스리랑카 전자정부 구축 번역(영어 번역본)A. Establishing an institutional foundation of the project
– The Sri Lankan government already established a systematic digitalization strategy 5~6 years before the start of the 1st phase of the LGN project and to execute this, created a specialized organization called the ICTA. Also, prior to the LGN project, relevant laws and policies such as the Information Communications Technology Basic Law were established. B. Systematic selection of recipient organization
– A field study on the current circumstances and demands of core government branches and public organizations, local governments was made, and direct control by the CIO was placed for the selected organizations to forward LGN usage. C. Flexible project conducting
– The Sri Lankan government decided that operations and maintenance cannot be successfully conducted with the country’s capacity and demonstrated the flexibility of changing to MSP. Although the scale of the project was inevitably reduced due to this decision, the project was successfully completed due to changes in conducting the project. D. Consideration of the recipient country’s capacity
– Because Sri Lanka’s capacity was not sufficiently considered in the process of reviewing the basic agreements between the Sri Lankan government and Korea’s EDCF, the change in project method was inevitable. As a result, the scope of the project was reduced, and the recipient country’s capacity should have been considered as a risk in the initial agreement process. E. Balanced results
– Great results have been produced for services such as pension, vehicle management, foreigner employment management, public organization member management, but there was not much actual results in e-services such as labor welfare management for equipments and human resources, handcraft management, residential ID management, population registration management and for local governments outside of Colombo. F. Providing planned equipments
– Some equipments that were provided did not match with the material specification. Although changes in the models that did not match with the material specification were authorized by ICTA, the main body conducting the project, problems regarding equipments like router, monitor, switch were also found. G. Securing maintenance personnel
– Some experts pointed out that maintenance personnel were not sufficiently secured A. Consideration of the recipient country’s capacity
– Changing the method of the project was inevitable because Sri Lanka’s operations and maintenance capacity was not sufficiently considered, and therefore, it resulted in reducing the scale of the project. If the capacity of the recipient country is overly evaluated, it can serve as a risk in the actual execution process of the project, and when considering the limitation of the budget, it can lead to the reduction of the project scope and obstruct the effectiveness of the project. B. Formation of policy and organizations
– The Sri Lankan government created the ICTA, the conducting organization, prior to the project, and greatly raised the possibility of successfully accomplishing the project by establishing a national digitalization strategy, and securing foundations for related laws and policies. The implication that can be obtained from the Sri Lanka case is that the government of the recipient country must be required to establish an institutional foundation before starting a large scale official development assistance project. C. Leading a balanced performance between lower level projects
– Balance between lower level projects is required. Because the success of a section does not guarantee the success of the whole, detailed management for parts that comprise the entirety to achieve results in a balanced manner is necessary. In the case of Sri Lanka, meaningful results were produced with LGN Hub, help desk, user education and training, general e-service satisfaction, but collected relatively insufficient results in terms of digitalizing local governments. From the perspective that a digitalization project is a strategical method for change, it may obstruct the corresponding field or region’s desire to develop despite failure of some parts, so it is necessary to establish internal stability even if it requires reducing the scope of the project. D. Demonstrating flexibility in the process of conducting the project
– From the perspective of the recipient country, official development assistance in the ICT field is likely to be an unprecedented project, and therefore, concerns that the established plan may not be meticulous due to the lack of accumulated experience always exists. The Sri Lankan government proposed a change to MSP considering the country’s insufficient operations and maintenance capacity, and as a result, we were able to achieve success with the project, including operations and maintenance. Therefore, in the process of specifying the project, it must be managed such that a flexible strategy that adjusts to the circumstances is possible instead of insisting the initial plan. | 