 Introduction .................................................................................................. 33

3.2 Research methodology .............................................................................. 35 3.3 Data collection ............................................................................................. 37

3.3.1 Interviews.............................................................................................. 37 3.3.2 Data Analysis ....................................................................................... 38

3.3.3 Focus group ......................................................................................... 39 3.4 Ethical considerations ................................................................................ 40

3.5 Summary ...................................................................................................... 41

CHAPTER .................................................................................................................. 42 4 ................................................................................................................................... 42

4 The case study .................................................................................................. 42 4.1 Overview of Djibouti ................................................................................... 42

4.2 E-government and the country ................................................................. 43

4.3 Djibouti ICT Infrastructure ......................................................................... 44

4.4 Planned E-government infrastructure ..................................................... 47

4.5 Summary ...................................................................................................... 48 CHAPTER ................................................................................................................... 50 5.................................................................................................................................... 50

5 RESEARCH FINDINGS & RESULTS ............................................................ 50

5.1 Introduction .................................................................................................. 50

5.2 Organisational factors ................................................................................ 51

5.3 Environmental factors ................................................................................ 55

Tables of contents

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5.4 Resource factors ......................................................................................... 58

5.5 Technical factors ......................................................................................... 61 5.6 E-government lifecycle .............................................................................. 65 5.7 Chapter summary ....................................................................................... 66

CHAPTER ................................................................................................................... 68 6.................................................................................................................................... 68

6 Deployment framework .................................................................................... 68 6.1 Introduction .................................................................................................. 68

6.2 E-government deployment framework .................................................... 69

6.3 Vision ............................................................................................................ 71

6.4 Principles ..................................................................................................... 72 6.4.1 Principles one (resources strategy) .................................................. 72 6.4.2 Principles two (Organisation strategy) ............................................. 73

6.4.3 Principle three (technical strategy) ................................................... 74 6.4.4 Principles four (Environmental strategy) ......................................... 76

6.5 Processes .................................................................................................... 77 6.6 Practices ...................................................................................................... 83

6.6.1 Governance Process and Policies ................................................... 83

6.6.2 Metadata Management ...................................................................... 84 6.6.3 Quality Management ........................................................................... 86

6.6.4 Audit and Controls ............................................................................... 87 6.7 Focus group evaluation ............................................................................. 88

6.8 Chapter summary ....................................................................................... 90 CHAPTER ................................................................................................................... 91 7.................................................................................................................................... 91

7 EVALUATIONS, CONCLUSION AND RECOMMENDATION ................... 91

7.1 Introduction .................................................................................................. 91

7.2 Evaluations .................................................................................................. 91

7.3 Research limitations ................................................................................... 94

7.4 Recommendations for further research .................................................. 95 7.5 Conclusion ................................................................................................... 96

REFERENCES ............................................................................................................ 97

APPENDIX A: PROJECT PLAN .......................................................................... 106 APPENDIX B: INTERVIEW METHODOLOGY .................................................... 107 APPENDIX C: FRENCH VERSION ........................................................................ 111

APPENDIX D: DJIBOUTI’S GOVERNMENT ....................................................... 115

Introduction

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CHAPTER

1

1. INTRODUCTION AND BACKGROUND TO THE DISSERTATION

1.1 INTRODUCTION

The concept of e-government is defined differently according to the context

and authors. The definition of e-government varies according to papers,

researchers and consultancy groups. However to sum up, it can be loosely

defined as: The use of information and communication technologies in

government to enhance the quality, quantity and speed of all services

provided to businesses and citizens.

E-government deployments address the upgrade of all government services

based on the legacy mode which was mainly paperwork to a more modern

electronic format.

It would be unwise to define e-government solely in the technology term as

the majority of successful e-government deployment had more about people,

processes and organisation than technology. Kito de Boer, director of

McKinsey in Dubai said (Murray, 2001) "Successful e-government is, at most,

20 per cent about technology, and 80 per cent about people and

organisations. It is a mechanism that turns governments on their heads, from

being producer-led, ministerial confined, departmentally-blinkered institutions

to being customer-oriented service providers" therefore e-government has

multiple facets and is beyond a simple comparison to e-commerce.

The potential of revolutionising governance in the heart of the government is

there to be harvested through e-government deployment; however it still

remains largely unexploited in developing countries. Although ICT affordability

is an upward trend (BBC, 16/07/2007) and e-government technologies are no

longer limited to the developed world, it is a combination of the concept of e-

government being a new domain plus the need of human, organisational,

cultural, process changes and the lack of a successful deployment that are

Introduction

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restraining developing countries to exploit it. These assertions are still valid in

developing countries and especially in African countries.

This dissertation will give a good insight into what is largely a complex and

new topic. Together with the barriers, drivers and critical success factors to an

eventual e-government deployment

The researcher contribution in this dissertation is to fill an exiting gap as there

are no published papers or research on the specified case country. It is

intended to propose a framework on how to deploy e-government strategically

in Djibouti.

1.2 Scope

The scope of this dissertation is to propose a strategic framework that applies

to the planned deployment of the case study.

Selection of best practice, strategic implementation, change management,

release management are all considered out of scope in this research

1.3 Background

Information and communication technology (ICT) has become one of the core

tools in any government. ICT has become a major element for improving

internal organisations (public and private) and increase quality of public

service delivery. ICT is already in use in practically all governments, as well in

enterprises and other organisations.

However e-government involves more of ICT management or using ICT as

tools. It involves rethinking government organisation and processes with a

holistic approach.

Introduction

9

E-government is a new neologism word which can be a tool to improve,

facilitate accessibility, promote accountability and achieve transparent

government services towards its citizen or between governmental branches.

It involves changing behaviour and viewing the common citizen as a customer

and the government as a big enterprise. Implementing strategically in an

efficient way will indeed enable citizens and other organisation to carry out

their interaction with the government with speed and efficiency.

However research (Heeks ,2003) has found that the majority of e-

government initiative in the developing world is classified as total or partial

failure furthermore this finding did not deterred developing countries in

undertaking such high failure implementation.

As this is a new domain in information technology, little study or widely

accepted academic research exists on how e-government is not an off the

shelf, system fit for all governments.

1.4 Project aims and objectives

The aim of this dissertation is to research the drivers that push governments

in deploying e-governance, the critical success factors, the barriers of an

effective e-government and what resources could be suitable for an eventual

deployment.

The case study will be on a live scenario where the country of Djibouti (East

Africa) has recently passed a presidential decree n°2006-0106/PRE to

implement e-government.

The study will argue a suitable interoperability framework fit for this specific

country which is in line with its local needs.

Existing literature emphasizes that e-government can certainly enhance better

governance but there is no widely accepted empirical data to base an

argument for e-government fit for all or best practices. Therefore this research

will argue a strategy, better suited for Djibouti.

Introduction

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The aim of the research gives a guideline over further work. Hence, the

objectives of this paper will be:

1. Conduct a literature review on existing researches in e-government

based on drivers, critical success factors, barriers and resources and

create a research methodology based on literature review and then

argue the suitability of this method

2. Investigate a real life case scenario which in this case will be the

country of Djibouti

3. Present the research findings and results then propose a

comprehensive “strategic framework for e-government deployment in

Djibouti”

4. Finally present a discussion and a conclusion of this study

Project motivation factors

The interest in this particular management domain has been a built up of

several sequential events both here in the UK , in developing countries and

lastly on the case country (Djibouti).

UK:

The national Audit Office (NAO) published a white paper (Better pubic

services through e-government) in 2002 and in that paper the NAO and

government agreed to set the target that 100% of services were to be

available online.

However in December 2004 the government announced that it no longer

believe that the target of 100% was feasible.

Developing countries:

Heeks (2003) on a working paper series in e-government, now widely quoted

by several researches in this field have concluded that as of 2003, 85% of e-

government implementations in developing countries have either failed totally

Introduction

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or partially and only 15% can be somewhat classified as an acceptable

success.

Djibouti:

In December 2009, the Djibouti government have launched a project where

they will make all services available online, although according to a UN

report on e-government readiness , published in 2008, the Republic of Djibouti

is in the 157th place worldwide.

If the UK who was ranked third in the UN global e-government readiness got

it wrong first time and have since scaled back on their target of 100 % online

services, then the logic entail that Djibouti is highly likely to fail in their overall

ambitious e-government deployment.

Therefore, this research for which the target audience is the government of

Djibouti will study the best approach that the government could take in order

to have at the end a deployment classified as a success.

1.5 Dissertation outline

The dissertation is organised and will adhere to the following structure:

Chapter 2 will present finding on the literatures reviewed based over 60

academic papers. The chapter will start with a general review of literature on

e-government and its benefits. Then it will narrow down the scope to

reviewing the barriers, drivers, CSF (Critical Success Factors) and the

technologies used in its deployment.

Chapter 3 will propose and argue the methodology used to approach the

research case study and the reason the researcher choose to use a semi-

structured interview instead of other techniques.

Introduction

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Chapter 4 will introduce the reader to the case of Djibouti. It will initially give

an overview of the country and then follow up with its actual stand in term of

e-government. The nature of Djibouti infrastructure relevant to the

deployment will be discussed in this chapter plus the proposed upgrade by

the government.

Chapter 5 will build on the previous chapters which reviewed the literature and

introduced the case study. It will evaluate, discuss and critically analyse the

data. The chapter will discuss the findings from the research interpretative

method based on the semi-structured interview which was held in the field

and within its natural environment .The research findings and interview data

will be presented in a holistic form in order to introduce the following chapter’s

proposed framework.

Chapter 6 will refine the preceding chapters identified “e-government

deployment” elements with chapter 5 evaluation and discussion to propose a

suitable framework. This proposed framework will be based on the empirical

study of previous chapters and best practices.

Chapter 7: A conclusion and summary will be drawn from the previous

chapters and the dissertation will introduce its recommendation for further

research on this topic.

Literature review

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CHAPTER

2

2 Literature review

2.1 Introduction

The method used to conduct research on previous existing research in this

field will be as advocated by (Fleck; 1975, p. 84.) in iterative process. As the

first observation are always influenced and rarely objective therefore a

multistage iterative process will be required to adjust the observation in order

to induce maximum review of a topic for a narrative literature review.

As for selecting literature, the method of Gallupe & Tan (1999) will be

followed. Therefore the types of literatures which will be reviewed will be

researches or papers published in a peer-reviewed journal to uphold

credibility and quality. Because this subject is a relatively new domain

therefore most of the papers reviewed are at most 10 years old.

2.2 Defining of e-government

There is no one common, clear and concise definition across the board and

within the academic literature regarding the definition of e-government as the

field of e-government is in its infancy.

According to the (OECD; 2000), e-government is the government using and

harnessing the information and communication technology (ICT) and the

internet as tools to better manage the day to day governance.

The world bank ICT glossary guide " Refers to the use of new information and

communication technologies (ICTs) by governments as applied to the full

range of government functions. In particular, the networking potential offered

by the Internet and related technologies has the potential to transform the

structures and operation of government". The common theme from this two

Literature review

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different definitions comes to two words, E for Electronic and government

combined to make one, E-government.

Prefixing the word government with an “E”; mainly define a new way for the

government to harness the technology available for computerisation and

automation of existing document, process or decision making driven by

customer satisfaction.

The primary e-government models are government to citizen (G2C),

government to business (G2B) and government to government (G2G).

Finally, E-government main objectives are of speed of information flow

between inter-agencies, business to government or customer to government.

Transparency and traceability of data and decision making ultimately reducing

corruption in developing countries and to better manage day to day country

resources. The end product would be customers (citizen/business)

satisfaction.

Although e-government is automatically perceived as internet oriented

government. However many non-IP based information technologies can be

used, such as telephone, fax, SMS, MMS, 3G, RFID or biometrics.

2.3 Benefit for e-government deployment

In a paper published by GAO (USA general Accounting Office, Linda D.

Koontz (2004))

e-government although it is challenging even with all the resources available

to the USA. 25 successful initiatives in the USA, have lead to the following

benefits.

Successfully implementing objectives of addressing what customers need.

A stable management through e-government champions.

A good collaboration between stakeholders and different partners

Implementation of new ways of decision making and government

processes

Literature review

15

A good funding strategy

similarly another report published by London audit commission (2007) a

standard framework have been identified which could be putted as follow:

The type of benefits:

Legal compliance

Customers satisfaction

Addressing companies and citizens objectives

Better services

Better planning

Better management process

Information accessibility

Asset management transparency

Benefits Recipients

The public

Companies

Partners

Government employee

There are equally benefits that citizens and business could get from a

successful e-government deployment. The simple idea of registering or

posting forms instantly without waiting in a queue has not only time saving

benefits but also lead to an efficient data management.

We can derive from previous case studies although some of them are not of

the same size and in complexity as this case study but the common benefits

can be of the same. A good e-government implementation could rip the

following benefit for Djibouti:

A better business environment to reap prosperity, ease of information

for the public, traceability, transparency, better productivity and many

other benefits.

Literature review

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In the case of developing countries there is no or patchy research available

on what the wider public need or expect from implementing an electronic

access form of government. It is therefore down to each government to

promote research regarding public expectation.

2.4 E-government and good governance

Good governance is a term used for a long time now in development literature

to describe how public service/affairs are conducted by governments and as

per UNESCAP (2009) it is defined as "the process of decision-making and the

process by which decisions are implemented or not implemented".

Governments where implementations of e-government have been successful

were those that literally presented themselves as service provider and the

wider public was the customer.

Transparency and traceability seem to be two domains which play a major

role on good governance as it entails an open and deregulated environment

and it empower the culture of service provider (the state) fulfilling customer

(citizen) needs in e-government system.

