These challenges that confront every process that accounts for program goals organization do not mean that the people stakeholders, processes, costs, and technology orking on them are not focused, skilled or alternatives In chapters three and four, we well versed in their fields. They emerge from guide you through the process of turning your highly complex work environments and from analysis into a business case and presenting it unexpected interdependencies among to various audiences organizations and processes. They require an appreciation for the critical importance of "up Part Two presents a wide variety of skills, front business and risk analysis echniques, and tools that can help you through the exercises introduced here We will also Too often, the quest for action-purchasing publish a series of case studies that provide "Don' t you know enough to move forward Q hiring, designing and programming-pushe practical examples of how these concepts critical knowledge-building activities aside tools, and techniques were used in some of our projects with an RFP yet? "is a question many of our agency partners have heard after just a few We know that no single formula can guarantee weeks-along with, We dont have time to cess in developing and implementing a study the business problem any more, we new IT resource. But this guide does offer a need a system in place in six months In our well-tested approach to reducing the risk of experience, when the pressure to act exceeds failure. The first principle is to apply the familiar the ability to understand the consequences of principle of modern architecture-that form action the risks of failure soar follows function. Accordingly, the initial focus of any IT effort needs to be on the service The Center for Technology in Government is an bjectives and underlying business processes applied research program at the University at of the organization(s)involved, rather than on Albany/SUNY. Established in 1993, the Center the technology itself. The best technology will works with government to develop information not correct outdated policies, inadequate strategies that foster innovation and enhance management practices, or poorly designed the quality and coordination of public services workflows We carry out this mission through applied research and partnership projects that address The second principle is to identify all of the the policy, management, and technology internal and external stakeholders and to dimensions of information use in the public understand clearly their different needs, sector resources, and expectations. Each stakeholder group needs to be to account in This guide offers our best thinking about how identifying and considering the costs and to define an information technology project and benefits of various options make a solid case for needed financial and organizational investments. It will be completed We also describe some ways to evaluate and in two parts choose among an ever-expanding array of technologies, including how to recognize whe Part One has four chapters and begins by the best solution is no new technology at all considering the special characteristics of the Finally, we offer some advice about how to use public sector as an environment for making performance measures to evaluate your management decisions and IT choices. In the results CENTER FOR TECHNOLOGY IN GOVERNMENT: MAKING SMART IT CHOICESCENTER FOR TECHNOLOGY IN GOVERNMENT: MAKING SMART IT CHOICES 2 process that accounts for program goals, stakeholders, processes, costs, and technology alternatives. In chapters three and four, we guide you through the process of turning your analysis into a business case and presenting it to various audiences. Part Two presents a wide variety of skills, techniques, and tools that can help you through the exercises introduced here. We will also publish a series of case studies that provide practical examples of how these concepts, tools, and techniques were used in some of our projects. We know that no single formula can guarantee success in developing and implementing a new IT resource. But this guide does offer a well-tested approach to reducing the risk of failure. The first principle is to apply the familiar principle of modern architecture—that form follows function. Accordingly, the initial focus of any IT effort needs to be on the service objectives and underlying business processes of the organization(s) involved, rather than on the technology itself. The best technology will not correct outdated policies, inadequate management practices, or poorly designed workflows. The second principle is to identify all of the internal and external stakeholders and to understand clearly their different needs, resources, and expectations. Each stakeholder group needs to be taken into account in identifying and considering the costs and benefits of various options. We also describe some ways to evaluate and choose among an ever-expanding array of technologies, including how to recognize when the best solution is no new technology at all. Finally, we offer some advice about how to use performance measures to evaluate your results. These challenges that confront every organization do not mean that the people working on them are not focused, skilled, or well versed in their fields. They emerge from highly complex work environments and from unexpected interdependencies among organizations and processes. They require an appreciation for the critical importance of “up front” business and risk analysis. Too often, the quest for action–purchasing, hiring, designing, and programming—pushes critical knowledge-building activities aside. “Don’t you know enough to move forward with an RFP yet?” is a question many of our agency partners have heard after just a few weeks—along with, “We don’t have time to study the business problem any more, we need a system in place in six months.” In our experience, when the pressure to act exceeds the ability to understand the consequences of action, the risks of failure soar. The Center for Technology in Government is an applied research program at the University at Albany/SUNY. Established in 1993, the Center works with government to develop information strategies that foster innovation and enhance the quality and coordination of public services. We carry out this mission through applied research and partnership projects that address the policy, management, and technology dimensions of information use in the public sector. This guide offers our best thinking about how to define an information technology project and make a solid case for needed financial and organizational investments. It will be completed in two parts. Part One has four chapters and begins by considering the special characteristics of the public sector as an environment for making management decisions and IT choices. In the second chapter, we describe an analytical