CoChat
Sign Up
Cited by 0E-Government and Public ServicesConstruction Project Management and PerformanceInformation Technology Governance and Strategy

The DOI matches its Crossref record; 9 of the 9 references it cites were found in a registry or an index; 5 of the 11 sources its claims cite were checked for support.

PROJECT MANAGEMENT CHALLENGES IN PUBLIC SECTOR IT: A CASE STUDY IN PALU

Open access
Sayyidah, Mutia, Teguh Raharjo, Ni Wayan Trisnawaty·2026·Jurnal Manajemen dan Teknologi Informasi
DOI 10.59819/jmti.v16i1.5718
Open this paper in CoChat — free accountOpen PDF

Abstract

Public sector IT projects frequently encounter challenges that impede successful delivery, especially in decentralised environments. This study explores the key project management issues that emerged during the development of the Kelurahan Cantik (Smart Statistical Village) website in Palu, Indonesia. Employing a mixed-method case study, we combined the PMBOK 7th Edition framework with empirical ICT project failure factors to evaluate the project’s planning and execution. Quantitative data were collected through a structured Likert-scale questionnaire completed by 30 respondents involved in the project, while qualitative insights were drawn from document analysis. The findings highlight critical gaps in stakeholder engagement, project monitoring, and leadership support, along with inadequate user preparation and technological misalignment. These issues significantly affected project outcomes, particularly in terms of system utilisation and benefit realisation. This study offers practical recommendations for strengthening governance, planning, and stakeholder coordination in future local government IT initiatives

Overview

AI snapshot

Written from the paper’s full text.

TL;DR

This mixed-method case study of the Kelurahan Cantik website in Palu, Indonesia, applies PMBOK 7th Edition domains plus empirical ICT failure factors to identify public-sector IT project management challenges. Stakeholders rated stakeholder engagement and outcome usefulness highest, while planning, technology, monitoring, and leadership support were weaker; the regression model explained about 71% of variance in outcome usefulness, though no individual predictor was statistically significant.

Key findings

  • Instrument testing: 44 items initially, 43 valid after corrected item-total correlation at r > 0.30; Cronbach’s Alpha was 0.981.
  • Among 30 respondents, Stakeholder Engagement had the highest average score (3.87), followed by Outcome Usefulness (3.81); lowest were Development Approach & Technology (3.28) and Planning Quality (3.30). Stakeholder Engagement had 61.11% “Agree” and 13.89% “Strongly Agree”; Project Outcomes and Benefits had 73.75% combined agreement, with 65% strongly agreeing the project delivered useful results.
  • Correlation analysis showed most domains strongly positively correlated (r > 0.80): Planning Quality and Development Approach & Technology r = 0.92; Planning and Execution r = 0.91; Team Collaboration and Outcome Usefulness r = 0.85; Stakeholder Engagement was weaker (r = 0.55–0.71).
  • Regression on Outcome Usefulness yielded R = 0.842, R² = 0.710, Adjusted R² = 0.634, standard error = 0.26258, and ANOVA F = 9.366, Sig. < 0.001. Largest standardized betas were Development Approach and Technology (β = 0.203), Teamwork and Organisational Support (β = 0.198), and Leadership Support and Risk Management (β = 0.172), but none were individually significant (Sig. values 0.507–0.855).

Methods

  • Mixed-method case study of the Kelurahan Cantik website in Palu, Indonesia, combining a structured Likert-scale questionnaire with qualitative document analysis of planning files, meeting minutes, and implementation reports.
  • 30 valid responses from project team members/local government officials and vendors, system users/administrative staff, and supervisory stakeholders from BPS and city government; Slovin formula used to determine minimum sample size.
  • Analysis included descriptive statistics, Cronbach’s Alpha reliability testing, Pearson correlation, multiple linear regression with Outcome Usefulness as dependent variable and six PMBOK-based domains as predictors, and thematic analysis for qualitative data.

Limitations

  • Paper states: small sample size (n = 30); single case in one city limits generalisability to other local governments; self-reported survey data may introduce perception bias rather than objective performance metrics.
  • Text makes evident: none of the individual predictors were statistically significant at p < 0.05, attributed to small sample size, multicollinearity among predictors, or collective rather than individual effects; high inter-correlations (r > 0.80) support possible multicollinearity.

Model-written summary. Check it against the paper before relying on it.

Integrity signals

Registry

Crossref · 10.59819/jmti.v16i1.5718

Cites

9 of 9 references verified0 citation errors · 0 not checkable

Statistics

Nothing to recompute.