In a white paper published by André Santini (2009) he argued that a summary

of all the best practices to make a successful e-government portal are:

For the citizen:

Creating contents and organising portals layout according to users

needs and not imposed by the government.

As in the case of Estonia organise and facilitate learning and

awareness (E-government is in the civic education for young people in

Estonia).

Mirror how service providers manage their customer relations division

by promoting the service to the public, facilitated information -

gathering, communication and knowledge acquisition.

Literature review

17

Coordinate information to ensure accessibility also promote E-services

as well as face-to-face communication for E-inclusion strategy in the

case of developing countries where the majority are not and will not be

connected for a long time.

For the government:

Reduction of bureaucracy and migration to electronic format instead of

paper based culture

More focus on transparency

Bigger customer satisfaction

More emphasizing of customer (citizen) data protection and privacy

which then encourage customer trust

Fluidity and speed of inter-government communications hence

achieving services with real performance

2.5 E-government failure and the need of a good Framework

It is not a secret anymore although most governments would not fully disclose

if their initiatives have failed or indefinitely postponed, but according to Heeks

(2003) the estimation of e-government projects failure collected from various

developing countries are either a total failure 35% or partial failure 50% hence

85% can be classified as not attaining their objectives at all.

Another example of a partial failure that hurt the common public is in UK when

the inland revenue's NIRS2 system failure have lead to 10 millions British

people to face a 5 years shortfall on their national insurance contribution

(McCue 2003).

Alone the cost of e-government failure to western countries of EU can be

estimated to a whopping over 100 billion euros per year (Dalcher & Genus,

2003).

Therefore e-government failure for our case study (Djibouti) would not only

dent the country confidence but would also hurt the government coffers

deeply. As Djibouti is a third world country with a low development index and

Literature review

18

limited resource then e-government should be developed with the greatest

care.

As the failure rate is extremely high, the deployment of e-government would

need thorough research on a suitable strong framework.

The common consensus is that there are two approaches to e-government.

Top-down approach in which the main champion is the central government

and the second bottom-up approach in which individual department, local

government and the central government are working together.

P J.Pascaul (2003) argues that in order for citizen to benefit full benefits, a

government information infrastructure(GII) is needed which in turn require

attention to be paid for cost implication, infrastructure issue, benefits and

risks.

The implementation face require not only a Strong leadership vision but also a

strong framework which is benchmarked with global best practices and with

consideration with local needs and expectation (reality on the ground).

Therefore the remaining literature review in this chapter will focus on the

deployment framework as in barriers, drivers, CSF and resources

2.6 E-government barriers

The concept of e-government is not only new to the academic domain but as

well to the wider public. A digital divide exists and it is extremely high in Africa

but even in those countries where progress has been made such as UK, the

public still distrust putting their personal details online.

Even though the government is the guardian of those data, there were several

instances lately in the European press which have undermined public trust

even more. The losses of two CD’s containing several thousands of personal

data, which are prone to be used for fraud, have forced the prime minister to

apologise personally about these losses (BBC 2007).

Literature review

19

The barriers to e-government are different between regions, government

model and resources available. Preliminary decisions from this research have

identified two stakeholder groups, those responsible of delivering,

implementing and deploying (Djibouti government in our case study) and

those recipients of e-government (Public, businesses and government

agencies). Deployment barrier research will only be based on the first

stakeholder (Djibouti government) as the digital divide is so great in the case

country that the majority will only be able to access e-government by means

of a proxy (cyber café, friends, families).

According to literature reviewed (Themistocleaous & Irani,2001;

Ward&Griffith,1997; Shung&Seddon,2000; Zakareya&Irani, 2005 ) barriers

can be classified as :

IT infrastructure

Security and privacy

IT skills

Organisational

Cost

E-government deployment is a huge and complex. One of the main objectives

is to automate business and government process. (Themistocleaous &

Irani,2001) and (Shung&Seddon,2000) literatures are considered valid

because the barriers identified were derived from IT infrastructure such as

ERP. Although the overall cost of IT has decreased and identified as drivers

previously, lack of an adequate IT infrastructure identified in developing

countries present a major barrier.

Building information driven e-government is expensive and will be a wasted

exercise without an effective infrastructures. Some of these infrastructures are

an adequate telecommunication network, a cross-government systems,

service delivery systems, internet access and skilled staff.

Government data is the most security sensitive information that any

organisation can hold. Privacy of personal data, confidentiality and IT security

Literature review

20

are predominantly some other barriers according to (Zakareya&Irani, 2005;

Gefen et al; 2002).

Security and privacy concerns are not limited to e-government but it is a

concern on all ICT projects whether they are small or big. These concerns

could be threats of system breach in forms of virus, hackers, intruders and

many others. The lack of security, risk management and poor government

asset management including hardware infrastructure are also a concern.

Heeks(1999) identified (since quoted by other e-government researchers and

experts) that shortage or lack of IT skills and expertise can discourage

government taking the costly avenue of deploying it. Some research/survey

put it lack of IT skills as the number one of all barriers (Norris et al, 2001).

The lack of proper training, access to the appropriate systems and knowledge

can impact greatly on the smooth running government systems. Examples

could be inadequate training and capacity building in all departments, poor

ICT skills among government officials or even worse the management.

ICT skills are not only important to e-government but to also all service

industry and as well to the economy as a whole. ICT is a general skill along

literacy and numeracy and more governments are promoting a strategy to

advance basic ICT skills across its citizens.

Organisational barrier are the mode of government culture, structural

deficiency, poor management, lack of communication and weak strategy.

Operationally, all the departments in any government have to make the

necessary processes and procedures ensure that information is relevant,

accurate and up-to-date.

(Gilbert et al., 2004) pointed out that data and process consistency across any

government is paramount to maintain a certain level of information

consistency.

This paper argues in the case of developing countries and especially Djibouti,

organisational barrier is the most significant of all in our case study.

(Ebrahim et al., 2004; Bannister,2003; Fabri, 2003) all are in agreement with

the researcher experience in the case study country with the following. The

Literature review

21

introduction of e-government will most likely introduce process and procedure

re-engineering in all department process. It will remove layers of management

which in turn will lead management to undermine the project.

The lack of proper legal framework in support of e-government, the traditional

bureaucracy epidemic in all departments and the lack of basic infrastructure

are some of the reasons that could lead a real barrier to a successful

deployment in our case study.

Literature argue government official will undermine e-government deployment

(Burn&Robins,2003; Ebrahim et al, 2003; Sanchez et al, 2003) a good

example of addressing this issue is the case of UK (eGU) which is the largest

unit of the cabinet office. A similar initiative of creating a body to oversee the

e-government deployment would be able to address the issue of government

official undermining the deployment

Funding is the last of all barriers (Heeks, 1999) sustaining and financing

resources is a difficult parameters for most government. Survey published on

(Norris et al., 2001), over half of government organizations have reported cost

and financial resources as one of the main barriers to undertaking an e-

government deployment.

Table I. E-government deployment & implementation barriers

Barriers Notes/challenges References

IT infrastructure

Lack of networks, communication,

standardisation and interoperability.

No or little enterprise architecture.

Lack of documentation and

readiness.

Legacy/existing system not

adequate.

(Themistocleaous &

Irani,2001)

(Shung&Seddon,2000)

http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/1570110510.html#idb47

Literature review

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Virus, hackers, malware and other

intrusion programs.

Personal data privacy and

assurances.

Lack of asset management and

weak government

hardware/software infrastructure

(Zakareya&Irani,

2005)

(Gefen et al; 2002)

IT skills

Lack of skills from top to bottom

(management, staff, IT personal and

public)

Heeks(1999)

Ho (2002)

Organisational

No coordination between

departments.

No clear structure and ownership.

Unclear vision and adequate

politic/structure in place.

Complex deployment.

(Burn&Robins,2003)

(Ebrahim et al, 2003)

(Sanchez et al, 2003)

Cost

Cost from deployment, training and

running the infrastructure.

Lack of government budget

(Heeks, 1999)

(Themistocleous, M.

and Irani, Z; (2001))

2.7 Drivers for e-government

Same as barriers the major drivers of e-government are different from

countries to countries, region to region and even within regions.

Drivers in most case and Africa in particularly have been from government

operational level or head of state initiatives. The objective were in summary

Literature review

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cost savings, centrally managed, better decision making and modernising

public services.

However we could summed up the drivers according to literature reviewed

(Culbertson,2004; Hai,2005; OECD,2000; Zakareya et al, 2004) as

technological, organisational or environmental.

In the USA, reports have pointed out that e-government deployment was

meant to revolutionise government departments (O’Hara 2000).

While in the UK the motto behind e-government in 2002 was “The best place

in the world for e-commerce” by deploying e-government UK will be a hub for

e-business and e-commerce to flourish (Dunleavy & Margetts, 2002).

Moreover, the trend of ICT affordability has been upward for the last few

years, the overall cost of infrastructure (PCs, mobiles, broadband, software)

have dramatically reduced around the world. According to the BBC report the

cost of broadband of over 30 developed countries has been dramatically

reduced while speed has increased (BBC, 16/07/2007).

Following the same trend, Djibouti have reduced internet tariff by 50%

although the overall comparison with other countries in the region, their

internet tariff is among the most expensive (Comesa, 2007).

Even tough technological change is one of the main drivers; Governments

(organisations) behaviour could not be eliminated as the commitment from the

highest office play a major role in promoting e-government deployment.UK

has the E-Government Unit (eGU) which is the largest unit in the prime

minister cabinet office.

Wilson III (2004) argues that commitment from the highest office in the

government is so crucial that all other drivers will not work if the right politics

are not in place and supported by the head of the government.

In developing countries and particularly Africa, leaders never showed full

commitment in using ICT to transform government but perhaps the New

Partnership for Africa Development (NEPAD) could play a role as a catalyser

for championing e-government.

Literature review

24

E-government deployment does have a resonance to significant gains in cost

as well as efficient communication in government branches and public sector.

Transparency mode of governance and the above stated benefits are some of

the drivers factors that pushed advanced countries in e-government.

However as argued by IDABC (2005) in practice there is no proof and no

overall published credible data that exist to demonstrating the case.

In the case of Djibouti according to limited sources available from the country

the main drivers have been summed up as (lanation, 2010):

Reduces costs and increase transaction speed for both government

and businesses.

Facilitates transaction between publics and government

Transparent government and better relationship between the governed

and governors

The adoption of technology, the right infrastructure and political backing are

all drivers but never the less e-government deployment will need the right

environment to prosper. It can only be implemented if the right legal

framework exists in the country. This framework will have to deal with data

protection, confidentiality and security.

The introduction of e-government will be ineffective without the introduction of

a compatible legal framework as it exists for instance (Zakareya et al; 2004).

Citizens and business alike will always wary the security of trusting

transactions or online systems if their personal data is not guaranteed by a

strong legal system.

Literature review

25

Table II.

E-government deployment & implementation Drivers

Drivers Notes References

Technological

Upward IT affordability.

Downward of cost of communication.

More fast and powerful enterprise

solutions.

(BBC, 16/07/2007)

(Comesa, 2007)

Organisational Increased commitment from head of

governments.

Consensus by all major organisations at

operation and strategic levels.

(Zakareya et al;

2004)

(Dunleavy &

Margetts, 2002)

Wilson III (2004)

Environmental

Development of legal framework.

Regional.

Government policies development

(Zakareya et al;

2004)

Wilson III (2004)

Literature review

26

2.8 Critical Success Factor (CSF)

Critical research and review of current literature has identified some common

factors that influences success on any IT deployment Gil-García & Pardo,

2005 (citing various other papers); Heeks, 2003; Helbig et al 2008. All these

CSFs can be grouped as Organisational, political and technical.

The complexity and size of e-government deployment coupled with the

diversity of issues and parties involved makes IT initiative a great challenge.

(IBM, 2001) as presented previously concluded that government need in

order to increase its success by creating an adequate IT infrastructures

secure and switched on and with the right applications running on those

infrastructures .

IS organisational alignment is critical. (Burn&Robins,2003; Ebrahim et al,

2003; Sanchez et al, 2003) pointed out that existence of conflicting

factors/goals between various departments, make sometimes officials

undermining the project and resisting to change. This could be challenged by

a good organisational alignment.

UK government eGU is a good example of how addressing organisational

challenge can make it as a success factor.

Political willingness to promote e-government deployment is another success

factor. Rigid and restrictive laws in place in some of the developing countries

could jeopardise smooth deployment. Government should make policies and

develop the right legal framework for a successful e-government deployment

(Gil-García and Pardo, 2005).

The right strategy and mentality is required as the complexity and wide

implication of e-government deployment should make all project managers to

take accounts regularity constraints and environmental pressures.

Literature review

27

Finally all the necessaries technological factors need to be in place. Heeks

(2003) argue that design-reality gaps need to be addressed. The smaller the

gap between supporting organisational reality (actual government data) and

required organisational model after e-government deployment, the more

likely the project will succeed.

(Delone & Mclean, 1992) which is now widely cited by major papers have

derived six categories success factor for any enterprise system including e-

government. These six success factors by the authors were derived following

a review of 180 ICT articles and were as follow: system quality, information

quality, use, user satisfaction, individual impact and organisation impact.

These finding from reviewed literatures endorse that critical success factors

based on technologies are:

Data structure, integration, interoperability and definitions (Heeks,2003;

Ambite et al ,2002). This is the ability to work seamlessly and efficiently

together between various departments whether public or private. E-

government deployment should make information and data interoperable

across the whole country and with other governments.

System compatibility, tried and tested technology and best practice approach

(Heeks, 2003; Ambite et al, 2002; Barki et al,1993; Dawes & Nelson,1995).

