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Don’t Show Me the Price Tag: A Case Study of IT Chargeback in a Government Agency
Abstract
Information technology (IT) managers of government agencies struggle to provide effective service for their users while at the same time minimizing costs and coping with a salary structure for their employees that is frequently less generous than their industry counterparts. While a standard industry criticism is that government agencies don’t have to handle the strenous pace of change inspired by for-profit competition, management priorities in governmental operations can change with each election cycle, resulting in fluctuations in project emphases that are rare in industry. A government IT manager must be able to deliver much with few resources, inadequate and frequently poorly-prepared staff, and in an environment of dynamic management priorities. While this situation is much like what their counterparts deal with in industry, government IT managers are also constrained by arcane budgeting and accounting control mechanisms which are often a result of both federal and state legislation.
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