• Processes : the design incorporated a new set of security procedures, which barred clerical staff (those who did the data entry work) from amending personnel records of managers and senior officials. In the pre-computer reality, clerks were allowed to amend all records except those of senior officials that were explicitly identified as confidential. Related to security, the design assumed the acceptability of electronic signatures, which would allow forms and other formal documentation to be passed between ministries and departments. In reality, electronic signatures were not legally acceptable. The design also assumed a change in location of many processes, even though many of the basics of personnel record-keeping would remain as they were in pre-existing reality (except for their partial automation). Overall, this created a medium/large design-reality gap on this dimensions. Gap score: 7.
• Objectives and values : the design assumed that the objectives of the project (automation, integration and rationalisation of personnel processes) were shared by all stakeholders. In initial reality, some of these objectives were shared by some senior officials, mainly in OCS and NITU. Many senior officials in mainstream ministries, however, did not share those objectives, and their real values (of hoarding information) clashed with the design assumption that sharing personnel data around government was a good thing. Overall, there was a medium/large design-reality gap on this dimension. Gap score: 7.
• Staffing and skills : the design assumed the presence of a broad range of staff competencies. These particularly included a sizeable NITU team large enough to be posted in every ministry and department (so that they could rapidly address user problems and queries). In reality, the team did exist but was nowhere near the dozens required by the design. The design required a broad spread of personnel-related IT skills that were not present before implementation. The design also assumed that those real IT competencies would be raised by a one size fits all five-day training workshop. This took no account of the reality of a very varied base of existing competencies and a very varied set of training needs. Overall, there was a large design-reality gap on this dimension. Gap score: 8.5.
• Management systems and structures : the design assumed changes in the personnel management system of government, with system responsibilities for data entry being devolved to individual ministries/departments. Formal structures were not intended to change, but the design did assume some changes in the balance of power within informal structures. This meant a medium design-reality gap on this dimension. Gap score: 5.
• Other resources : the design requirement was for budgetary expenditure of several million dollars-worth of direct costs, plus further indirect costs due to disruptions through training. The government had, in reality, set aside resources to cover the direct costs. The design did appear to require more time than some ministry staff felt they had to offer. This meant an overall medium/small design-reality gap on this dimension. Gap score: 4.
• Overall : there was an overall large/medium design-reality gap in this case. Total gap score: 45.5.