This is the avoidance of having various system that are incompatible therefore

not interoperable. Relying on strong and stable system where possible, other

government have implemented a good pool of technical skills within the

project and in the country (Ambite, et al 2002; Gil-Garcia&Pardo, 2005).

Human resource strategy is important and wrongly implementing an e-

government deployment without it will certainly undermine or fail the project.

Literature review

28

Table III.

E-government deployment & implementation CSF

CSF Notes References

Organisational Organisation alignment.

(Burn&Robins,2003)



Political Right kind of legal framework.

(Gil-García and

Pardo, 2005)

(Postnote, 2005)

(NAO, 2002)

Technical

Decreasing the design reality gap

Data structure, integration,

interoperability and definitions.

System compatibility tried and tested

technology and best practice approach.

A good pool of technical skills within the

project and in the country.

(Heeks; 2003)

(Ambite et al, 2002)

(Gil-Garcia&Pardo,

2005)

(Barki et al,1993)

(Dawes&

Nelson,1995)

Literature review

29

2.9 Resources

The choice of resources and their management could make or break an e-

government deployment, especially in developing countries. It is so important

that the researcher argues it should be a fundamental cornerstone in the

framework. It can be categorised as IT and human resources.

E-government deployment is meant to capture, manage, use and share

information. According to (Redman ,1998; Kaplan et al , 1998) data quality

and data accuracy are very important for intergovernmental usage and also

for reporting purpose.

The other dimensions of IT resources are system usefulness and ease of use

coupled with affordability. Various researchers (Simon, 2005; Fuggetta, 2003,

Postnote, 2003) argue that there is no doubt that government worldwide are

increasingly converging to open standards.

The main reason pushing various countries to OSS are namely

interoperability, flexibility, and avoidance of vendor lock-in. As the E-

government and enterprise system marketplace continues to evolve with

demand, the powerful option offered by OSS deployment with its inherent

superior development technique will drive the IT industry in only one way,

the direction of proprietary vendor independence. It will also enable

governmental systems to efficiently serve businesses and individual alike.

Deploying an effective e-government require a technology infrastructure in all

public sector organisations. IBM (2001) concluded in order to have a

successful e-government, the government should create an IT infrastructure

capable of supporting all its applications and data. It further argue on the

same paper that one of the most important components in IT infrastructure is

the application server.

All empirical as well as conceptual research concurred on the importance of

human resource (especially employees that are technologically switched on).

Heeks & Davies; 1999 ; Ho (2002); Thompson et al (2005) ) argue that the

wrong human resource strategy will be a major obstacle on deploying any

meaningful e-government.

Literature review

30

Field research by Moon (2002) on over a thousand US municipal

governments showed that 837 deployments failed because of the wrong

human resource strategy, especially staff lacking in technical expertise.

Moreover employees development plan would have to be enhanced towards

a highly skilled staff and without this development plan employees would not

have the right skill or tools to do their jobs.

Heeks (2006) pointed out that human resources are more important than IT

resources.

Table IV.

E-government deployment & implementation Resources

Resources Notes References

IT System usefulness and ease of use coupled with

affordability.

Technology infrastructure in all public sector

organisations.

Right kind of application servers.

OSS development and avoidance of software

proprietary lock-in

(Simon, 2005)

(Fuggetta, 2003)

(Postnote, 2003)

IBM (2001)

(Bob; 2002)

Human Employees and managers that are

technologically switched on.

Good human resource strategy.

(Heeks &Davies;

1999)

(Ho, 2002)

(Thompson et al;

2005)

Heeks (2006)

Literature review

31

2.10 Summary of literature reviewed

It can be concluded from the literature review that various e-government

elements are contributing either negatively or positively according to the e-

government strategy success.

Elements like organisation or technology could be a hindrance (barrier) or

assistance (driver) to the deployment of e-government.

The understanding of the strategic framework is the basis of a strong

foundation towards the eventual deployment of e-government across any

country and specially to our case study. The focus of this paper is to study

and propose a strategic framework for our case study (Djibouti) suitable in its

environment and circumstances.

It is an unavoidable reality that most of the countries which have yet to

implement e-government will eventually adopt it in some form or another.

However as previous studies have highlighted all deployments by developing

countries are prone to failure.

The literature review has identified four keys terms which form the basis for

the researcher’s proposal of a strategy framework and for foundation for

further research (Table V )

Table V: Framework four key terms

Key terms Key notes References

Barriers

IT infrastructure


IT skills

Organisational

(Themistocleaous &

Irani,2001)

(Shung&Seddon,2000)

(Zakareya&Irani, 2005)

(Gefen et al; 2002)

(Heeks, 1999)

(Ho, 2002)

(Burn&Robins,2003)

Literature review

32

Cost (Ebrahim et al, 2003)


(Heeks, 1999)

(Themistocleous, M. and

Irani, Z; 2001)

Drivers Technological

Organisational

Environmental

(BBC, 16/07/2007)

(Comesa, 2007)

(Zakareya et al; 2004)

(Dunleavy & Margetts,

2002)

(Wilson III, 2004)

(Zakareya et al; 2004)

(Wilson III, 2004)

CSF

Organisational

Political

Technical

(Burn&Robins,2003)



(Gil-García and Pardo,

2005)

(Postnote, 2005)

(NAO, 2002)

(Heeks; 2003)

(Ambite et al, 2002)

(Gil-Garcia&Pardo, 2005)

(Barki et al,1993)

(Dawes& Nelson,1995)

Resources IT

Human

(Simon, 2005)

(Fuggetta, 2003)

(Postnote, 2003)

IBM (2001)

(Heeks &Davies; 1999)

(Ho, 2002)

(Thompson et al; 2005)

Heeks (2006)

Research methodology

33

CHAPTER

3

3 RESEARCH METHODOLOGY

3.1 Introduction

The country of Djibouti (East Africa) was chosen as a case example for this

study of developing a strategic framework in deploying E-government. The

interest in this particular management domain has been a built up from

several sequential events both here in the UK , in developing countries and

lastly on the case country (Djibouti).

The topic of e-government deployment which is is a new phenomenon could

be classified under the ICT field discipline and in ICT there are many research

method and on top of these various research methods there are various

issues to be considered in e-government deployment such as those identified

in the previous chapter i.e. (barriers, drivers, CSF and resources).

Therefore the aim of this chapter is to outline the research procedure taken to

tackle the aim, objectives and research questions in this dissertation.

The researcher will discuss the reasons for selecting a qualitative method and

its suitability of its method of collecting data.

To address some of the objectives of this study, the chapter will argue in the

following sections, the reason of the research methodology, the data

collection method and various techniques of analysis.


34

Based on our literature review we propose four key terms (appendix B) for

further research as shown in figure 3.1. The aim is for the case study of

Djibouti government to provide us with research data to further understand

this research topic. The first key term to investigate is the barriers for e-

government deployment. According to various research literatures

(Themistocleaous & Irani,2001; Ward&Griffith,1997; Shung&Seddon,2000;

Zakareya&Irani, 2005 ) barriers have been classified as: technologies, skills,

organisation and cost oriented. This research paper is to find out the barriers

of the case study (Djibouti).

The second key term is drivers and the aim is to find out what actually are the

drivers in this country as the only paper published in Djibouti (lanation, 2010)

argues that they are to reduces cost, increase speed, facilitate transaction

and transparency.

The third key term is CSF. According to various research papers (Gil-García &

Pardo, 2005; Heeks, 2003; Helbig et al 2008) argue and group it all CSFs as

organisational, political and technical. Therefore this paper will investigate and

present what are the case study’s CSFs.

Figure 3.1: Theoretical framework.


35

Finally the fourth key term addresses the choice of resources. Hence a review

of the appropriate resources strategy for this case study according to its size,

needs and capabilities. The researcher argues resources as an important

factor to be included in the framework.

3.2 Research methodology

Choosing the appropriate research methodology and its empirical enquiries is

one of the most important milestones in this dissertation as there are many

information management research methods. This research investigates the

deployment of e-government therefore the dissertation’s method will be based

on an explorative inductive process. From the research literature a framework

of four key terms was proposed. Because of the limited literature that exists in

the e-government field, the aim in investigating a strategic framework is based

on answering the question of “how”. Likewise it is to seek more knowledge in

this area in which academic research is beginning to pay more attention.

The research will be based on a qualitative methodology (case interview ) ,

questionnaire and observation. The case interview can give us understanding

of the participant opinion relevant to our case study.

A qualitative methodology is most common in IS research (Orlikowski and

Baroudi, 1991). It will give us as well an in-depth understanding of the

participant perception, motivation in their natural environment vis-à-vis e-

government.

There were several reasons of choosing this method such as:

Interpretative research attempts to understand the phenomenon such as the

dissertation topic through the eyes of those that are affected by it. Therefore

the interpretive approach would allow the researcher to tackle empirically the

elements identified in the literature review.


36

The natural environment of the topic is the government which on its own is a

complex social structure. It is therefore natural to take the course of an

interpretive approach.

E-government is a topic with many elements some of which have been

discussed in the previous chapter and subsequently proposed in figure 3.1

such as its barriers, its CSFs and its drivers. The researcher believes the

deployment of e-government is a complex organisation process which in turn

affect and is affected by its context over a period of time.

In the light of the above points, the research believes a qualitative method is

the most appropriate research methodology.

The nature of the research chosen which is a case study’s demands answers

to question on “why? “ e-government deployment and how to address it with a

deployment strategy on this research case. Plus a case study analyses the

topic in its natural environment, data is obtained by observation, literature

analysis and interviews.

According to (Yin, 1994) a case study refers to an in-depth approach with

multiple sources of evidence applied to a real life study.

A case study will allow the researcher to analyse e-government deployment

relationships and processes which are not possible with a quantitative

approach.

The limitations on choosing a case study are numerous. Some of these

limitations are, according to (Yin, 1981) individual variables, location causality

and the very nature of generalisation of the case study.

The reason that pushed the researcher to choose a case study was again,

limited knowledge in e-government field(Yin, 1981) inadequate extent of

theory in a complex and largely unexplored phenomenon (Gonzales et al,

2006 and martinsons, 2001).


37

3.3 Data collection

Two method of data collection have been used in this research the main one

was the semi structured interview from key participants in the case study

country and the second one (group focus) was to validate the proposed

strategic framework.

The main data was collected in the semi-structure interview face of the

project. It can be divided as, phase one which was the actual interview and

phase two which was following up the results.

3.3.1 Interviews

The interview is one of the important methods of generating information in a

qualitative research method (Orlikowski and Baroudi, 1991). It is argued that

an interviews is one of the most important method for generating good results

in a case study like this research. However interviews are prone to many short

comings such as researcher bias, participant’s honesty and objectivity and

also environmental restrictions.

The researcher used the interview method for the purpose of gathering

primary data from participants own practises, experiences and knowledge

regarding e-government deployment in the case study country and also to

gather information about government deployment past and present behaviour

addressing the deployment.

The researcher had a list of questions depending whether the participants

were part of the e-government team or an independent or department’s ICT

experts. This set of questions was what some literature calls an “interview

guide “covering in a broad sense all the key terms specified in the literature

review.

The Interviews have been conducted with the e-government team and with

specific local experts in ICT in the case study‘s country. The exercises

objectives were to gather knowledge and understanding in the key terms


38

specified within the literature review in relation to Djibouti e-government

strategy deployment.

As pointed out by (yin, 1994) that the interview method in the qualitative

research will reach a point of saturation within eight participants in which after

that the interview will add nothing more of significance to the research.

3.3.2 Data Analysis

The process of examining, categorising, cleaning and transforming data in

order to come up meaningful information is called data analysis. The case

data analysis was mainly based on the literature review and the key elements

proposed in chapter 2.

The generalisation based solely on a case study has its limitation in the

scientific domain, however Yin (1994) believes that it has value as the

researcher aim could expand from case study research to a more

generalisation theory.

The data analysis will be undertaken as proposed by Denscombe (2007) and

(YIN, 1994) ; the separation of the idea into several components parts. The

researcher will identify first what this component parts are and then link them

for further analysis which the objective are yield information to create a

suitable strategic framework.

To increase the validity and reliability, the research will follow the same

method as advocated by (YIN, 1994) when preparing the semi-interview

questionnaire, data collection and analysis.

The research relied on theoretical grounding which leads to focus on certain

data and ignore on others. Once the general strategic has been taken then

the focus moved to the analytic techniques.

The initial framework that guided the literature review in chapter 2 helped

greatly in the subsequent chapters of data collection and analysis.

Denscombe (2007) four principles of analysis of data; explanation of data;

avoidance of preconceptions and referencing has been followed at the data

analysis face.


39

3.3.3 Focus group

This data collection method was used solely for validation purpose and it has

been used when the main data collection of the research was completed

which was regarding generating for the case country a suitable e-government

deployment strategy.

Once the framework has been developed by the researcher then it is taken to

two different focus groups to critically analyse and appraise.

A focus group is a one of the qualitative research method that bring together a

group of people for the sole purpose of discussing regarding their perception,

beliefs and opinion regarding a research topic.

The focus group is moderated by the researcher and which details notes are

taken. The questions are designed in order to yield in-depth response from

the group and to avoid simple yes and no answers. The advantage of using

such techniques is first, it is a method that create a large amount of

information regarding the specified topic and within a short period and

secondly it is an effective method that generate a broad range of views on a

specific research topic.

(Krueger; 1994) pointed out that a focus group method could consists of four

phases which are: Planning, question developing, piloting and analysing the

result of the session.

This method (focus group) has been used in this research to discuss about

the proposed framework. Two focus group sessions has been designed by

the research in order to gather the most information and data to critically

analyse the framework.

