strategic impact study of online grievance redressal management system of burdwan municipality ...

STRATEGIC IMPACT STUDY OF ONLINE GRIEVANCE

REDRESSAL MANAGEMENT SYSTEM OF BURDWAN MUNICIPALITY

Subhendu Maji

Strategic Impact Study of Online Grievance Redressal Management System of Burdwan Municipality Author: Subhendu Maji

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Contents Table of Figures ....................................................................................................................................... 3

1 Introduction .................................................................................................................................... 4

2 Organisational Background of the Firm .......................................................................................... 5

3 Technological System Background.................................................................................................. 7

4 Implementation Process ................................................................................................................. 9

4.1 Initiation ................................................................................................................................ 10

4.2 Project Management ............................................................................................................ 10

4.3 Requirement Analysis ........................................................................................................... 10

4.4 Rollout Planning .................................................................................................................... 11

4.5 Budget / Funding ................................................................................................................... 11

4.6 Process Re-engineering ......................................................................................................... 11

4.7 Legal Compliance .................................................................................................................. 11

4.8 Software Development ......................................................................................................... 12

4.9 Hardware and Software Implementation ............................................................................. 12

4.10 Testing ................................................................................................................................... 13

4.11 User Training ......................................................................................................................... 13

4.12 Promotion ............................................................................................................................. 13

5 Strategic Impact Analysis .............................................................................................................. 14

5.1 The Change Management ..................................................................................................... 14

5.2 Impact Assessment ............................................................................................................... 16

5.2.1 SWOT Analysis ............................................................................................................... 16

5.2.2 PESTEL Analysis ............................................................................................................. 17

5.3 Impact Analysis ..................................................................................................................... 18

5.3.1 Operational ................................................................................................................... 18

5.3.2 Structural ....................................................................................................................... 18

5.3.3 Social ............................................................................................................................. 19

5.3.4 Cultural .......................................................................................................................... 19

5.3.5 Legal .............................................................................................................................. 19

5.3.6 Ethical ............................................................................................................................ 19

5.3.7 Technological ................................................................................................................ 19

5.3.8 Political .......................................................................................................................... 19

6 Assessment of the Implementation (PIR) ..................................................................................... 20

7 Proposition for the Future IS Strategy and Conclusion ................................................................. 22

Reference .............................................................................................................................................. 23


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Table of Figures Figure 1 Organisational structure of Burdwan Municipality ..................................................... 5

Figure 2 Administrative Structure of India (Rajkumar, 2009) .................................................... 6

Figure 3 1st IT Infrastructure ..................................................................................................... 7

Figure 4 Transitional IT Infrastructure ....................................................................................... 7

Figure 5 Recent IT Infrastructure ............................................................................................... 8

Figure 6 Website of Burdwan Municipality ............................................................................... 8

Figure 7 Project Implementation Flowchart .............................................................................. 9

Figure 8 Project Management Approach ................................................................................. 10

Figure 9 Spiral Model (Thompson & Bernie, 2008) ................................................................. 12

Figure 10 Online Grievance Redressal System Interface (IT Coordinator, 2013) .................... 12

Figure 11 Old Process old Grievance Redressal ....................................................................... 14

Figure 12 New Process of Grievance Redressal ....................................................................... 15

Figure 13 SWOT analysis .......................................................................................................... 16

Figure 14 Number of grievance redressal application graph .................................................. 18

Figure 15 Citizen Satisfaction Survey ....................................................................................... 21

Figure 16 Increase in e services use (2013) ............................................................................. 21


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1 Introduction

This report is a strategic impact study of online grievance redressal management system

of Burdwan Municipality. The organisation implemented an online grievance redressal

system for the citizens replacing the existing paper based manual system which was in

vogue for more than a century.

There was a century old manual procedure for grievance management, where the

citizens used to write letter to the redressal manager and the redressal was supposed to

take the initiative to take up the issue with the concerned level of the organisation. But

in reality most of those were not addressed, because the redressal manager was on the

same level of the person against whom the complaint is. There were some genuine

efficiency and integrity issues.