Verification

Claims the paper makes

5 of 11 cited sources checked · 1 supported · 0 flagged · accuracy not yet measured

  • Findingown data

    The R Square value of 0.710 suggests that approximately 71% of the variance in project success can be explained by the selected independent variables.

    “Furthermore, the R Square value of 0.710 suggests that approximately 71% of the variance in project success can be explained by the selected independent variables.”
    Quote in the paperSubstantial claim
  • Findingown data

    Team Collaboration and Outcome Usefulness are correlated with r = 0.85.

    “Another notable relationship exists between Team Collaboration and Outcome Usefulness (r = 0.85), implying that collaborative team environments contribute meaningfully to the perceived benefits of the project.”
    Quote in the paperSubstantial claim
  • Findingown data

    Planning and Execution are correlated with r = 0.91.

    “For example, the strongest correlation is observed between Planning Quality and Development Approach & Technology (r = 0.92), followed by Planning and Execution (r = 0.91).”
    Quote in the paperSubstantial claim
  • Findingown data

    Correlation analysis demonstrated strong interdependencies among project management domains, especially between planning, execution, teamwork, and leadership support.

    “Correlation analysis demonstrated strong interdependencies among project management domains, especially between planning, execution, teamwork, and leadership support.”
    Quote in the paperSubstantial claim
  • Findingown data

    The strongest correlation is between Planning Quality and Development Approach & Technology (r = 0.92).

    “For example, the strongest correlation is observed between Planning Quality and Development Approach & Technology (r = 0.92), followed by Planning and Execution (r = 0.91).”
    Quote in the paperNot a substantial claim
  • It may state two separate claims as one. 19
  • Probably not a substantial claim. 10

  • It may state two separate claims as one.

    Premisecitation

    Liana et al. identified critical factors contributing to ICT project failure in the public sector in developing regions, including absence of strong top management support, limited stakeholder involvement, rigid procurement and contract mechanisms, misalignment of selected technologies with user readiness, and lack of feasibility assessments or process modelling.

    “(Liana et al., 2023) identified critical factors contributing to ICT project failure in the public sector, particularly in developing regions.These include the absence of strong top management support, limited stakeholder involvement, rigid procurement and contract mechanisms, misalignment of selected technologies with user readiness, and a lack of feasibility assessments or process modelling.”
    Quote in the paperSubstantial claim1 of 1 sources checked
    • cites Liana et al., 2023 source

      The Leadership Issues and Technology Issues sections identify low top-management commitment, lack of stakeholder involvement, and inappropriate technology as contributors to failure. The Conclusion and Practical Initiative sections also discuss resistance to new systems, feasibility studies, and Business Process Reengineering. However, the paper does not identify rigid procurement and contract mechanisms as a failure factor; it discusses bureaucracy, inflexible ICT policies, and contract compliance instead. Nor does it explicitly link technology selection to user readiness. No page numbers were available in our copy. (LLM, conf=0.86)

      Experimental — accuracy not yet measured

  • It may state two separate claims as one.

    Premisecitation

    Public sector IT project challenges are typically rooted in a combination of insufficient stakeholder engagement, ineffective planning, technical misalignments, and a lack of institutional readiness.

    “Studies suggest that these challenges are typically rooted in a combination of insufficient stakeholder engagement, ineffective planning, technical misalignments, and a lack of institutional readiness (Liana et al., 2023;Mekawie & Yehia, 2021;Waheeb et al., 2023).”
    Quote in the paperSubstantial claim2 of 3 sources checked
    • cites Liana et al., 2023 source
    • cites Mekawie & Yehia, 2021 source

      The Results (page unavailable) identify management and healthcare-actor support, missing implementation procedures, limited skills, and outdated infrastructure as challenges to cloud deployment in Egyptian eHealth, particularly in the public sector. This supports much of the proposed combination, but the paper does not establish that these are typical causes of public-sector IT project challenges generally; it discusses stakeholder support rather than engagement specifically. (LLM, conf=0.85)

      Experimental — accuracy not yet measured
    • cites Waheeb et al., 2023

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation

    These issues are further compounded in decentralised systems where project governance can vary significantly across regions.

    “These issues are further compounded in decentralised systems where project governance can vary significantly across regions (Nyansiro et al., 2021).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Nyansiro et al., 2021 source

      The sections on inappropriate organisational management structure and integration failure discuss governance and coordination challenges, but do not say that decentralised systems compound them or that project governance varies across regions. Searches for decentralised systems and regions found no passage addressing that specific claim; page numbers were unavailable in the indexed passages. (LLM, conf=0.72)

      Experimental — accuracy not yet measured

  • It may state two separate claims as one.