The first focus group was with a group of actual IT senior analysts at the

researcher workplace. The group was composed of 3 senior analysts, 1 team

leader and researcher was moderating the discussion, all the analysts and the

team leader have been working at least for 4 years on a UK e-government

contract therefore making the discussion based on a practical experiences.


40

The second focus group was at the university where the researcher study and

was with the university colleagues who are in a similar study program as the

researcher therefore have the same level of academic knowledge as the

researcher making the discussion more of an academic point of view.

This method have given different views whether it is from a practical, field

based or from an academic point of view regarding the proposed e-

government deployment framework

3.4 Ethical considerations

One of the objectives of this research is to ensure adherence to the university

ethical policy. The university ethical policy ensures that people and their

opinions who are part of this dissertation are respected. All unethical

behaviour which can be lead to deception, lying, falsification, distortion or

withholding information are thoroughly avoided.

The study involved research participants from Djibouti and were deemed to be

involved as either users or developer in the deployment project. The paper

followed the university procedure to ensure all ethical conduct have been

observed and the main point were.

Voluntary participants: the interviewees were chosen on a voluntary basis, but

the original approach by the research was relevance to the study.

Interviewees consent: All participants were explained the reason of the

exercise, various communications was conducted before the main interview.

Advance information on the questions were given beforehand to address any

concerns.

Harm avoidance: There should be no risk whether physical or psychological in

any away.

Confidentiality and anonymity: There should be no concern after participant

consent that the information given will adhere anonymity and confidentiality.


41

Institutional policy adherence: The University have a comprehensive policy on

all research/dissertation ethical. Approvals of the interview were sought in

advance of all exercises.

3.5 Summary

This section (chapter) of the research explained the research strategy and the

methodology undertaken to tackle the research objectives. The chapter start

by highlighting the key point of literature review in the previous chapter and

then introduce the theoretical framework.

It continue and describe the reason why choosing the qualitative research

method against all the other research philosophy in information system (IS).

Other strategies have been clarified vis-à-vis data collection (analysis,

interview, group focus) and how it fit on the case study has been presented.

The case study

42

CHAPTER

4

4 The case study

Picture 4.1: Industrial quarter of Djibouti (no copyright on the picture)

This chapter will introduce to the reader, the case of Djibouti and its position

on e-government deployment.

4.1 Overview of Djibouti

Djibouti is a third world country at the horn of Africa, but strategically located.

Small in size (23 000 square Km), it is bordered by Ethiopia (west) , Somalia

(south) , Eritrea(north) and separated a few kilometres of the red sea by

Yemen (east).

Two third of the population live in the capital city while the rest are either

nomads or live in other cities and villages.

The case study

43

Table 4.1: Some facts about Djibouti

Indicators

Languages Official (French and Arabic )

Local (Somali and Afar)

Population 800 000

GDP $ 1250 (2009)

Human development 148 position out 177

Poverty index 52 out 102

Internet use index 197 position out 216

E-government 157th out 170

4.2 E-government and the country

The government of Djibouti have a relatively good telephone facility in the city

and are adequate on the international standard.

IT has major international telecommunication earth station and landing point

of submarine cable relying Europe to Asia.

In December 2009 The Djibouti government have launched a project where

they will make available most services via online, although according to a UN

report on e-government published in 2008, the Republic of Djibouti is in the

157th place worldwide.

Officially, Djibouti became serious about e-government deployment in the

eyes of the public when the president chaired a meeting with his general

secretary and other project leader in December 2009 (lanation.dj).

An important milestone was agreed in that meeting. Phase one of the project

should be operational in 2010 with development of a common inter-

government departmental website named (Djibouti.dj).

The first phase will include according to the project leader updating existing

data for interoperability and linking by fiber optics all department to a data

center in process of being built.

The expectation as always in developing country is as underlined by the head

of cabinet secretary “Putting data online in the country will also be a sign of

good governance and transparency” (lanation.dj).

The case study

44

However several shortcomings exist in facilitating the country at the quest of

an effective e-government deployment strategy.

One of them is Djibouti telecom (DT) being the sole telecommunication

operator in the whole country. It provides all telecommunications service such

as landlines, mobiles, internet to all customers whether citizens, business or

the government, therefore making any competition as none existent.

Not only Djibouti telecom (DT) have the market on a monopoly, but it also still

act as the country regulator.

Another shortcoming is, the development of the information society and

accessibility of ICT is still low and most government process are still

predominantly paper based with the exception of some department such as

(ports, airports and Customs).

At the regulation front, Djibouti which is part of the COMESA market has

rejected COMESA ICT regulatory and policy harmonisation program and

according to Claes Rosvall who is COMESA ICT program manager "The

program is going smoothly for all other countries in the region with national

working groups already set up except Djibouti, which is still refusing to be part

of the program because of its monopoly policies in the telecom sector".

The policy harmonisation was to standardize IT laws and regulation in the

member countries of COMESA

4.3 Djibouti ICT Infrastructure

As it stand at the moment, the state of Djibouti’s ICT on a holistic view is

fractionated. Little attention has been previously been paid on any strategy.

According to the latest United Nation e-government survey (UN, 2010), Africa

seems to be far behind on all other regions on its e-government development

index. Unsurprisingly Europe received the highest score. Data collected from

the report and further analysis shows not only the serious divide between

developing world and those at other hand developed (ie Europe) but the

extend Africa is lacking behind on e-readiness

The case study

45

Source: Data derived from UN Public Administration Network

Table: 4.3 Regional e-government development index.

The above figure shows, that Africa fall below on the world average. However

the report highlighted there were some recent improvements which need to be

taken in account. Despite the discouraging index figure, it has been noted that

it does not mean no improvement has been made. Comparing to previous

years ie 2005 the average of Africa was according to UNPAN 0.2642 while

this year it has cumulated to 0.4193. Therefore the relativity of Africa result

against other region is not good, but considering Africa on its own, the growth

is an upward trend.

Comparing our case study against other Africa states, the result is not

encouraging. Djibouti has scored this year a development index of 0.2059

decreasing from 0.2279 two years ago (2008).

The case study

46

While Africa development index trend was going upward, the case study

country trend shows a negative growth.

Africa countries in general and particularly Djibouti face a numerous

challenges and barriers to adopt a suitable infrastructure required for a

prosperous e-government development. It is difficult for Djibouti to harness

the full potentiality of ICT and yield the benefit it provide for its e-government

deployment.

The contrast between the actual index result and the potentiality of Djibouti in

ICT is paradoxical, considering the following.

Djibouti telecom (The only telecommunication provider) has joined 15 other

companies to building the $ 700 million Europe India Gateway (EIG) cable

and be the first direct cable link between UK and India. The cable will be

operational according to plan summer 2010. With a planned capacity of 3.84

tbps, It will not only bring speed to Djibouti doorstep but also diversity for

competitive pricing (iTWire; 2008)

At Africa level Djibouti telecom is part of another 29 Africa telcos to link the

city Mtunzini in South Africa to Port Sudan in Sudan with the Eastern Africa

Submarine Cable System (EASSy). The project cost $235 million and

connects more than 250 million customers. On the land the fiber optic linking,

EASSY cable landing in Djibouti to the country of Ethiopia has been

completed as of this dissertation date (Eassy.org; 2010)

The planned fiber optic installation in the capital city will allow the introduction

of fast ADSL to the wider public. Following the establishment of a national

committee for ICT policy development, Djibouti introduced a law in 2003 to

regulate ICT.

In 2004 another law was approved with three basic principles. First upholding

the basic right and equality of universal access on all ICTS, secondly the

guarantee all telecommunication continuity once provisioned and lastly

require meeting the basic citizen access needs.

The case study

47

Djibouti telecom, created by the state government in September 1999 with

merging the Office of post and telecommunication (OPT) with its international

counterpart (STID) The International Telecommunications Society of Djibouti.

Djibouti telecom has the absolute monopoly on all state communication.

Djibouti telecom published objectives are:

Upgrading the national network to reach the whole country

Creating an incentive pricing policy and affordable to all section of the society

Guarantee of quality assurance. Training and promoting research in ICT

implementations.

Chart 4.3: derived from (Djibouti telecom www.adjib.dj )

Although Djibouti telecom have reduced several times its internet tariff the

uptake for ADSL is still low to only 1475 users nationwide. As the above chart

demonstrate internet take off in Djibouti is extremely low compared to mobile

which nearly doubled in one year.

4.4 Planned E-government infrastructure

http://www.adjib.dj/

The case study

48

Information and communication technology as a whole is recently playing a

major role in the economy of many nation around the world and especially in

Africa hence the government of Djibouti is taking part of many initiatives.

While some are nationally initiated other are being pushed by organisation

that Djibouti is part of it.

An example would be NEPAD ICT infrastructure programme which on of it is

developing and installing the EASSy optic fiber ring around Africa and which

Djibouti is one the landing point.

According to the official and only newspaper ( lanation.dj), the initial objective

of e-government deployment is to automate and interconnect all governmental

departments and public sectors. The first phase presented to the president by

local experts and the government general secretary is to develop a common

portal named Djibouti.dj. This common portal and subsequent interconnection

of all public and private will be operational by the last quarter of 2010.

The aim of this deployment is to fill as well the condition of wider public

benefit, whereby services will reach more easily those in need in remote area.

The general secretary highlighted the daunting challenge of successfully

deploying such ambitious target.

Apart the common web portal, putting governmental data online to the public

and private is also a sign of good governance and transparency according to

the secretary and one of the primary approval reason by the president was “

To allow the country to be in tune with modernity”.

The interconnection between the various government departments will be by

fiber optics links and the establishment of the first data center will hold all

governmental servers and data.

According to the project manager all data will be refreshed and update for e-

government readiness.

4.5 Summary

The case study

49

It is very clear from this chapter the ICT challenges ahead for this small

country and specially in deploying a complex enterprise system as the e-

government. Several handicaps exist on the ground, such as the low density

of telephone line coupled with limited access to the internet by the wider

public. The government has tried to address these issues by implementing

policies such as universal access and policies promoting poverty reduction.

Other initiatives are those of improving the limited infrastructure in place.

However those initiatives are not enough as some existing barrier still exist

and are imbedded in the government culture.

One of it which the intention might be good but the complacency

consequences is great, is the monopoly of Djibouti telecom in term of all ICT

infrastructures.

A small country classed as a middle-income within Africans countries, the

level of infrastructure is very poor and rather bellows the Africans average.

Research findings & results

CHAPTER

5

5 RESEARCH FINDINGS & RESULTS

5.1 Introduction

This chapter will try to clarify and analyses the case study findings regarding

the e-government deployment in Djibouti. The chapter aims is to identify the

main key research questions that might affect the deployment in the country in

order to understand and propose a suitable strategic framework. The case

study was conducted on an interpretive method based on the semi structured

interview held with some experts and a national e-government deployment

team member. In addition to the semi structured interview the analysis was

supplemented by the initial literature review and the case study (chapter 2 and

4). The previous chapters on first reviewing major literature, presenting the

case of the country and selecting a suitable methodology was really helpful in

collecting primary data in this chapter, structuring the findings and limiting the

possibility of data overflow. This section of the research will highlight the main

findings and will address the research questions regarding the deployment of

e-government in Djibouti. First, the barriers factors that could derail the

country deployment are presented, followed by the key factors that could be

called “drivers” which have pushed this government to deploy e-government

are presented and finally the elements that could critically contribute to its

success.

As formulated in chapter 2 summary some of the elements identified as

barriers do appear as drivers in different formats. Therefore this chapter will

look at an even wider holistic view in term of factors. The elements which

were identified in the literatures review when applied to the case presentation

in chapter 4 will be grouped into four different principles factors which are:

Organisation factors; Environmental factors; Resources factors and Technical

factors. It will also introduce the type of process for the e-government

deployment.


The following sections will highlight the main findings from the participant’s

interview and will try to answer some of the research questions and will

prepare the ground for the deployment framework proposal in the following

chapter (chapter 6).

5.2 Organisational factors

Organisation in term of this study refers to the government as it is some sort

of a big organisation.

It became apparent in this research that government support on any e-

government deployment is a paramount as any e-government strategy is by

the government for the government (by proxy then to citizens and

businesses). E-government projects are always a national project and it is not

an exemption when the president of Djibouti has a meeting in December 2009

with the e-government team to formulate a plan and set a timetable which

included the creation of an fiber-optic network connecting a datacenter to all

departments (lanation.dj).

This highlight the importance of the government highest office support is

necessary to deploy a successful e-government project as one of the

interview said:

Organisational factors

Change

manage

ment

E-readiness National

strategy Political

Project

management


“It has been decided from the highest office of the land that connecting all

departments by means of technology in order to attain an e-government

system.”

There are some none technical organisational issues in the case study that

have been raised during the interview and needed to be addressed.

During a couple of interviews, one of the themes raised several times where

the lack of progress in some the government departments and where no

initiative have been taken. There are also no coordination between the e-

government project team and with some departments. One of the interviewee

commented as follow:

“We have heard on the radio/tv and in the newspaper about the e-government

strategy but we have yet to see a single action within this department or from

the e-government team. Maybe we will hear from it very soon”

The national objective is to develop an information society in the long run and

one of the criteria of achieving this is by means of organisation alignment.

Organisation alignment can sometimes be overlooked by the experts but it is

really important factor in this mega project.

Organisation alignment is the means of or act of aligning a desired

organisation (government) strategy to its actual culture. The study findings

presented that it is seems that some of the departments are unaware of the e-

government progress in the country or even worse within their departments.