As the organisation is headed by the political representatives they used to get grass root

level feedback about the unhappiness of the citizens. The politicians never wanted their

voter citizens to be unhappy. The organisation wanted to improve citizen experiences to

allow them to fill online grievances which riches all the concerned hierarchy

automatically and acknowledge them of the resolution by email and SMS.

The online grievance redressal management system is an online web interface for

citizens where citizens or users could inform organisation their grievances on any service

delivery issue. Being a local government the organisation is in a continuous process of

organisational development, it cannot be denied that still there were inefficiency,

mismanagement and corrupt practices. As a result the citizens are not always happy

they had grievances. This system implementation was initiated to address this issue.


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2 Organisational Background of the Firm

Burdwan Municipality is an urban local body (ULB) government organisation in Burdwan

town. This is the main civic body responsible to manage and improve the lifestyle of the

town. Burdwan Municipality was established in the year 1865, and the town is very old

and historic. Burdwan is the principal town and civil station of the district; it was also a

district capital of British India. The present population of the municipal area stretched

over 26.30 sq. km is 347,016. It has thirty five wards and five development zones or

boroughs.

This organisation is a political organisation and representatives are elected through

public voting every five years. The organisation is headed by the Chairman of the

municipal council who is also an elected public representative and elected by all the

ward representatives. There are chairman-in-council members who are responsible

various individual departments. There is a parallel administrative system in place headed

by executive officer followed by the secretary. All the departments are headed by

department heads, and the sections by section heads.

Figure 1 Organisational structure of Burdwan Municipality


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It is the third tier or the bottom most tier of the Indian three tier government system.

The organisation collects tax, toll and rents and also receives project based funding from

state, national government and international bodies like DFID. The organisation provides

all the civic services to the citizens of the town like area planning, community services,

sewerage & sanitation, roads, transport, water supply, social forestry, health care, death

& birth registration and hospitality & tourism etc.

Figure 2 Administrative Structure of India (Rajkumar, 2009)

As the organisation is a local self-government there are some constraints which prevent

it from using modern technology. The key reason is weak financial condition and less

skilled human resource. Also this organisation was governed by laws made a century

ago, which are incapable to meet present needs and sometimes conflicting and

preventive. Though within limitations this organisation took adequate measures to

adopt new technology in various fields; like, healthcare, automated solid waste

processing, modern printing, construction and planning etc.

India has seen e-governance growth in the last couple of years. All most all the national

and state government departments and services ware computerised through national e-

governance plan. The plan encouraged the local governments to take self-initiative to

implement computerised service management and delivery. Though the organisations at

the grassroots level was incapable to manage technology implementation and without

adequate funding.


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3 Technological System Background

Being a local self-government the organisation was not much exposed to information

technology systems. Depending on some individual

and departmental initiative initially the organisation

developed some software tools in-house to be

installed on individual systems to computerise the

work process. Later all the systems were connected

through a mess network and though still then the

system used to work independently, network used to

share files and to use the internet. At that time there

were challenges like lack of computer literacy at the

end user level and inadequate infrastructure.

All though a few years back the Burdwan Municipality

took initiative to implement e-governance with the

help of DFID to improve transparency, provide quick

info, increase administrative efficiency and improved

public service delivery. That was the time when the

organisation got first manpower for information technology, before that only a handful

of employees knew how to use a computer.

Gradually the organisation started to implement

information technology projects. E-governance

projects were implemented in various departments.

This approach eventually helped the organisation

leveraging the power of IT.

Now all the departments and the different offices of

the organisation spread across the city are connected

through optic fibre centralised managed and secured

network. The present infrastructure includes State-

of-the-art data centre, hi-tech admin space, team

meeting rooms etc. The main office hosts a mini data

centre with several secured server infrastructure with

almost 100% uptime and efficient performance. All

the employees are trend to use the computer and the

required software and all of them use those to

perform their official work. The organisation has got software to manage various

departmental workflows which are interconnected to other departmental processes.

