Information Communication Technology Policy Design For E-Governance & General awareness

Information Communication Technology Policy Design For E-Governance & General awareness
Authors : Mithilesh Kumar Dubey, Navin Kumar
Publication Date: 30-06-2012


Author(s):  Mithilesh Kumar Dubey, Navin Kumar

Published in:   International Journal of Engineering Research & Technology

License:  This work is licensed under a Creative Commons Attribution 4.0 International License.

Website: www.ijert.org

Volume/Issue:   Vol.1 - Issue 4 (June- 2012)

e-ISSN:   2278-0181


Information Communication Technologies have a valuable potential to help meet good governance goals in India. In this paper we have describe that how that information communication technology is helpful to achieve for reducing poverty through enabling communication.This executive summary describes that present scenario of e-governance, required strategies developments for e- governances, what are the loopholes implementations. And Guiding Principal for ICT policies and E-strategies, stakeholder involvement for ICT policies and design (Like the local community involvement, private sector involvement etc). Academic institutions can play a role in helping design and evaluate ICT projects that may involve technically demanding research. In addition, their corporate research counterparts are also active in developing standards that are revolutionizing the spread and use of ICT: from open source software and the next-generation Internet IPv6, which will enable pervasive telemetry, to wireless local area networks (IEEE 802.11b or °∆Wi-Fi°«), the longer-reaching standard of 802.16 (or °«Wi-Max°«) and the proposed 802.20 °∆Wi-Mobile. After over all discussion the principal of good governance depends on the following factors which are the transparency, accountability, strategic focus, efficiency, predictability etc. The Success factors for e-government projects, as with any other projects include having clearly identified goals and expected benefits. In enabling e-government services, perhaps 20 percent of the initiative°«s outcome hinges on the technology, 35 percent on re-engineering business processes, 40 percent on changing organizational behavior, and five percent on luck. There is scope for outsourcing aspects of e- government projects to the private sector, but if the project°«s managers intend the initiative to reduce malfeasance, outsiders will not be aware of where corruption occurs and therefore, not know which design.


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