The lack of the overall government alignment could be summarised as

pointed out by one of the interviewees.

“ In my opinion, I have yet to see a clear and concise strategy within our

department how and when we will achieve some sort of a fully connected

departments. It is not clear to myself who is coordinating in our department

and who is the overall country e-government coordinator. A lack of clear


coordination could increase the likelihood of this e-government deployment to

fail”

Many participants pointed out that the coordination between governments

department is patchy and the findings point the need of better organisation

alignment.

A point made by one the interviewee pointed out a serious lack of authority

demarcation.

“I don’t think there is a clear chain of command between the e-government

team vis-à-vis government departments, for example if minister x do not

have the expertise, resources or willingness what/who is going to enforce it?”

This is another organisation issue that need to be addressed within the

government of Djibouti. It clearly shows an organisational weakness. There

should be a clear chain of commands between various government

departments and the e-government project. In fact once the chain of

command is clarified then accountability will be much clearer.

One important concept that needs to be highlighted which this study has pre-

empted as out of scope is the strategy of change management. Several

interviewees raised the issue of how important is change management in the

deployment project and once of the corner stones of a successful e-

government deployment. Therefore without further expanding on how to

address this concept, it is still an organisational strategy from the holistic view

of approach.

Lastly organisational culture or the case study government culture did not

come out strongly in this study at the front of accountability and project

management.

It has become clear on analysing several interviewees point of view:

One consultant said:


“In my opinion the main issue, I could point out that could be a failure factor is

how the government think that it is solely as technological revolution without

paying attention in addressing the bureaucratic culture and the lack of

customer service in most of the departments”

Another expert said:

“ I don’t think there was a strong project management behind the e-

government report when the team said that the first phase of this project

should be operational in 2010 with the networking of different departments,

public and private institutions under the canvas with an email address with a

digital door, "djibouti.dj" “

“ I do not know so far if I am not missing anything, how it is achievable”

In general, these intervention point that maybe some important factors such

as Business process re-engineering (BPR), e-government readiness and

project management have not been adequately and comprehensively thought

through.


5.3 Environmental factors

Digital divide is the gap between those people in a country that have direct

access to the internet and those have no access or very limited access. As

presented in chapter 4; less than 1% of the population have ADSL internet at

home. The absolute majority do not have access to the internet directly and

have to rely either by using in internet shops or at the work (for the few who

are connected).

Djibouti is one those countries where the digital divide is huge that even most

the citizen are not computer literate yet. One of the participants said:

“A large proportion of the population do not have access to the internet at

home; even I got access either at office or at the local cybercafé. Therefore I

am not sure how the e-government deployment is going to affect the citizen

directly”

It can be seen from this intervention that the digital divide is a big reality on

the ground as even some of the staff do not have access to the internet at

home.

Environmental factors

Digital

divide Legislations Policies


Legislation is a paramount in any e-government deployment or project to deal

the right and responsibility regarding all ICT communications. It has to be

developed and published before any attempt of a deployment. Legislation

could be any laws or act covering computer crimes, identification, security etc.

It must be a nationwide awareness program that includes businesses and

citizen.

“ I am not sure if the existing laws have been revised to accommodate ICT,

but surely have not hear any new resolution or act passed by the chamber of

deputy regarding ICT and e-government”

As said by one of the experts and added the following as well

“The government will have to address all the international and national

legislations concerning ICT. Public and businesses need to know where they

stand”

All participants have mentioned in some form or another that the privacy of

personal data is very important factor. It is so important to both citizen and

businesses as mentioned by participants.

“One of the turning point that will facilitate e-government acceptance will be

once an electronic signature or finger print on document are introduced and

its security is guaranteed by the government”

“I believe citizen and businesses (personal and security sensitive) data are

guaranteed by the government, then they will be no fear from sharing

information”

So far; Djibouti government have not passed any act addressing all the

required legislations for the e-government deployment and if it did the public

or the businesses are not aware of it.


Policy development is different to legislation as policy is the strategy the

government will be taking to assure a successful deployment.

Policy making decision is embedded into the e-government project team.

Although e-government as whole is a good tool that will provides information

flow back opportunities to policy makers in order to make good policy (UN

2008). The initial policy to be undertaken by the e-government team need to

address the promotion of Open Source Software and interoperability

questions.

One participants explained

“ The country is poor and this project is a mega project which cost. As other

countries are promoting OSS, then it is a good time for us to take that road.

We do not want to be stuck to proprietary software”

He continued

“It has been proven that OSS is much stable, effective and interoperable and

apart the consultancy, it is free to amend”

It is a good time to embrace the Free Open Software System (FOSS)

philosophy in deploying an effective e-government.


5.4 Resource factors

There is no doubt that undertaking e-government project entails a high price

tag and some of those cost are not easily verifiable because some are

tangible and visible cost while others intangible and hidden.

A very high level of organisation re-engineering might be required as some of

the job specification will be redundant and fill the implemented enterprise

system.

Financial cost is one of the resource factors that initially are barriers to most

government going down the road an e-government. However at the stage of

deployment the decision has been made and project cost have already been

assessed and allocated. The only factor that needs to be taken account is the

financial and organisational consequence if the deployment fail as one of the

expert pointed out

“The exact budget of the e-government deployment project is unknown to us,

however what we seems to agree among us is that if the project fail then

financial consequence will undermine the fragile economy”

As previously mentioned there is a big digital divide and the product of this

digital divide is the lack of ICT skilled staff in the country.

Resource factors

Financial Human IT


The e-government initiative strategy should be in accordance with the country

long term strategy and has to be implemented with this vision in mind and this

vision should ensure that the resource commitment is addressed properly.

Training employee and raising the country ICT awareness are some of the big

tasks waiting in those countries where the digital divide is acute. One

participant said the following:

“E-government requires an ICT astute society, ICT driven businesses and

then naturally government would have easier task of implementing e-

government. However this is a top-down approach project as most of the

population do not know anything about computers and the majority of

businesses are not computer friendly”

One expert said also

“The government should immediately strategise its deployment and without

delay. First the level of government ICT knowledge should be raised with

various awareness and training programs and secondly an ICT friendly

environment should be created in the country”

One of the interviewee said

“The only way the government will be able to step up citizen and businesses

ICT awareness is to lower considerably the all ICT taxes. Computers will be

more affordable then this will lead more people interested in raising their

computer skills “

These excerpts are clearly in conjunctions with the multifaceted human

resources factors in the e-government deployment.

As proposed in chapter 2 (literature review), there is some true to the above

citations as all empirical studies came to conclusion that the wrong human

resource strategy will always undermine a successful e-government

deployment.


IT infrastructure is a major environment factor that is needed to be right from

the beginning. Djibouti backbone infrastructure is extremely favourable for all

internet gateways as there are a couple of high speed undersea optic fiber

network that use Djibouti as a base stations. E-government IT infrastructure is

limited within the country therefore whether the internal infrastructure are

adequate or not will increase the level of complexity.

The country is addressing these issues as published articles (lantion.dj) said

that a data center should be finished within this year and work of connecting

by means of optic fiber between all government department are being

undertaken.

The following citation are from an expert which all other participants concurred

in some form or another.

“It has to be noted that the government is addressing all infrastructure issues

as it has declared that a datacenter will be build and all departments will be

linked by optic fibers. Once this infrastructure base are completed then it can

be concluded that a good standard of infrastructure resource are in place”

Practically every participants have mentioned the article published in

(lanation.dj) whereby the government declared the above work.


5.5 Technical factors

This section aims to discuss and analyse the study findings regarding the

technical factors that have been identified by the participants either as drivers,

barriers or as a critical success factor. As soon as the word of e-government

is mentioned, all the collations of technical factors comes to mind and many

participants whether they were managers, expert or part of the e-government

project team have cited on several passages.

The deployment of e-government in the country will lead to major

improvements in term of citizen’s services. The e-government deployment will

require a substantial ICT infrastructure covering geographically the whole

country and providing accessible services to public and businesses. The

following quote is from an interviewee.

“ The country infrastructure would require a major development and this

seems to be addressed as the project team published that all departments will

be inter-connected by fiber optic and data center to house all government

data will be built”

Another participant added

Technical factors

Infrastructures Tools Securities


“ There are several barriers to developing a comprehensive infrastructure

across the country such as lack of funding beyond the capital city, lack of

motivation and scarcely populated countryside”

All ICT infrastructures development are undertaken by Djibouti telecom which

hold the absolute monopoly.

Djibouti telecom monopoly has been seen as a double edge question as all

interviewees mentioned the possibility of being a curse or a blessing

according ot its strategy.

“Djibouti telcom has all the resources (manpower and financial) to undertake

the infrastructure challenge because of its telecommunication monopoly but

past experience point that it hardly meet citizen and business expectation”

according to one expert. Another one said

“ I believe the e-government infrastructure development should be offered

through a tendering process in which cost, quality and timescale should be

the base of winning.”

And continued

“Sometimes monopoly leads to complacency which then lead to under

performance. Djibouti telecom could be the right option to develop the

required infrastructure however my confidence on them meeting the challenge

is very low”

In accordance to all these participants, the research concur that the

government should not give the infrastructure development to Djibouti telecom

on a silver plate without any accountability on the timescale, cost and quality

and if need be offered via tendering process. Monopoly might be a good idea

in consolidating resource in a small country however the pitfalls in

complacencies are enormous and seems to be prevalent in the country.


Tools and enterprise applications used in e-government are going through

intensive development around world. These tools are being developed by

privates, public and in the case of OSS by NGOs. These tools are classified

as either proprietary or Open Source Software (OSS). As the concept of e-

government is new, many of those tools largely used in governments were

developed originally for commercial use by large organisations. Some of

those tools developed for large organisation which are now prevalent in e-

government are Enterprise Resource Management (ERP); Content

Management Systems (CMS) and Customer Relation Systems (CRM). These

tools are a sample, as the process of addressing a government needs is too

big to list.

Most government choose to contract to consultancy groups instead of

developing in-house those solution tools.

As pointed out by one of the interviewees:

“In opinion there are no medium or large consultancy groups in the country

and of those of small size do not have sufficient manpower and experiences.

The e-government team should open all e-government tools procurement to

open and publicised tendering process”

It is therefore necessary when the e-government team are procuring products

and services for the project, it should undertake and evaluate the cost-benefit

analysis and as well make sure that the winning parties have a track of record

in deploying it.

Another participant point as well:

“The trend of Europeans and some Africa countries who experienced good e-

government deployment are in migrating from proprietary software to FOSS.

As Djibouti is only in its infancy from upgrading from paper work to electronic

then it is the best time to leap into FOSS”

An example could be, the simple migration from Microsoft office to OpenOffice

could save money on licensing and cost of upgrading.


Although initially training on the new office application will be required.

Major government worldwide including the UK are no doubt promoting the

wide use of OSS within the government to decrease ICT cost (Simon, 2005)

and therefore it is in Djibouti interest to follow best practices.

Security is one of the most if not the most important theme that has come up

in those interviews. The main trust issue in e-government is the security in

place and most citizen wary about information provided over the network.

Designing, procuring and deploying an e-government solution imply

addressing the security concerns as most government information are usually

confidential.

According to (Fulford & Doherty; 2003) It is important that adept security and

control procedures are deployed to guaranty all data and information within

the government information system maintain its integrity, availability,

consistencies and confidentiality.

The interview findings emphasised that security is an important factor in the e-

government deployment. One expert commented:

“Once the public and companies are satisfied that the system is secure

enough and the government are adept in addressing any issue that might

arise then one of the major barrier has fallen and suddenly will turn as a

driver”

The government and especially the e-government team seems to be aware

the importance of security within any government system. At the highest level

within the government one its member have recently highlighted how

important security in their policies.

The Managing director of the post and telecommunication has said in

(lanation.dj) the following:

"Cybercrimes knows no frontiers and threatens us all. To combat it effectively,

we must all unite, and without delay. Indeed, cyber criminals are not


interested in laws, but they are extremely interested in technological advances

and we simply cannot accept that our methods of prevention and repression

have always one step behind"

There is no doubt that security is an important element in the e-government

deployment as highlighted both by the government, experts and businesses.

The development of a security infrastructure will indeed help the e-

government team to deploy more of online services and will facilitate realising

more service to the public and business. It is very important that security

infrastructure and policies are a continuous development process because the

challenges and potential breach are continuously changing. This need is

confirmed by the study and e-government deployment team require

incorporating into their framework.

5.6 E-government lifecycle

This section will highlight a concept that most interviewees have not directly

identified however after analysing became an important aspect of e-

government deployment.

Especially when one participant talked about the cultural and organisation

behaviour as a barrier said as follow:

“What I would like to mention and highlight is organisation behaviour of

implementing a project and then washing its hands from it without any

continuous improvement or revision”

Once prompted and asked what could be a good process lifecycle in their

opinion for the deployment the participant follow up with:

“A project that is constantly maintained, improved and deployed should be the

base of any lifecycle”


The study agree and is in conjunction with various important literature in e-

government. According to US Department of the interior (DOI)(2003)

“Increased communications with customers, partners, employees, and

volunteers to maintain focus on continuous improvement of E-Government

capabilities and service delivery” It highlight the needs of a continuous

improvement lifecycle in order to meet e-government requirement.

It is said by one participant:

“It is also very important for e-government implementers to understand the

needs and importance of continuous improvement and continuous system

maintenances” when addressing security concern as a barrier.

It is also argued by (lea; 2003) that an e-government project is continuous

lifecycle process whereby one has to initiate; plan; implement; operate and

monitor.

In summary the research study can come to conclusion in term of the e-

government life-cycle as a continuous improvement as pointed out by relevant

literature and participants alike. It is imperative that the project team take in

account and that implementing e-government is not the end but a new

beginning.