The software is capable of exchanging information with various departments as well as

other related external organisations. All the citizen services interfaces are computerised.

Figure 3 1st IT Infrastructure

Figure 4 Transitional IT Infrastructure


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Some processes uses the benefit of digital convergence, like tax collection through GPRS

connected handheld devices, GPS, GIS and 3D map based field inspection by civil

engineers, instant holographic birth certificate delivery etc. Now it is one of the high

tech government organisations in the country.

The latest addition to the system was

citizen service website of the

organisation. The website is a modern

content management system based

modular and scalable web publishing

platform to meet all the state-of-the-art

modern day web need. The website

contains all the citizen services

information provided by the organisation

and the delivery process of the same. The

site also hosts interactive real-time info

services like death birth registration

query, GIS and satellite map etc. To

implement the feature of online citizen

charter the site also hosts an online

grievance redressal management system,

this implementation is to be studied and

analysed here.

Figure 5 Recent IT Infrastructure

Figure 6 Website of Burdwan Municipality


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4 Implementation Process

The organisation initiated the planning and implementation of an online grievance

redressal management system. Initially responsibilities were given to IT Steering

Committee to formulate the implementation process. The committee came up with the

implementation flowchart after considering all the technological, organisational and

social facts.

Here is the flowchart of the solution implementation process for the new system -

Initiation

Authority

Approval

End of Project

No

Project Management

Team Allocation

Yes

Requirement Analysis

Requirement Analysis

Planning / Activity Listing

Budgeting Authority

Approval

No Yes

Process

Re-engineering

Authority

Approval

No Yes

Tender Notification &

Award Contract

Development of Software Module

Software & Hardware

Implementation

Approval Testing

No Yes

User Training Service Launch Promotion

Review report

Figure 7 Project Implementation Flowchart


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4.1 Initiation

The first initiative was taken in an informal meeting between the Chairman and IT

Coordinator, and then there were several formal meetings to discuss the present system

inefficiency and ways to overcome that. Some changes were made to the existing

system to improve that, but it failed to perform. Later the IT department prepared a DPR

(Detailed Project Report) to overcome the problem using an online system. The DPR was

placed before the board-of-councillors for approval, and it was approved.

4.2 Project Management

To manage and oversee the whole project of an online grievance redressal system, a

committee was formed headed by the organisation head and convened by the IT

Coordinator, consisting

members of different

departments and

stakeholders. The

committee was given

autonomous power to

implement the project,

only budget and process

re-engineering required to

be passed by the board of

councillors. As per the

Secretary of the

organisation a management approach ware followed similar to Figure 8 Project

Management Approach.

4.3 Requirement Analysis

To finalise the requirement of the system several meetings and small group discussions

were taken place. A detailed technical specification of the grievance redressal system

ware prepared after considering all the internal and external inputs. The technical

specification looks like a ticket management system with issue posting, replying and

assignment features, though it is quite different from any conventional ticket

management system. It was also stated that the look and feel of the new grievance

redressal system interfaces will match the existing portal design to have similarity and

uniformity of design on all pages across the site.

The requirement specified some minor changes to the webserver of the organisation. It

also mentioned the system specification and network infrastructure requirements.

While accessing the requirements it was also found that the organisational law dealing

with grievance redressal is out-dated and need to be amended to suit the need of the

Figure 8 Project Management Approach


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present system. Also there is a need of aliasing the departmental position names for an

appropriate structure to suite online grievance redressal system.

4.4 Rollout Planning

To plan the rollout several meetings were held in various stages, after thorough

discussion it was decided that the grievance redressal system to be custom built as a

part of the online services offered from the citizen service website.

