adoption and diffusion of cloud computing in the … and diffusion of cloud computing in the public...
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Adoptionanddiffusionofcloudcomputinginthepublicsector
– AcasestudyofZambia
ShullerHabeenzuITMC/RIAFocalPoint-Lusaka
Zambia:AbriefOverview
• Rapidandyouthfulpopulationgrowth• Povertylevelsdeepeninginruralareas– highGinicoefficient• Increasingbudgetaryconstraintstomeetsocialneeds• Lackoffiscaldiscipline– unknownexternaldebtexposure• Significantfiscaldeficits• Governmentintroducesexcisedutyondatabundlessept2017(sameasairtime)
• Increasingly,governmentrequiredtodelivermoreforless
SmartZambiaInitiative(launchedDec2015)
SmartZambiaInitiativeADigitalTransformationAgenda
SmartZambiaInstitute– tocoordinateSZ
OfficeofthePresident
MinistryofCommunicationsandTransport
ICTSectorPolicy
TelecommunicationsIndustry
ZICTA(Regulator)
ZambiaICTCollege ZambiaNationalDataCentre(SVP)
IndustrialDevelopmentCorporation
SmartZambiaInstitute
CloudComputingPlatform
• SmartZambiaInitiativeispredicatedoncloudcomputing• ZambiaNationalDataCentretohostthegovernmentcloud• Nodefinitivebudgetfigures(partofanestimatedcostUS$65mdebtfinancedpackage)forSmartZambiaPhase1• SmartZambiaPhase2–• extendingnationalbackboneandmetrostoalldistricts(lowestgovernmentadministrativecentres)• Addressdigital-divide:Roll-out1000+LTEbasestationsby2012(throughstate-ownedZamtel)
• Governmentfavoursbig-bangapproachratherthangradualprogression
ResearchObjectives
• Highlyusefulforpolicymakers• togaininsightsintothediffusionpatternsofcloudcomputinginthepublicsectorinZambia.• ToprovidethemuchneededresearchsupportforongoingcloudcomputingimplementationsinZambiaandotherdevelopingcountries(actionresearch).
ResearchQuestions
• Whatarethecontextualfactorsthatareinfluencingtheadoptionandusageofcloudcomputing(inthepublicsectorpublicsector)inZambiaandinwhichway?(predictive)• WhatpolicyorstrategyinterventionsthatneedtobeconsideredtoinduceadoptionofcloudcomputinginZambia?(actionresearch)
LiteratureReview
• Moststudieshaveexploretheimportanceofthetechnologicalfactorsaffectingcloudcomputingadoption.• However,theinfluencesofenvironmentalandorganisationalfactorsoncloudcomputingadoptionvaryacrossdifferentenvironments.• Therefore,thereisaneedtoanalysethedeterminantsofcloudcomputingadoptionindifferentsectorstoacquireabetterunderstandingofcloudcomputingadoption.• FeasibletoapplytheRogers’DOItheoryandtechnology-organisation-environment(TOE)frameworktoexplorethecloudcomputingadoption.
Rogers’TheoryofInnovation andTOEModel
RateofCloudAdoption
ManagementConcerns
LegalIssues
Compatibility
ITAlignment
Trailability
SecurityIssues&Trust
Observability
Risks
Complexity
RelativeAdvantage
Theoretical andempiricalfactorsoperatingontherateofadoption.[Adaptedfrom(Kuiperetal.2014)]
Approach
• CloudComputingisanascentindustryinthepublicsector• Complexadaptivesystem• Lackofhistoricaldataorperspective- limitedexperienceanddata
• TechnologyAdoption/acceptanceTheories• Rogers’TheoryofDiffusionofInnovation(DOI)• Technology,OrganisationandEnvironment(TOE)&
• Exploratoryandpredictiveapproach• Structuralequationmodelling- amultivariatestatisticalanalysistechniqueusedtoanalysestructural relationshipsbetweenmeasuredvariablesandlatentconstructs.
ProposedResearchModel&Hypotheses
EnvironmentalFactors
H12(-):RisksH10(-):PolicyandLegalIssues
H14(+):GovernmentSupport
DEMOGRAPHICFACTORSAge
GenderEducation
Position/RoleExperience
OrganisationalFactors
H5(+):TechnologyReadiness
H8(+):Cloud/ITskills
H6(+):TopManagementSupport
IntentiontoAdoptCloudComputing
TechnologicalFactorsH1(+):RelativeAdvantage
H3(-):Complexity
H4(+):Trialability
H2(+):Compatibility
H54(+):Security&Privacy
11Constructs45SurveyItems
DataCollectionandAnalysis
• Face-to-faceInterviewswithSmartZambiaseniormanagement• StructuredQuestionnaire– SamplepopulationdrawnfromSmartZambiatechnicalstaff• Datacollection(and validation)- anongoingprocess• Preliminarydescriptivedataanalysis-
Selectedpreliminaryfindings
• PerceivedChallengesbySmartZambiaManagement:• Sustainability–
• DraftPolicyFramework:Lackofpolicyframework(nopublicdocumentationonSmartZambia)
• Funding– basedonexternalfunding–unknownbudget• Procurement– singlesourcingandnon-transparency• Technicalobsolesce/lock-in• HumanResourceCapacityconstraints-(60%ofkeystaffabove41yearsorabove)• Lackofbusinesscaseanalysis(topdowncommandstructure)
Policyandregulatoryframeworks
StronglyDisagree StronglyAgree
LackofPolicyandprivacylaws
StronglyDisagree StronglyAgree
Incentivestoadopt
StronglyDisagree StronglyAgree
Pressuretoadoptcloudcomputing
StronglyDisagree StronglyAgree
Job Opportunities
StronglyDisagree StronglyAgree
Leadership
StronglyDisagree StronglyAgree
Organisational ITreadiness
StronglyDisagree StronglyAgree
OrganisationalReadiness
StronglyDisagree StronglyAgree
Capacitydevelopment
StronglyDisagree StronglyAgree
TopManagementSupport
StronglyDisagree StronglyAgree
PressuretoImplement
StronglyDisagree StronglyAgree
Security
StronglyDisagree StronglyAgree
ImmediateNextSteps
• Revisitmodelwithaviewtowards– KISS(Keepitsimpleandsweet)• Addressdatagaps–• Face-to—faceInterviewswithITManagersinMinistries(triangulation)• Datacollection(SurveyQuestionnaire)
• DataValidation• Revisitsamplepopulationwithaviewtodetermineusefulrespondents
• InferentialDataAnalysis• Structuralequationmodelling(SEM-PLS)allowstestingandestimatingcomplexcause-effect(causal)relationshipsamongmultipleindependentanddependentconstructssimultaneously