5.7 Chapter summary

This chapter presented the research finding and results of those interviewees.

It has identified in a holistic view the elements that will constitute the proposal

in chapter 6.

These elements have been derived from the barriers, drivers, CSF and

resources identified in the literature reviews and the case study. The problem

identified was when some barriers were addressed, it changed to drivers as


they no longer obstacles. It therefore in this chapter that these elements have

been then presented in a holistic which are grouped in principles. The

principles identified were resource strategy, organisational strategy, technical

strategy and environmental strategy. The case studies as well pointed out the

need of a continuous improvement to be at the heart of all e-government

deployment processes.

Based on the empirical studies together with the analyse of case study

participant the chapter prepared the ground to propose in chapter 6 a

strategic framework in the e-government deployment.

Deployment framework

CHAPTER

6

6 Deployment framework

6.1 Introduction

The deployment of e-government has been decided from the highest office of

the country as per presidency decree (n°2006-0106/PRE) and therefore will

be a national project. Any proposition of a framework will be on a holistic

approach in order to cover all government departments. The very nature of e-

government deployment which the objective is to modernise and reinvent how

government services are delivered is very complex.

This chapter not only summarise the outcomes of this research literature

review (chapter 2) but also take account of the research finding and results of

chapter 5.

The various e-government elements identified on chapter 2 which were

contributing positively or negatively according to the environment, coupled

with the critical success factor identify in the same chapter are refined in

elements of principles with the research finding and results of chapter 5 to

propose a deployment framework. This framework would not only be useful to

the case study country but any third world country trying to deploy e-

government for the first time.

This chapter will follow up the researcher results and findings from the

previous chapters and will formally introduce a comprehensive deployment

framework which will be beneficial to the case country. The following sections

in this chapter will be as follow, first four major components in the overall

deployment framework will be presented based on previous research and the

empirical practices of major consultancies and then each element of the four

components within the framework are defined and explained. Their meanings

and how it will fit unto the case study will be proposed.


6.2 E-government deployment framework

E-government is a difficult topic in the academia and in practice and it is mired

with various factors and obstacles. It is therefore not surprising that many fails

and still many gaps exist to address e-government as whole. However a good

and relevant framework is one of those gaps identified and constructed along

the previous chapters in this research. The purpose of the developing and

recommending this framework has different facets. Firstly there are no

published and accessible research concerning Djibouti deployment framework

and this research will tackle such shortage for the case country. Secondly it

intends to close a cap in research to aid an understanding the nature of an e-

government deployment in third world country especially for those countries

similar to the case study. Finally to open a future research window as

explained in chapter 7.

The reference model of the overall deployment strategy is presented as

Figure 6.1 to and explains all components of the framework according to the

case study recommendations. The first layer represents the vision as every

organisation whether small or big as a government will need to have vision to

enforce the reason of deploying e-government in the first place. The second

layer is the e-government deployment principles. It is the guiding principles

which have been identified in the previous chapters. The third layer is the

processes which were identified in chapter 5 whereby it is imperative that the

framework to have a life-cycle processes and finally the fourth layer is the

practices which are based on the researcher empirical knowledge based of

four years working in one of the largest e-government deployment to complete

the strategic framework.


Figure 6:1 Deployment framework:


6.3 Vision

Most countries e-government deployment summarise their goals, aspiration or

objectives in a mission statement or a vision.

Examples could be the national Audit Office (NAO) publishing a white paper in

2002 entitle (Better pubic services through e-government) where it state that

many other countries such Holland and Australia have a mission statement or

a defined vision which could be all summarised as “ E-government

deployment to deliver in terms of improved services and more efficient

administration”.

A the other side the Atlantic according to White House (2003) paper published

and untitled “e-Government Strategy” the president defined a vision to reform

government operation towards its citizens and business where the guided

principles where 1st “Citizen-centered, not bureaucracy-centered” 2nd

“Results-oriented” and 3rd “Market-based”.

Following such best practices from well advance countries in term of

technology and e-government deployment the proposed framework will have

a vision which could summarise what a mission statement should be in our

case study (Djibouti).

Vision: “To deliver the best for acquisition, management, configuration and

release in support of Djibouti strategic e-government deployment”

The proposed vision is a long term view and should not be viewed as short

term or medium term to define its objectives.


6.4 Principles

The e-government deployment has four e-gov management principles

supported by a set of high level ICT principles. These are core to the e-

government deployment framework and are intended to govern Djibouti E-

gov deployment or any other developing countries in the same environment.

6.4.1 Principles one (resources strategy)

The e-government deployment should recognise that good quality deployment

is not only an operational success but that the whole process must be treated

as a strategic department-wide resource. It must be managed responsibly to

enable support for dynamic, evidence led decisions both at the government

leaders’ level and at e-government team level to conduct relationship with its

customers (citizens and businesses) and all government departments.

The main practices to be employed to support the resources strategy are:

The e-government deployment, supported by the data and security strategies

will provide appropriate accessible governance frameworks which will support

all departments’ strategic objectives. It will allow all information within the

department to have an identifiable owner.

Principles


E-government should work with its IT providers and develop a sustainable

information, skills, ICT infrastructure and services to support the e-

government strategy objectives.

Strategic ICT management requirements will be identified as part of strategic

and project planning. It should be embedded into all government departments.

E-government deployment will promote the provision of an ongoing

development programme to encourage knowledge and information sharing, to

educate regarding government information and system responsibilities. It

should enable all staff to create, access, manage and disseminate

information assets.

6.4.2 Principles two (Organisation strategy)

Government assets that support the core activities of all departments should

be maintained by system and governmental processes that are centrally

managed, such as data warehouses, frameworks, metadata repositories

(which is a good practice in the framework) and a cross departments

document and records management systems.

Information and systems created within the e-government deployment project

should be made available from a single identifiable and accurate core source.

Therefore the core source of any item of information must be identifiable and

accessible and such all derived information must be identified from the

source. All government departments should have an identified owner and a

guardian. The ownership and the wider role of the data guardian should set

according to an information security strategy.

Government information/data or systems should be managed according to

agreed retention, archiving and disposal strategy. Therefore essential

information or data must be retained and disposed in accordance the

government standards. Information/data or systems that are retained should

be recoverable in case of a loss and the recovery should be consistent with


service level agreement set before hand by the e-government deployment

strategy.

Some of practices that could be employed to support this principle are:

Government data and information systems should be managed according to

defined standards, data integrity and support.

Enterprise governmental ICT systems and data storage facilities should be

built on a strong and robust standard and should be documented. It should

also provide an ICT and service architecture that enables data and

management reporting.

Ownership starts at capture/creation of the data or system and only ceases at

the end of the lifecycle which on its disposal.

Derived information should identify from the core source and should be able

to navigate from it to the source.

Guardians will manage and update information according to schedules,

government rules and framework in place.

Retention, archiving and disposal strategies for all data/ information or system

should be known across the government departments and staffs should be

trained on procedure set by the strategy.

All critical e-government data which are located on desktop should be

relocated to a share location where recovery and data ownership are

centralised.

6.4.3 Principle three (technical strategy)

All government departments information should be accurate (only one

version) and maintained with integrity over time. If any information is sourced

from outside government departments then all care should be taken to ensure

its accuracy and integrity.

The accuracy of information and government data should be made obvious to

its users and such could be a clear statement about ownership, data of last

accessed/revised with a clear agreed government standards.


All departments’ information /data and systems will be managed securely and

that is all the information/data and systems that have been created or

obtained by all departments. Securing those assets does not mean only

preventing inappropriate access or loss but it means as well addressing all

concerns regarding integrity and availability.

All information/data and systems should be easily accessible and available to

all authorised users within the government and such requirement should be

addressed when designed systems and applications.


The truthfulness of information provided in the e-government deployment

should be a primary requirement in enterprise systems and government

process design. It should include agreed standards relating to loss and

alteration of critical information; access controls, audit trails and good

metadata about the information.

All government staff will have a duty to make themselves aware of the

government information/data security principles and act in accordance with

the principles.

All government data are sensitive and should be regarded as such therefore

they should be a mechanism or a strategy to control who has access to the

department’s information. These information must only be accessed by those

who have a requirement needs.

When access is required, it should be available to the user using open and

integrated system with accurate search results.

Evaluation from government staff should be part of the decision making

process for all new systems and services to address all usability and

accessibility design issues.

New systems and services should not be introduced when additional workload

for staff is created unless there are a significant government benefits or

needs.


6.4.4 Principles four (Environmental strategy)

All information and data within all government departments should be

managed in accordance with the relevant ethical and statutory requirements.

For examples: the European Data protection, privacy and freedom of

information legislation, records management policies, copyright, national and

international standards.

Africa and specially the case study country should have regulation on ICT

management to be adhered to.

Personal information within department should only be accessed, sought or

processed only because it is required and deemed appropriate for a

government department’s needs.


The government will managed its citizens and businesses information in a

consistent manner to facilitated and efficient exploitation by the all

departments.

Information and data should be stored in such a way as to allow to be

retrieved within service level agreement in response to regulation request.

All software, other licenses and contracts will be maintained in compliance to

national and international regulation and will be held centrally as government

records

Legislation information will be managed efficiently in order to be easily

accessible to all department staff to discover, dispose or archive inline with

the internal document management processes. Policies and legislation should

also have an identified custodian with a suitable metadata.

Systems , networks, policies and communications to all government

departments should be designed and deployed within the national legal and

regulatory frameworks and the guidelines of those framework should easily

available to all staffs.


6.5 Processes

All organisations including governments (which are big organisation) work

best when :

They understand how the various parts of the government system contribute

to the whole.

Describe and address the customers (citizens) needs and wants before they

become requirements.

Implement changes effectively and efficiently when required.

The e-government deployment has to work closely with other area of the

government that support this deployment. Therefore ensuring effective

collateral processes and working towards a cycle of continuous improvement

with any strategic partner in this complex deployment.

Continuous improvement processes is an on-going practice to improve the

whole enterprise system, products and services. Incremental improvement is

applied to the project over its lifecycle and based on efficiency (by identifying,

reducing and eliminating redundant process), Feedback and evolution (rather

re-inventing the wheel, incremental and continuous step is applied) (Imai,

1997).


Support and

catalogue

government

services

Identifying

Government

needs

Implementing

solutions

Day to day operation

E-deployment

Identification/creation Acquisition

Validation/cleansing

Store/Protected

Enhancement/enrichment

Exploitation/retirement


Within this broad deployment process framework services, deployment can be

viewed across a lifecycle of stages.

Identification of what data/information or system is required and where

it is.

Creation or Acquisition of that information or system.

The Validation and Cleansing of data/information or system.

Storage of the base data or system.

Ensuring that the information or system is suitably Protected.

Enhancement or Enrichment of information or system by combining

disparate data and adding supporting detail.

Exploitation through the delivery, analysis and ongoing use of the

information or system.

Identify, create/acquire.

The processes of e-government deployment identify the types of information

or system needed to support the whole government estate requirements,

vision and objectives. The set of information or systems across the

government will highlight common components, which can be used to service

and align a number of government processes and facilitate the central

management of the e-government deployment.

The information and system requirements cover the functional government

processes as well as the non-functional requirements which are needed to

cover the whole government various system and information.

The e-government deployment project has to identify and document the

common information components or system across the whole government.

Data capture rules and associated policies need to be developed by the

project team. These are the specific rules and governing policy by which data

is captured and created. These policies will define the minimum set of

business rules to insure the uniform creation/capture of data that can be

shared across government departments.

Requirements are also needed for data standards.


Data standards are the precise criteria, specifications and rules for the

definition, creation, storage and usage of data within the government. These

standards include basic rules like naming conventions, number, characters

and value ranges.

Supporting practices could be.

Information will be captured/requested to perform a given task and for the

specified purpose.

Information will be only capture/requested which the department is entitled to

use or ask for.

When data/information is being imported in bulk, where possible it should be

transformed during extract to meet the appropriate standards.

When data or information is being imported into a information asset it must be

subject to an analysis and scrutiny to determine accuracy with the results

being published.

Validate and cleanse

The enterprise system model such as the e-government target the information

needed of each departments, then logically grouping these information

entities together to show how systems are mapped across the different

government departments. It associate owners and consumers of the systems

and information. The process should be used to guide the way information or

systems are

managed across the lifecycle. It facilitate as well future standardisation or

rationalisation to ensure best use of the assets within the overall estate.

Information rationalisation in the case of e-government deployment is the

process by which disparate information across the government is rationalised

logically or physically in order to achieve efficient compliance of any existing

or future government requirements. It will help as well, potential re-use across

the government.


Store/protect

The government common data information, standards , relationships and

systems must be stored in central repositories aligned to the global enterprise

strategy.

It should be ensured that data, systems are stored in an appropriate formats

or location and with the required controls, multiple systems can feed off or

supply.

Information or system access rules should define who has access the various

function to act on as in (viewing, adding, changing, copying or deleting) and

through what channels they have access to.

Data guardians such as those of the UK best practices should be employed.

These will be used to review access requirements.

All access right should be reviewed continuously over a period of time agreed.

They should be also a continuity and controls processes that ensure

information and systems assets remains available as required by the various

government staffs. It also place a control mechanisms in place to ensure

downtime is minimised and kept to planned outages.

Enhance and Erich

Change management is the process of governing change within the

government enterprise system. It is an IT service management process. The

objective of change management is to govern the impact of change to the IT

infrastructure and to standardised with methods and procedure these changes

to efficiently manage the government systems (IBM; 2003).