The existing citizen service portal is a Joomla content management system based

platform built with PHP and MySQL. So it was decided to custom built the system as a

component of Joomla to be written in PHP and in the backend a database of MySQL to

be used. It was also decided that the IT department will outsource the development of

the component, and integration with the present website will be done in-house.

4.5 Budget / Funding

A detailed budget estimation ware prepared considering various costs involved in rolling

out the project. On completion of the budget report it was sent to the finance for

necessary approval. Then it was sent to the authority for final approval. Main expenses

head of the budget were development cost, training cost and promotion cost. The

amount of the budget is not disclosed and there were two revised budget for this

project.

4.6 Process Re-engineering

While making the requirement specification it was realised that the workflow of the old

system was having many loopholes which prevented it from being effective. The

organisation decided to re-engineer the process of redressal. A group supervised by the

executive officer ware formed to look into this matter. Various existing and amendable

laws were considered; also existing work and performance data were analysed to come

to a conclusion. The group recommends a new workflow to address the existing issues in

the system. It required a massive revamp in the workflow and some laws needed to be

amended. After several meetings and rectification the new workflow ware finalised and

adopted by the organisation.

4.7 Legal Compliance

The existing law was century old and had no provision for electronic services. Before

rolling out of the service the existing organisational law was amended and passed at the

board meeting with new features and provisions to facilitate the online grievance

redressal system. The new law was made stricter and more effective punishment for

negligence ware introduced.

It was also insured that the system complies with the national and state Privacy Act, IT

Act and Right to Information Act. An appropriate policy was defined to comply with


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these laws and the required permissions were acquired. The terms & condition and

privacy policy of this service ware defined in accordance to the different applicable laws.

4.8 Software Development

Based on the requirement specification a tender ware invited and the contract were

awarded to an external software vendor. The

vendor started developing the system based

on the initial requirement specification.

Several mock-ups ware shown by them to

finalise the information architecture of the

system. A hybrid model was followed for the

development lifecycle. Initially SDLC waterfall

model ware followed, till completion of the

first phase of the development. The initial

software requirement specification was not

no complete and users were not able to

specify their need as they were not familiar

with the system, even the manual system. As a result the SDLC Spiral model ware

followed till the completion of the component development.

4.9 Hardware and Software Implementation

Necessary changes to the web server ware made and network configuration was done

following the best industry practices and standards. Though there were not many

changes to make but effective policy setting in the firewall was important for the

security and availability of the system.

Figure 10 Online Grievance Redressal System Interface (IT Coordinator, 2013)

The customised software or rather the component of the site was attached to the main

site. The component was not publicly available at that time. The changes were made in

colour scheme to make the look and feel the same as in the main site. The component

ware enabled to use the same user authentication system on the site.

Figure 9 Spiral Model (Thompson & Bernie, 2008)


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4.10 Testing

A thorough sandbox testing was conducted by the IT department in the first phase of

testing. The department also conducted penetration testing to find vulnerabilities of the

system; the system passed the test efficiently.

In the second phase of testing various real life cases ware simulated and processed by

the system alongside the manual system with the help of few internal users of the

system who were involved in the development phase and had some idea about the

system. The system performed well as per the need of the user except some minor

changes to make.

4.11 User Training

Training of departmental users ware conducted on the redressal laws, manual system,

automated online system and the ethical issues. Training was organised for separate

levels of hierarchies separately to make them understand their responsibilities at their

level for an efficient monitoring and redressal system.

Hand on training was provided to the community helpers who provide hand hold

support to the citizens to use different system provided by the organisation.

4.12 Promotion

A strong socio-political campaign was done to make the citizens aware of the system

and the benefit of using it. It was a lucrative agenda for the political parties to reach

their voters; as a result the system got huge popularity. Some social organisations who

promote organisational transparency also helped to make people understand the

benefit of the system.

Officially the municipality took IEC (Information, Communication and Education)

initiative through the use of various ICT tools, handbills, hoardings and news publication

etc. A special web banner promotion campaign was also done to inform the existing

users of the site to use the new service.


