Every government IT manager is looking for ways to design and maintain more successful systems. Efficient design processes, tested and documented methods of project management, software development, and system upgrades and migrations are all needed. Practitioners want ways to build learning into the IT management process and to anticipate and plan for future technological capabilities. They seek leadership models and ways to bring and keep IT on the agenda of top executives and elected leaders. The cost of IT, and its distribution across different players, is a major concern. This issue covers a broad terrain, ranging from the costs of upgrading aging infrastructure for early adopters, to the costs of implementing systems that require participation, but do not cover the costs, of other organizations. Contract management and oversight of outsourced development and operations are becoming critically important, as is the need to deal with the shortage of IT skills in the labor market. IT managers also need ways to assess the applicability of private sector business models to government initiatives and ways to engage private companies in the operation of public service systems.

• What improvements in design processes will lead to more successful systems?
• What are the common characteristics of successful government IT projects?
• How do and should practitioners identify and adopt "best practices?"
• What methods can government employ to better anticipate changes in the technology environment?
• How should resources be distributed between infrastructure and applications?
• What are the characteristics of effective outsourcing arrangements? What skills, techniques, and knowledge must government contract officers possess?
• What methods of enterprise planning work best in which environment?