    Findingcitation

    Preliminary observations and project documentation reveal several implementation issues in the Kelurahan Cantik project, including weak coordination of stakeholder requirements, unclear change control processes, limited risk mitigation efforts, and technology mismatches.

    “Preliminary observations and project documentation reveal several implementation issues, including weak coordination of stakeholder requirements, unclear change control processes, limited risk mitigation efforts, and technology mismatches (Kampermann et al., 2021;Schmidt, 2023).”
    Quote in the paperSubstantial claim1 of 2 sources checked
    • cites Kampermann et al., 2021 source

      The Introduction and Discussion describe a general mismatch between ICT design and local users’ needs or practices. They do not report preliminary observations or project documentation from Kelurahan Cantik, nor do they identify weak stakeholder-requirement coordination, unclear change control, or limited risk mitigation in that project. The technology-mismatch point is supported only at a general level. (LLM, conf=0.85)

      Experimental — accuracy not yet measured
    • cites Schmidt, 2023 source

  • It may state two separate claims as one.

    Findingown data

    Stakeholder Engagement had the highest concentration of agreement, with 61.11% selecting Agree and 13.89% Strongly Agree, indicating a positive perception regarding the involvement of relevant parties.

    “The domain Stakeholder Engagement shows the highest concentration of agreement, with 61.11% selecting “Agree” (scale 4) and 13.89% “Strongly Agree” (scale 5), indicating a positive perception regarding the involvement of relevant parties.”
    Quote in the paperNot a substantial claim

  • It may state two separate claims as one.

    Findingown data

    Project Outcomes and Benefits received a combined 73.75% agreement, with 65% strongly agreeing that the project delivered useful results.

    “Similarly, Project Outcomes and Benefits received a combined 73.75% agreement, with the majority (65%) strongly agreeing that the project delivered useful results.”
    Quote in the paperNot a substantial claim

  • It may state two separate claims as one.

    Findingown data

    Project Planning and Leadership Support had over 36% neutral responses, which could reflect insufficient visibility or clarity in these areas during implementation.

    “Project Planning and Leadership Support also had over 36% neutral responses, which could reflect insufficient visibility or clarity in these areas during implementation.”
    Quote in the paperNot a substantial claim

  • It may state two separate claims as one.

    Findingown data

    Cronbach's Alpha coefficient was 0.981, indicating excellent reliability, exceeding the standard threshold of 0.70 and the higher benchmark of 0.90.

    “The resulting coefficient was 0.981, which indicates excellent reliability, exceeding the standard threshold of 0.70 and even the higher benchmark of 0.90 for research instruments.”
    Quote in the paperSubstantial claim

  • It may state two separate claims as one.

    Findingown data

    Development Method and Technology had 38.33% agree, 35% neutral, and 20% disagree, suggesting that many respondents were uncertain or dissatisfied with the technical methodology used.

    “Development Method and Technology: While 38.33% agreed, 35% selected “Neutral”, and 20% chose “Disagree” (scale 2), suggesting that many respondents were uncertain or dissatisfied with the technical methodology used.”
    Quote in the paperNot a substantial claim

  • It may state two separate claims as one.

    Findingown data

    None of the predictors are statistically significant at p < 0.05, with all Sig. values ranging between 0.507 and 0.855.

    “However, it is important to note that none of the predictors are statistically significant at p < 0.05, with all Sig.values ranging between 0.507 and 0.855.”
    Quote in the paperSubstantial claim

  • It may state two separate claims as one.

    Findingown data

    Support from leadership and Risk Management shows strong correlations with Execution (r = 0.79) and Outcome (r = 0.83).

    “Similarly, Support from leadership and Risk Management shows strong correlations with both Execution (r = 0.79) and Outcome (r = 0.83), reaffirming the importance of executive support in achieving both operational and strategic success.”
    Quote in the paperSubstantial claim

  • It may state two separate claims as one.

    Findingown data

    Stakeholder Engagement had the weakest Beta (0.082) and was far from significant (p = 0.628).

    “For example, although Stakeholder Engagement had the weakest Beta (0.082) and was far from significant (p = 0.628), Development and Teamwork still show relatively meaningful patterns in influencing perceived outcomes.”
    Quote in the paperNot a substantial claim

  • It may state two separate claims as one.