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5 Strategic Impact Analysis

Implementation of online grievance redressal system for Burdwan Municipality was a

complex and multi stakeholder based process. The implementation was somewhat

smooth but time taking. The implementation had to go through some change

management process which comes with a huge strategic impact on the whole

organisation.

5.1 The Change Management

Change management was a major part of this implementation. Whatever the success or

failure the project is, the major reason for that is the change management. The key

managed change in this project was redressal process re-engineering. The old process

and departmental data were analysed and found that the process is no more suitable.

Figure 11 Old Process old Grievance Redressal

The main problems with the old process (as in Figure 11) was –

Dependency on the non-authority position for acceptance.

The whole process is managed by a single person.

No follow-up and Feedback mechanism within organisation.

Anonymous application was not possible.

One sided resolution.

Was not easy to track application.

Resolution process was not time bound.


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To overcome the above mentioned problems a new workflow was designed to address

the identified problems and accommodating the present day demands.

Figure 12 New Process of Grievance Redressal

The new process is enabled with-

Multi person and multi stage decision making.

Direct authority intervention.

Swift information exchange between departments.

Fair scope of explanation to applicant and accused.

Provision of anonymous application.

Easy application tracking and scalable process management.

Time bound resolution of the grievances.

Instant feedback of resolution to the applicant.

The above charts show that how important it was to reengineer the redressal process to

make it contemporary. Apart from changing the process some laws and acts had to be

amended by multiple authorities to make the process effective. The amended law

enabled the process to be time bound, friendly and rigorous when any negligence found.

The processes ware designed in such a way that it took only three weeks to migrate

from old process to the new system. The new system was accommodated to handle the

previous issues. The change management for the new process ware handled well and

efficiently.


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5.2 Impact Assessment

To assess the impact of the implementation on the organisation and the various

stakeholders, SWOT and PESTEL analysis methods are used to view the implementation

from different angles and analyse them to ascertain how it had an impact on

stakeholders and organisations.

5.2.1 SWOT Analysis

Strengths, weaknesses, Opportunities and Threats are part of any technology project

implementation. The chart below shows the same.

Strengths

Expanded Reach

Available 24 X 7 X 365

Direct Authority Intervention

Better communication with stakeholders

Usage of Information Convergence

Shorter Resolution time

Better system awareness

Weaknesses

Fear of Non Anonymous use

User need to be computer savvy

No paper evidence of grievance submission

Third party service dependence for Notification sending.

Intern

al

Opportunities

Making the system anonymously to protect privacy

Easy collaboration with other organisation

Better citizen Engagement

Better compliance with law and standards.

Efficient use of citizen charter.

Threats

The user may not like to use non anonymous system

Privacy may be compromised

Over usage of the system may halt the system

Political Campaign against the system

External

Positive Negative

Figure 13 SWOT analysis

From the above table is visible that the implementation had more positive impact

expressed by Strengths and Opportunities rather than the negative impact through

Weaknesses and Threats. Though it is a fact that only strengths and weaknesses of the

implementation is the internal factor of the organisation and could be controlled. On

other hand Opportunities and Threats are external forces and stakeholder dependent,

though those are not controllable but manageable. It is also visible that the anonymous

use is a concern matter for the success of the project.


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5.2.2 PESTEL Analysis

This implementation is better analysed using this framework. The implementation

process has major political, economic, social, technological and legal effect on the

organisation and the stakeholders.

Impact Type Description

P Political

The politician wanted their voter citizens to be happy, that is why this initiative was taken.

Consensus between political parties worked for better implementation.

All the political parties wanted to promote this as their achievement.

Political parties promoted this to their advantage which directly promoted the system itself.

E Economic

The new system increased the efficiency of the employees, which generated extra manpower hour.

The new e system reduced use of paper, ink and electricity.

The system has enhanced the image of the organisation; it indirectly increased the organisational brand value.