Government systems and information processes changes need to be

managed to insure continued user/re-use of information not just within the

current system but also any other deployment that will follow. Supporting

practices could be.

Pilots and new project will use copies of data

Pilots and new project are performed in an area separate from the

government critical systems environment.


Exploitation and retirement.

The usage policy describes how information assets are used in line with the

government legal and legislative regulations and are in compliance with any

international compliances.

All government departments have to develop in cooperation a data ownership

process whereby it address the accountability for the creation of the data and

the enforcement of government rules.

There should be a way to account all movement of information across the

department through the information lifecycle. This strategy that deal with all

movement will make an easy reference point for identifying material that can

potentially be reused elsewhere and even any information that are duplicates

or possibly redundant.

Archive and restore is the storage of an enterprise system data and in this

case government data on a secondary storage medium for infrequent, on

demand access. Data is archived to minimise the cost of online data storage.

Data will be generally retained for regulation, legal and historical purpose and

for government analysis reason.

Data disposal is the physical removal of data from records under a set of rules

set up by the government under a governance and security strategy.


6.6 Practices

6.6.1 Governance Process and Policies

Governance is how the department will manage its data assets. Governance

will includes the rules, policies , procedures, roles and responsibilities that will

guide in a holistic way the overall management of the country information and

data assets. It supported by a national strategy that identify and specify the

framework for decision rights on data and accountabilities to promote

desirable and controllable way all use of national data.

The e-government information security strategy should sets out how the

leaders are taking forwards information security within all national department,

the vision for the future and the path that the e-government will be taking

once the deployment has been completed. A strategy blueprint should

accompany to set the road map on how the project could look in the future as

result of the implementation.


Security should be seen as having three elements:

Confidentiality: keeping customer information safe and using it when its

appropriated and required. The e-government project should have as a best

practice a legal duty to protect the confidentiality of all citizen and business

personal details.

Integrity: Maintaining the quality of data and information as they are

processed

Accessibility: Accessibility should not be undermined at expense of

confidentiality. It should be a procedure that all data and information are

available to authorised users when required.

6.6.2 Metadata Management

In layman’s terms metadata is defined as data about data or is the structured

information about data. Metadata management is about the process and

tools used to manage these metadata. In the complex e-government system

there are three type of metadata that is managed.

Business metadata

Technical metadata

Operational metadata

Metadata management is used to define, create, update, migrate and

disseminate metadata throughout the e-government enterprise system.

In an e-government model the metadata management will comprises the

process and tools to manage the structured information resource such as

words , excel or cds. The basic objective of metadata management will be to

systematise metadata and make it the e-government enterprise assets that

any departments are able to access it, use it and understand it.

As an example, a word document or a data cd. The availability of a metadata

means that the information will be more easily traced and the content to be

understood easily. As in the case of data, the presence of a metadata will

enable a shared understanding on how the data has been acquired,


processed and manipulated and therefore help it to understand more easily

the meaning of the data.

Metadata is totally different to Masterdata and should not be confused with it.

Masterdata deals with one authoritative source of a particular data.

Proposed best practices to employ in support of metadata management are:

Government common data information, standards, relationships and systems

information must be catalogued and stored in a central repositories aligned

with the metadata management strategy and its uses such as enterprise

reporting, process automation or general governance. The main objective is to

give efficient access to authorised applications, business users or ICT

personnel. Centralisation will promote consistency across processes, users

and systems.

The metadata tools will be available to all users within the government so that

a single common understanding of any data or information is shared and used

by all departments.

The metadata repository will be supported by dedicated team of

administrators and experts in the domain.

There should be a automotive alerts system to concerned department within

the enterprise if metadata change occur. This sort of automatic alerts will be

help the concerned department to proactively react and take action and

handles if changes is required.

E-government project should promote the involvement of department users

(government department staff) for all effort to collect and maintain the

metadata. No one understands better than these key staff who use the data

day in day out. Set of security policies that restrict access should be enabled

for the metadata maintenance.


6.6.3 Quality Management

Information quality is the process and the ability of information and data to

satisfy the initial government objectives. It should meet the requirement of

stated business, systems and technical requirement of the e-government

strategy.

It should include on-going and continuous initiative to improve and managed

the quality of information within the country enterprise system.

Information qualities within any enterprise system such as e-government are

measured in a number of areas.

Completeness. They should be enough information available to make a

decision. Each data element should be completed and all data elements

should be enough for decision making

Accuracy (to reality). The data match information about the reality on the

ground and across any given time.

Accuracy (to point of capture). When the data has been captured, it should

match the reality about the elements at that time.

Accuracy (summary data). All aggregated information should be accurate and

no raw data should be required to define further.

Reliable. Are contents should be trusted as the true and accurate

representation of the facts or activity. And it should stay that way if further

activities occur.

Non-duplicated records. There should not be multiple representing the same

entity.

Consistency. Contents should be the same across the enterprise system

Timeless. Information knowledge should be instantaneous when the data is

captured to when it is known.

Clarity. Information should not require any further processing in order to be

understood at first

Usability. The data representation should be clear and concise to understand

and avoid misunderstanding.


A proposed best practices to employ in support of data quality are:

There must a clear understanding within the government that quality data is a

prerequisite for any data driven initiatives such as data warehouse, system

upgrade.

Data quality should be measured against well defined metrics to determines

progress of improvement efforts such as best practices.

Business buy-in for data quality should be built by quantifying the return on

investment.

All initiative for improving data quality should be based on a clearly defined

business benefits.

Data quality should initiatives should encompass across all departments:

people, processes and technology. People (Establish a data governance at

the start of all programs to provide ownership, accountability, direction and

buy in decisions), process (streamline all data set up and maintenance

processes), Technology (implement a lean management to reduce the

introduction of errors at the point of entry. Implement data profiling and data

quality tools to help assess and monitor data health within the government

system).

Communication is critical to the success of data quality initiative. As raising

awareness and promoting the value and benefits of such initiative will help the

adoption of a culture where data is seen as a government assets.

All development of government applications and databases should adhere to

the centralised e-government management policies.

6.6.4 Audit and Controls

Information security is the processes and technologies used to protect all

information and data held within the e-government enterprise system from

unauthorised viewing , access, modification, deletion or loss whether the

intend is accidental, intentional or criminal. The information security should be


aligned with the e-government deployment security framework which includes

physical, network and technology security.

Audit and controls apply to all activities whether its internal within government

departments or external. Legal requirement in place in each country, dictate

that each governmental department is responsible to put in place a system

that adequately protect data for which it is responsible.

It is also responsible to keep an audit trails activities against customer (citizen

or business) records or government data. These audit trails facilities will

enable the proactive review of activities to detect fraud and identity system

misuse by member of staffs.

The use of audit trails on all government systems should be an audit and

control requirement for security accreditation.

The logging of all government staff activity on all government systems should

be required.

A standard interface for feeding audit trails data into an enterprise audit

database should be used and any commercial of the shelf applications or

packages used within any government departments should also comply with

the internal audit requirements.

Best practice is that all requirements should be considered before design or

acquisition of any project lifecycle.

All systems that are highly confidential and deemed as a high risk should

have an additional audit information. The degree of risk and the need for

additional audit information should determine at the earliest possible.

6.7 Focus group evaluation

Work colleague group

The first focus group was held at the researcher work place on the

23rd/04/2010 and was composed of a group of actual IT senior analysts at the

researcher workplace. The group was composed of 3 senior analysts, 1 team

leader and the researcher as the moderator of the discussion. All the

analysts and the team leader have been working at least for 4 years on a UK


e-government contract therefore making the discussion based on practical

experiences.

Comments made on that focus group are as table 6.1.

Topic Responses Observations

Vision Comparisons made with other

organisation visions ie nokia.

The group proposed that the

elements within the vision might need

to be revised

Vision should encompass the present

and the future

Most

recommendation

made by the team

leader; other

colleagues

agreed

Principles The concept of the guiding principle

in third world countries against 1st

world countries has been discussed

Monopoly in certain circumstances as

in smaller market size are not bad if

managed properly has been argued

The overall principle is fine

Discussion was

inclusive this time

and everyone

participated

Processes Commonly agreed that continuous

improvement should be the life-cycle

Discussion was

brief and the

group agreed

Practices The need to include more practices

has been raised such as

Change management

Configuration management

Release management

IT service center (ITSC) management

Discussion among

the group was

more lively and

group referred

most of their line

of work

The second focus group was with the researcher faculty colleague; although

the meeting was postponed several times however the only meeting that

lasted no more than 7 minutes was held on the 4th/05/2010. Because of the


lack of prior reading with any papers or those presented by the researcher in

e-government coupled with the work load of fellow student there is no data to

be shown. The meeting was brief and the group could only agree the

suitability of this framework.

6.8 Chapter summary

The intention of this dissertation was to propose a strategic framework’s

deployment in order to propose from theoretical and practical empirical

research. The case study research was to apply in reverse to all developing

countries and especially Africa countries which are at the same stage as

Djibouti. A deployment framework is a very complex process and as

previously presented it is still in its infancy in the academic world and there is

no consensus yet on how to deploy strategically an e-government system.

The comprehensive framework introduced in this chapter should be stepping

stones and a roadmap for the e-government deployment team. The intention

was also to challenge Djibouti’s deployment framework if such work exist as

various attempt by the researcher to compare it with this empirical research

has failed. This strategic framework comprise of a clear holistic structure to

map to the e-government deployment. It address not only the need of a vision

for the deployment team but also the guiding principles, an adequate stage

structure for its lifecycle and finally the practices that should be employed for

any e-government system. The empirical strategic framework’s deployment is

a comprehensive and it should accompany other strategic for e-government

such change management, release management, configuration management

and many more. It is part of a large jigsaw puzzle of the e-government.

Furthermore, the framework will be useful not only with Djibouti’s e-

government deployment team but also other similar countries. Policies maker

will be much more adept to understand, plan, develop and deploy government

services. The deployment framework is based as presented in previous

chapters of the actual case study analysis and actual e-government literatures

reviewed.


CHAPTER

7

7 EVALUATIONS, CONCLUSION AND RECOMMENDATION

7.1 Introduction

This chapter will look back at the dissertation and presents the main points

and conclusions from the empirical research and literature analysis. Chapter 6

presented the strategic framework for e-government deployment. The

dissertation attempted to fill an existing gap on e-government deployment in

Djibouti and for that reason the case study was conducted in order to address

that gap. It is also stated in the research that the objectives and the proposal

framework will assist not only the case country but any other country with

similar characteristics in terms of environmental and organisational factors.

The chapter will therefore summarises and presents the key findings as a

whole in this study and evaluate if the aims and objectives have been meet.

First it will start by evaluating the study, secondly it will present the research

outcome and the contribution to the identified research gap, thirdly the

implication and limitation of this study is presented and finally will conclude

with recommendation and concluding remarks.

7.2 Evaluations

The objective of this chapter is to put forward whether or not the aim and

objectives of this study has been meet. Table 7.1 describes the study aims

and objective outcomes.

Aims and objectives Research results

Aim: Propose a strategic framework The research has been conducted

Evaluations, conclusion and recommendation

for e-government deployment in

Djibouti

and finally proposed in chapter 6 a

comprehensive framework based on

empirical research, knowledge and

literature reviews.

Objectives:

1. Conduct a literature review on

existing researches in e-

government based on drivers,

critical success factor, barriers

and resources and create a

research methodology based

on the literature review and

then argue the suitability of this

method

Conducted literature reviews although

there were limited research in this

field.

The research methodology are

presented as well and argue for the

suitability for the case study

2. Investigate a real life case

scenario which in this case will

be the country of Djibouti

The case of Djibouti has been

presented in chapter 4. However the

availability of reports from the country

is very limited in the research world.

However the research have

successfully derived a suitable case

study from the very limited French

press available in the country

3. Present the research finding

and results then propose a

comprehensive “strategic

framework for e-government

deployment in Djibouti”

The study have successfully

conducted the research, derived

findings from it (chapter 6) and then

successful presented and argued a

strategic framework in chapter 7

4. Finally present a discussion

and a conclusion of this study

The final evaluation, conclusion and

recommendation are dealt by chapter

7


This study has initially started as proposal in which it has gone through an

assessment at the researcher faculty then was arranged as project.

As a project the research had a milestone and time frames that it had to

adhere in accordance to Appendix A. The agenda of the project was limited

by various factors. First it was limited in time with deadline to meet by the end

of May 2010. Secondly it was limited geographically as the researcher was

conducting the study in the faculty (Coventry) while the case study was based

on Djibouti (horn of Africa). Finally, the lack of previous relevant researches

based on the case study.

The Aim of the study was to propose a strategic framework for e-government

deployment in the case study. The topic is a necessity on the information and

communication technology domain because of the limited papers on this

topic.

Objective 1: The widely available literature on this topic is focused mainly on

the fundamental issues such understanding and definition of e-government.

There are some essential papers that widely deal with the reasons of e-

government failing and other that address the benefits. However the important

key terms identified and the framework in which the literature was based was

the product of analysing wide varieties of literature that are loosely connecting

within the e-government domain. The qualitative research method was hard

for the researcher to maintain objectiveness and could have been done

differently if more time was in hand

Objective 2: Chapter 4 was very demanding because first there were little

published literatures on the case study and secondly if there were any loosely

connected to the state of ICT in Djibouti then it was published in French.

Objective 3: Interviews were conducted, focus groups were held, research

data were analysed and finally a comprehensive and argued framework was


proposed. The research believe that the framework will fill the gap first of the

lack of published literature on the case study and secondly complement any

existing deployment framework for countries such as this research case

study.

Objective 4: Final evaluation, conclusion and recommendation are the

contents of this chapter 7.