    Findingown data

    The regression model achieved an F-value of 9.366 with a significance level of less than 0.001, indicating that the model is statistically significant.

    “The regression model achieved an F-value of 9.366 with a significance level (Sig.) of less than 0.001, indicating that the model is statistically significant.”
    Quote in the paperSubstantial claim

  • It may state two separate claims as one.

    Findingown data

    While stakeholders generally perceived the project outcome as beneficial, several management domains, particularly planning, risk mitigation, and technological adaptation, were rated less favourably.

    “The findings revealed that while stakeholders generally perceived the project outcome as beneficial, several management domainsparticularly those related to planning, risk mitigation, and technological adaptation-were rated less favourably.”
    Quote in the paperSubstantial claim

  • It may state two separate claims as one.

    Findingown data

    Based on the threshold r > 0.30, 43 out of 44 questionnaire items were deemed valid, while 1 item failed and was removed.

    “Based on the commonly used threshold of r > 0.30, 43 out of 44 items were deemed valid, while 1 item failed to meet the validity criteria and was subsequently removed from further analysis.”
    Quote in the paperSubstantial claim

  • It may state two separate claims as one.

    Findingown data

    Execution and Monitoring and Team Collaboration show a notable proportion of respondents who remained neutral or disagreed, indicating a need for deeper focus on implementation procedures and coordination quality.

    “Domains such as Execution and Monitoring and Team Collaboration also show a notable proportion of respondents who remained neutral or disagreed, indicating a need for deeper focus on implementation procedures and coordination quality.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Premisecitation

    The design-reality gap describes misalignment between project design and institutional realities, often leading to underperformance or outright failure.

    “[6] introduced the concept of the “design-reality gap,” which describes the misalignment between project design and the institutional realities within which projects operate-often leading to underperformance or outright failure.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites [6]

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisenone given

    The 7th Edition of PMBOK introduces a shift from process-based knowledge areas to eight performance domains.

    “The 7th Edition of PMBOK introduces a shift from process-based knowledge areas to eight performance domains, namely: Stakeholder, Team, Development Approach and Life Cycle, Planning, Project Work, Delivery, Measurement, and Uncertainty.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim.

    Study design and conductown data

    Thirty valid responses were collected from respondents involved in the project.

    “In total, 30 valid responses were collected.”
    • Also stated in: § B. Survey Results · plain
      “A total of 30 respondents completed the questionnaire.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Study design and conductnone given

    The use of self-reported data through surveys may introduce bias due to perception-based responses rather than objective performance metrics.

    “Third, the use of self-reported data through surveys may introduce bias due to perception-based responses rather than objective performance metrics.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Premisenone given

    The design-reality gap is exacerbated by limited stakeholder engagement, insufficient digital infrastructure, and bureaucratic resistance to change.

    “This gap is exacerbated by issues such as limited stakeholder engagement, insufficient digital infrastructure, and bureaucratic resistance to change.”
    Quote in the paperNot a substantial claim

  • It may state two separate claims as one.

    Interpretationown data

    The final instrument consisting of 43 valid items is both valid and highly reliable for assessing perceptions related to project management practices and risk factors in the Kelurahan Cantik website development project.

    “These results confirm that the final instrument-consisting of 43 valid items-is both valid and highly reliable for assessing perceptions related to project management practices and risk factors in the Kelurahan Cantik website development project.”
    Quote in the paperSubstantial claim

  • It may state two separate claims as one.

    Interpretationown data

    Although stakeholder involvement and output usefulness are seen positively, technical approach, planning clarity, and execution consistency remain areas of concern.

    “The data reinforces earlier conclusions that, although stakeholder involvement and output usefulness are seen positively, technical approach, planning clarity, and execution consistency remain areas of concern.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Study design and conductnone given

    The Slovin formula was applied to determine the minimum sample size required to ensure representativeness while accounting for a limited population.

    “The Slovin formula was applied to determine the minimum sample size required to ensure representativeness while accounting for a limited population.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation

    PMBOK remains one of the most widely used frameworks for managing complex projects.

    “The Project Management Body of Knowledge (PMBOK), developed by the Project Management Institute (PMI), remains one of the most widely used frameworks for managing complex projects (A Guide to the Project Management Body of Knowledge (PMBOK® Guide) : Seventh Edition and The Standard for Project Management, 2021).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites A Guide to the Project Management Body of Knowledge (PMBOK® Guide) : Seventh Edition and The Standard for Project Management, 2021

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim.