More users used the website in order to use the new system, and the same system has an online tax payment facility, so it helped to gain more revenue.

S Social

The new system helped to reduce corruption within the organisation which helps in social change.

The system enabled the citizens to defend their right to the services offered by the municipality.

T Technological Another feather in the wings of e-governance initiative.

Citizens used this and all the other services more.

The system is available 24 x 7 x 365.

E Environmental

The e processing of the documents significantly reduced paperwork; which resulted in huge paper saving.

The new system also reduced printing and photocopying, saving electricity & ink.

L Legal

Updated the law, which enabled shorter resolution time.

The new law provided a fair scope of explanation to the applicant and accused.

Provision of an anonymous application made amending the old law.


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5.3 Impact Analysis

The project had a remarkable impact on the organisation as a whole; it benefited the

organisation and other stakeholders both directly and indirectly.

5.3.1 Operational

The new system changed the way the old system worked; there was a radical change in

the effectiveness of the process. Monthly total number of applications reached ten

times in volume. Though it is noticed that over the time the new manual application

system grew significantly and the online application volume decreased.

Figure 14 Number of grievance redressal application graph

5.3.2 Structural

There were major changes in the structural way of the delivery. As discussed earlier the

whole process was re-designed to facilitate the implementation, which resulted giving

huge benefit to the organisation.

It is also found that the reason behind the success of the manual process is the process

re-engineering; the new system is more relevant and contemporary irrespective of

delivery channels.

29

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300

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2012 2012 2012 2013 2013 2013 2013 2013 2013 2013 2013 2013 2013 2013

Number of application Paper Based System

Web Based System

Total Application


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5.3.3 Social

The system itself is a result of a change in the social system; the politician felt the need

of listening to the grievances of the citizens which never happened earlier. The new

system increased confidence and faith in the organisation.

The new system also helped to reduce corruption within the organisation which helps in

social change.

5.3.4 Cultural

The new system had a huge impact on bribe taking and giving. Employees felt the fear of

being caught and the citizens were more conscious of their rights. It changed the work

culture of the organisation effecting transparency, efficiency and compliance.

5.3.5 Legal

The new system enabled the organisation to amend the century old law as per the new

system which became more relevant. The process of amending other laws was

encouraged and changes were made, which is an indirect benefit of the implementation.

5.3.6 Ethical

The implementation forced the increase of moral and ethical value of the employees.

The organisation ware also able to deliver the services in an ethical manner. Overall the

new system boosted the ethical value within the organisation and stakeholders.

5.3.7 Technological

The new system ware able to engage citizens to the digital delivery platforms of the

organisation more than ever. The implementation also indirectly benefited other e-

governance module implementation in terms of training and collaboration within and

outside the organisation.

5.3.8 Political

The new system is a result of political awareness. Changes observed in the way the

politicians think regarding organisational governance and service delivery. This process

also enabled political parties to come under the same umbrella, which is a good sign for

a maturing democracy.

The political parties also got and gave benefit promoting the new system; it enhanced

credibility of the organisation and the political parties.


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6 Assessment of the Implementation (PIR)

The organisation has not done any post implementation review yet. The process was

started a few months back but halted due to lack of manpower. Some meetings took

place to review the post implementation scenario. Some information received from

those meeting minutes and personal interview of the key functionaries like executive

officer, ex-chairman and the secretary of the organisation.

As per the feedback received, the scope of the post implementation review of the online

grievance redressal system implementation project is Service delivery performance,

Technical system performance, Legal compliance, Implementation & Project

completeness and Budget adherence.

Implementation & Project completeness: As per the organisational feedback the project

implementation is complete though the system bug fixing will continue throughout the

product Lifecycle. The project implementation was somewhat smooth and timely.

Service delivery performance: Overall service delivery performance is very satisfactory

and beyond expectation. The new system is capable of handling more application with

the existing infrastructure. The system delivers results in an effective and timely manner

as a result citizens are more encouraged and the number of applications is rising day by

day.