7.3 Research limitations

The deployment framework presented and argued in this paper can be used

as a starting point in developing a strong framework by researchers. However,

this dissertation and the proposed deployment framework is limited

geographically (case country) and the small numbers that have been

interviewed.

First; the case country deployment face is still in progress.

Secondly; the limited samples of participants. Although participants were

either experts, managers or part of the project team.

For these reasons it is not possible to generalise authoritatively. The research

does however gives a point of view of what the context is in Djibouti while

proposing a deployment framework and highlighting some issues that could

be used academically or practically.

Another limitation is the methodology used and explained in chapter 3. The

choice of methodology was a qualitative one. While e-government

deployment is still a new domain and there are no exhaustive researches on

this field, the methodology allowed the researcher to study and understand

more deeply e-government deployment and especially on the case country.

But there are always a concern within the academia the degree of which it

could be generalised and especially when the participants are as small as this

research.


A potential option is for a further research to benchmark this deployment

framework with actual implementations in similar countries.

7.4 Recommendations for further research

E-government is as mentioned in several sections in this research, a new

field. Therefore there are many areas that could be studied or proposed for

further research. Some of areas the research recommends for further

research are:

This proposed deployment framework was based on the case country.

It is recommended for further research to validate by applied to similar

countries or benchmark it.

Could the deployment framework expanded on an even more holistic

view, by expanding the key terms of references (ie bariers, csf, drivers

etc..)

Other fields were not investigated such as change management,

configuration management, release management, continuity

management and many other fields. Those are potential research

domain in e-government.

The point of access have not been touched in this research therefore a

further research could investigate how to provide online services to a

population where the majority have no access to a computer.

These recommendations are not exhaustive and many other areas within e-

government and especially e-government deployment are open for further

research


7.5 Conclusion

There is no doubt that understanding e-government and best practices from

successful implementations will help greatly in countries taking baby step and

those going toward more of leapfrog methods. The deployment of e-

government has presented in this research is not only a complex one but also

mired by different factors and intervenient. There is no consensus among the

scholar in this field on the specific approach on deploying an e-government

system in a country. The only area, scholar agree on is that e-government is

not only about deploying technological solutions but its also none

technological re-engineering such organisation, environment and resources.

The final thoughts for deploying e-government in Djibouti are:

A. Think big, start small, scale fast

B. Creating a similar office that report directly to the head of the

government similar to the UK eGU.

C. Adopt the proposed strategic framework for e-government deployment.

D. Adopt a strategy geared to maximise the deployment of FOSS into the

government.


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Appendix A

APPENDIX A: PROJECT PLAN

Appendix B

APPENDIX B: INTERVIEW METHODOLOGY

Interview Objective

The interview’s objective is to collect the primary data from the participants.

The questions are disclosed a couple of days beforehand to participant in

order for them to familiarise with the context and content.

The interviewees were explained beforehand the purpose of the research,

and answers are filled when required by the researcher or recorded when

participants were comfortable with it.

The interview Aims

To gather information about the current government readiness in e-

government.

To identify any barriers that could hinder the deployment.

To identify drivers.

To investigate the key organisational and resources that could affect

positively or negatively to the deployment.

To investigate any reality gap between the deployment and the actual

environment

Stakeholders

E-government project team

IT managers or experts

IT consultants in Djibouti

Appendix D

Pre-preparation for the interview

1. An overview of the project is given to participants

2. Permission to record the interview has been asked if need be

3. Explanation of university research ethical procedure to participants

4. Explain that interviewee right of refusal to answer during or before the

exercise

The following letter was send to all participants

Dear Participants;

Thank you for agreeing at taking part in this research. The researcher

appreciates your participation and will be happy to provide you a copy of the

research interview and response. The interview is an important part of the

project and will serve a vital component for the project analysis.

The project outcome is to propose a suitable e-government strategy

framework.

The purpose of this project is to explore with the help of local experts and

project leaders as well independent consultant in the country, factors that

could hinder or promote Djibouti e-government's deployment. The end product

of this project will helpfully contribute to local knowledge and help expert

consider the recommendation and analysis on this paper.

Participant, please be advised that your contribution to the interview is solely

based on your voluntary. The interview question has been provided to you

beforehand.

There is no right or wrong answers and what the researcher is interested is

your opinion.

All question are strictly confidential and adhere to the university ethic policy.

Appendix D

Research under the supervision OF Dr Furrkh Aslam

Interview details:

Name:

Position:

Role:

Date of interview:

Duration:

ICT experience:

The questions will follow loosely the common kind of questions asked in a

qualitative interviews. These are:

Introducing questions; follow up questions; probing questions; specifying

questions; direct questions; structuring questions; interpreting questions and

silences.

Appendix D

Questions for the e-government team:

1. Please introduce yourself and explain your experience on Djibouti e-

government and your general experience in ICT

2. Could you please give your opinion on Djibouti e-government

deployment at this time.

3. What are the goals of Djibouti e-government.

4. In you opinion, please advise if there is any strategy taken in the

deployment and if so what is it.

5. What you think about Djibouti e-government readiness

6. What could be barriers to Djibouti e-government

7. What are the drivers in your opinion

8. How would you summarize the deployment up to date in Djibouti.

9. Could you please give us your opinion on resources (Human and

technology) available in Djibouti.

10. Please give us your opinion whether e-government deployment is

centralised or if responsibility is on each and individual department

/ministry?

Questions for the independent and departmental IT experts:

1. Please introduce yourself and explain your general IT experiences.

2. In your opinion what do you think about Djibouti e-government

deployment?

3. Can you describe the main barrier for this deployment

4. Can you describe the main drivers for this deployment

5. Can you describe if there are any preparations for this deployment in

your department or business.

6. What could be the benefit for an e-government in Djibouti?

7. Are you aware of any ICT related legislation and if so what is it?

8. What you think about the general e-readiness in the country.

9. How is it a good deployment will impact you and your department or

business?

Appendix D

APPENDIX C: FRENCH VERSION

Les objective de l’entrevue:

L'objectif de l'entrevue est de recueillir les données primaires des participants.

Les questions sont présentées quelques jours à l'avance aux participants afin

de les familiariser avec le contexte et le contenu.

Les personnes interrogées ont été expliqués au préalable l'objet de la

recherche, et les réponses sont remplis lorsque requis par le chercheur ou

enregistrées lorsque les participants étaient à l'aise.

L'entretien a pour but

• Pour recueillir des informations sur l'état de préparation actuel

gouvernementale en matière de e-gouvernement.

• d'identifier les obstacles qui pourraient entraver le déploiement.

• d'identifier les conducteurs.

• Pour étudier la structure organisationnelle et les ressources clés qui

pourraient affecter positivement ou négativement à la mise en place.

• Pour enquêter sur tout écart entre la réalité du déploiement et de

l'environnement reel

Les intervenants

l'équipe du projet e-gouvernement

IT managers et consultants experts à Djibouti

Pré-préparation à l'entrevue

1. Une vue d'ensemble du projet est remis aux participants

2. L'autorisation d'enregistrer l'entrevue a été demandé si besoin est

3. Explication de la recherche universitaire procédure éthique pour les

participants

Appendix D

4. Expliquez-leur que personne interrogée ont des droits de refus de répondre

pendant ou avant l'exercice

La lettre suivante a été envoyé à tous les participants

Chers participants

Merci d'avoir accepté à participer à cette recherche. Le chercheur vous

remercie de votre participation et nous serons heureux de vous fournir une

copie de l'entrevue de recherche et d'intervention. L'entrevue est une partie

importante du projet et servira un élément essentiel pour l'analyse du projet.

Le résultat du projet est de proposer un cadre stratégique approprié e-

gouvernement.

Le but de ce projet est d'explorer à l'aide d'experts locaux et chefs de projet

en tant que consultant et indépendants dans le pays, les facteurs susceptibles

d'entraver ou de promouvoir le déploiement de Djibouti e-gouvernement. Le

produit final de ce projet sera utilement contribuer à la connaissance locale et

aider à examiner la recommandation d'experts et d'analyses sur ce document.

Participant, s'il vous plaît noter que votre contribution à l'entretien est

uniquement basé sur votre volontaire. La question d'entrevue a été mis à

votre disposition à l'avance.

Il n'ya pas de bonnes ou mauvaises réponses et ce que le chercheur est

intéressé est votre opinion.

Toutes les questions sont strictement confidentielles et respectent la politique

éthique de l'université.

Recherche sous la supervision Dr Furrkh Aslam

Appendix D

détails de l'entrevue:

Name:

Position:

Role:

Date of interview:

Duration:

ICT experience:

Les questions suivra vaguement le type commun de questions posées dans

un des entretiens qualitatifs. Ce sont:

Présentation de questions; questions de suivi, des questions de sondage, en

précisant les questions, les questions directes, la structuration des questions,

des questions d'interprétation et de silences.

Questions pour l'équipe du e-gouvernement.

1. S'il vous plait présentez-vous et expliquer votre expérience sur l’ e-

gouvernement de Djibouti et de votre expérience générale en matière

de TIC

2. Pourriez-vous s'il vous plaît donner votre avis sur le deployment du e-

gouvernement a Djibouti pour le moment.

3. Quels sont les objectifs du e-gouvernement a Djibouti.

4. À votre avis, s'il vous plaît aviser s'il ya une stratégie prise pour le

déploiement et si oui, quelle strategie s'agit il.

5. Qu'est-ce que vous pensez du préparation pour le e-gouvernement a

Djibouti

6. Quelles sont les obstacles à Djibouti pour le e-gouvernement?

7. Quels sont les facteurs qui pourrait conduire a un bon résultat

Appendix D

8. Comment résumeriez-vous le déploiement jusqu'à aujourd'hui à

Djibouti.

9. Pourriez-vous s'il vous plaît nous donner votre avis sur les ressources

(humaines , technologies, Infrastructure) disponibles à Djibouti.

10. S'il vous plaît nous donner votre avis, si le déploiement d'e-

gouvernement est centralisé ou si la responsabilité est sur chaque

ministère.

Questions pour les experts indépendants en TIC

1. S'il vous plait présentez-vous et expliquer votre expérience sur l’ e-

gouvernement de Djibouti et de votre expérience générale en matière

de TIC

2. A votre avis qu'est-ce que vous pensez de l’ gouvernement a

Djibouti?

3. Pouvez-vous décrire les principaux obstacles à ce déploiement

4. Pouvez-vous décrire les principaux moteurs de ce deployment

5. Pouvez-vous décrire s'il ya des préparatifs de ce déploiement dans

votre ministère ou de l'entreprise.

6. Quelles pourraient être les avantages pour un e-gouvernement à

Djibouti?

7. Êtes-vous au courant de la législation relatives aux TIC et si oui quelle

est-il?

8. Qu'est-ce que vous pensez du preparation général dans le pays.

9. Comment est-ce un bon deployment du e-governement aura une

incidence sur vous et votre ministère ou dans l'entreprise?.

Appendix D

APPENDIX D: DJIBOUTI’S GOVERNMENT

1. Premier Ministre, Monsieur Dileita Mohamed Dileita.

2. Ministre de la Justice, des Affaires Pénitentiaires et Musulmanes,

chargé des Droits de l’Homme, Monsieur Mohamed Barkat Abdillahi.

3. Ministre de l’Éducation Nationale de L’Enseignement Supérieur,

Monsieur Abdi Ibrahim Absieh.

4. Ministre de la Promotion de la Femme, du Bien-Être Familiale et des

Affaires Sociales, Madame Nimo Boulhan Houssein.

5. Ministre des Affaires Musulmanes et des Biens Wakfs, Monsieur

Hamoud Abdi Soultan.

6. Ministre de l’Emploi, de l'Insertion et de la Formation Professionnelle,

Monsieur Moussa Ahmed Hassan.

7. Ministre de la Jeunesse, des Sports, des Loisirs et du Tourisme,

Madame Hasna Barkat Daoud.

8. Ministre de la Santé, Monsieur Abdallah Abdillahi Miguil.

9. Ministre de l’Habitat, de l’Urbanisme et de l’Environnement, Monsieur

Elmi Obsieh Waiss.

10. Ministre de l’Économie, des Finances et de la Planification, chargé de

la Privatisation, Monsieur Ali Farah Assoweh.

11. Ministre des Affaires Étrangères et de la Coopération Internationale,

Monsieur Mahamoud Ali Youssouf.

12. Ministre de l’Intérieure et de la Décentralisation, Monsieur Yacin Elmi

Bouh.

Appendix D

13. Ministre de la Défense, Monsieur Ougoureh Kifleh Ahmed.

14. Ministre de l’Équipement et des Transports, Monsieur Ali Hassan

Bahdon.

15. Ministre de l’Énergie et des Ressources Naturelles, Monsieur Moussa

Bouh Odowa.

16. Ministre de l’Agriculture, de l’Élevage et de la Mer, Monsieur

Abdoulkader Kamil Mohamed.

17. Ministre du Commerce et de l’Industrie, Monsieur Rifki Abdoulkader

Bamakrama.

18. Ministre de la Communication et de la Culture, chargé des Postes et

des Télécommunications, porte parole du Gouvernement, Monsieur Ali

Abdi Farah.

19. Ministre des Affaires Présidentielles et de la Promotion des

Investissements, chargé de Relation avec le Parlement, Monsieur

Osman Ahmed Moussa.

SECRÉTAIRE D'ÉTAT

Secrétaire d'État auprès du Premier Ministre, chargé de la Solidarité

Nationale, Monsieur Mohamed Ahmed Awaleh.

STRATEGIC FRAMEWORK FOR E-GOVERNMENT DEPLOYMENT IN DJIBOUTI

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