    Study design and conductreasoning

    The study focused on a single case within one city, which may limit the generalisability of the findings to other local governments with different capacities or governance structures.

    “Second, the study focused on a single case within one city, which may limit the generalisability of the findings to other local governments with different capacities or governance structures.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.

    Premisenone given

    These conditions are especially prevalent in decentralised governance systems where capacity and governance maturity vary across regions.

    “These conditions are especially prevalent in decentralised governance systems where capacity and governance maturity vary across regions.”
    Quote in the paperNot a substantial claim
27 of 27

  • The authors state this as an assumption.

    Project success is a cumulative result of well-aligned and mutually reinforcing domains, particularly in planning, execution, teamwork, and leadership.

    “These findings provide empirical support for the assumption that project success is a cumulative result of well-aligned and mutually reinforcing domains, particularly in planning, execution, teamwork, and leadership.”

  • The paper relies on this without support.

    Survey responses accurately reflect actual project management practices and outcomes rather than only perceptions.

    “Third, the use of self-reported data through surveys may introduce bias due to perception-based responses rather than objective performance metrics.”
2 of 2

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

Each contradiction between two passages listed here was confirmed by an independent check.

  • Regression R is lower than an included predictor's outcome correlation

    Major

    Team Collaboration is included in the regression predicting Outcome Usefulness. A multiple regression using that predictor cannot have an overall R of 0.842 when the predictor's reported correlation with the same outcome is 0.85; the gap exceeds the possible rounding at the printed precision.

  • Outcome score is incorrectly called the highest average

    Minor

    The text calls 3.81 the highest average score, but elsewhere reports a higher average of 3.87 for Stakeholder Engagement.

  • Correlation heatmap is assigned two figure numbers

    Minor

    The results direct readers to Figure 2 for the correlation matrix, but its caption identifies it as Figure 4. Figure 2 is separately captioned as the conceptual flow.

  • Liana source year differs within the paper

    Minor

    The framework attributes its empirical failure factors to Liana et al. (2022), whereas the discussion attributes those factors to Liana et al. (2023), the year also given in the reference list.

  • Average-score comparison is assigned the wrong figure number

    Minor

    The text says the average scores appear in Figure 2, while the comparison of average scores is captioned Figure 3.

5 of 5

Citations

Cites

Flagged first, then by citations

Research works printed but not linked: 2

  1. DAFTAR PUSTAKA A Guide to the Project Management Body of Knowledge (PMBOK® Guide) : Seventh Edition and The Standard for Project Management. (2021). Project Management Institute, Inc.
  2. Yu-Chih Liu, J. (n.d.). Differences Between Clients' and Vendors' Perceptions of IT Outsourcing Risks: Project Partnering as the Mitigation Approach. Project Management Journal, 47(1), 45-58. https://doi.org/10.1002/pmj · DOI

Cited by

Still being checked.

Related

Metadata

Authors
Sayyidah, M., Raharjo, T., & Trisnawaty, N. W.
Affiliations
University of Indonesia (ID)
ORCID
Venue
Jurnal Manajemen dan Teknologi Informasi
Publisher
Fakultas Teknik dan Informatika, Universitas PGRI Mahadewa Indonesia
Published
2026-05-05
Volume
16
Issue
1
Pages
24-25
ISSN
  • 2087-5312 (ISSN-L)
  • 2721-7604
DOI
10.59819/jmti.v16i1.5718
OpenAlex
W7161552158
Semantic Scholar
d9a823c7a75aa5b51a05625042ca1f3b96b921c7
Cited by
0
References
9
FWCI
0.00
Type
journal article
Language
en
Open access
Licence
Locations
Jurnal Manajemen dan Teknologi Informasi (publishedVersion, cc-by-sa)
Topics
  • Social Sciences › Political Science and International Relations › E-Government and Public Services
  • Social Sciences › Decision Sciences › Management Science and Operations Research › Construction Project Management and Performance
  • Social Sciences › Business, Management and Accounting › Management Information Systems › Information Technology Governance and Strategy
Keywords
government IT projects, project management challenges, local government IT, stakeholder engagement, project monitoring, leadership support, decentralized governance, Palu

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

A language model drew the claims from the paper on 2026-11-07, under version 3 of the claim definition (model deepseek-v4.1-flash, prompt extract-v3).

A second model labelled each claim on 2026-11-07 (model jev-1.13-20260917, definition revision gold-guideline-v0.2).

Cited sources are checked with a language model’s help (gpt-6-sol).

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review