Information Technology Case Study Queensland Term Paper

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The next phase of the project was to define development, common graphical interface, integration, and transaction workflow standards as well. As the project was being completed, user feedback in the form of usability testing that concentrated on fine tuning the Service Cluster Navigation Model as well, which was a major improvement in navigation across all previously independent sites. Following usability testing the development of transaction support was accentuated and made more transparent across divisions, greater support for the search function, support for multilingual access, integration to Smart Service Queensland, and support for a clear Internet pathway to the Service Directory as well. The project management tasks of ensuring a high level of ownership of the project illustrate how Queensland Government Internet Gateway, working diligently on change management strategies, ensured the adoption and approval of a consistent user experience and interface was also supported. Change management strategies that enabled a high level of ownership across the 26 business units specifically in regard to the use of the content management system, development of the transaction workflows, and the adoption of a single graphical user interface all contributed to the success of the project in changing long-term behaviour.

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In taking the lessons learned and applying them in my company, the most critical point of having a very clear idea of what the unmet needs are of customers, and aligning all efforts on the system to fulfil these needs, is critical. The ability to galvanize all development efforts to a common objective was critical in the gateway project, and is critical for the development of any new system. Second, the definition of a common set of graphical interface standards and the creation of a series of process workflows that align specifically with most dominant uses of the Gateway by customers is critical. This was evidenced by how citizens could complete transactions across the entire Gateway that involved multiple departments and their systems, yet were transparent to citizens as they completed them. Finally and most significantly, there is the need for defining and creating a strong change management program that unifies departments towards a common objective and also infuses each of them with a sense of ownership of the project. Of all technical and project management tasks completed in the Gateway project, the success attained at lasting change management and ownership was the most….....

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