Technical system performance: The technical system performance is also very

satisfactory. The application processing backend is performing efficiently and the

hardware systems are running stable. Though the total number of applications is rising,

but the organisation is not so happy with the reducing number of online application.

There is a possibility of revamping the online citizen interface of the system.

Legal compliance: The new system is working efficiently in compliance with the law

though still there are some conflicting law which needs to be changed, but those are not

in the scope of this project.

Budget adherence: The project completed within the specified amount of the revised

budget. The initial budget had to revise twice to meet the projected demand.

As per the organisation the project is a success. The process witnessed multi fold growth

in the number of new grievance redressal application in the last few months.

29 34 11

160276

388 337 310 296 288 292 286 318 308

October November December January February March April May June July August September October November

2012 2012 2012 2013 2013 2013 2013 2013 2013 2013 2013 2013 2013 2013

Total Application


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To assess the impact of the implementation the organisation conducted an online citizen

satisfaction survey regarding the online grievance redressal system, here are the results.

Figure 15 Citizen Satisfaction Survey

The organisation also claimed that due to successful implementation of the project

overall interest in the online services provided increased. As a result a stable increase in

new user SignUp for e services use has been noticed.

Figure 16 Increase in e services use (2013)

Overall the project was a success as per the organisational functionaries. Though it

should be mentioned that the main project of online grievance redressal was not very

successful as the number of online application is coming down steadily. The organisation

needs to take adequate measures to grow interest in the online system.

9%

31%

27%

18%

8%

7%

Excelent

Very Good

Good

OK

Bad

Very Bad

463

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745801

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9381020 973

0

200

400

600

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Increase in e services use

New User


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7 Proposition for the Future IS Strategy and Conclusion

Being the project a mix of success and not so successful (not failure), the project has

some scope of improvement. Some areas could be improved to attract more online

applications.

Though no change of policy required, hence the views of the Board on this issue need to

be sought and consultants or domain experts may be appointed to increase the quality

of service. The organisation needs to be innovative to promote the online service.

Some of the suggested strategies for involving more users in online applications are –

Starting a reward program to attract users.

Addressing the anonymity issue, educate the users.

Create self-explanatory animation or video on how to use the system.

Coupling the service with other online services which users use the most.

Prominently advertise in online portal.

Promise that the online application will be processed faster, do so.

It is also very important to overcome the weaknesses and threats of the project and

encash the opportunities as discussed earlier. A regular review of the performance of

the system, monitoring of compliance need to be performed for sustainability of the

project.


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Reference

IT Coordinator, 2013. Burdwan Municipality - Online Grivance Redrasal. [Online]

Available at: http://burdwanmunicipality.gov.in/en/online-services/online-grievance-

redresal-system.html [Accessed 05 December 2013].

Rajkumar, V.P., 2009. Setup of India. [Online] Available at:

http://en.wikipedia.org/wiki/File:Setup_of_India.png [Accessed 2013 December 06].

Thompson & Bernie, 2008. Boehm’s Spiral Revisited. [Online] Available at:

http://leansoftwareengineering.com/2008/05/05/boehms-spiral-revisited/ [Accessed 22

November 2013].

Originally prepared for Strategic IT (COMP1679) course in partial fulfilment for the degree of Master of Science in

Management of Business Information Technology. Dept. of Computing & Information Systems, University of Greenwich

http://burdwanmunicipality.gov.in/en/online-services/online-grievance-redresal-system.html

http://burdwanmunicipality.gov.in/en/online-services/online-grievance-redresal-system.html

http://en.wikipedia.org/wiki/File:Setup_of_India.png

http://leansoftwareengineering.com/2008/05/05/boehms-spiral-revisited/


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strategic impact study of online grievance redressal management system of burdwan municipality ...

Technology

strategic impact analysis

project management

change management

impact assessment

requirement analysis

swot analysis

pestel analysis

software implementation