The aim of this study is to contribute to an ongoing debate of why policy implementation is difficult in developing countries by exploring the challenges affecting electronic government (e-government) implementation in Lesotho. Yet, the why question remains a largely under-investigated area of scholarship. Despite the fact that implementation has emerged to be problematic across the world, literature shows that developing countries generally find it more difficult to implement government policies. While policy implementation has increasingly been recognised as necessary for bridging the gap between policy goals and expected results and desired impacts, the process itself is dynamic, complex and problematic and has yet to be adequately understood. Governments formulate and implement public policies to intervene in the problems in the society. Citing the more common errors in human judgment and drawing on numerous examples, we offer guidelines by which project planning can begin to work as it was intended: on behalf of the project rather than at cross-purposes with the project's goals. This article addresses some of the reasons why projects and project management have failed to live up to lofty expectations, arguing that the seeds of failure are often sown from the outset through flawed project planning. Data suggest that within various industrial components, such as IT, failure rates for projects are high even 'successful' examples typically run well over budget and behind schedule. Unfortunately, the track record for project development has not been strong. At the same time, project management is a core skill requirement for numerous corporations worldwide hoping to harness a means of improving both the efficiency and effectiveness of their operations. Among other functions, projects are used to develop new products and services, improve operations flows, implement innovative information technologies, and conduct primary RED.
Project-based work has become a critical component of global industrial activity.
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