Titlebook: Responding to Crises in the Modern Infrastructure; Policy Lessons from Kevin F. Quigley Book 2008 Palgrave Macmillan, a division of Macmil

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Introduction,ibe it as ‘one of the most complex management challenges in history’ (1998). Margaret Beckett, Chair of the British Cabinet Committee on Y2K, would refer to the UK government’s response to it as ‘the largest co-ordinated project since the Second World War’ (Hansard, 1999).

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Conclusion,ich such management can be understood as responses to one (or a combination) of three pressures: . those arising from the market, the public and organized interests. The data concerning Y2K come mostly from official UK/US government sources, in-depth, semi-structured interviews and newspaper articles.

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,Risk—A Contested Concept,n service delivery, while at the same time reveal only mixed success in IT projects. Indeed, the—at best—moderate success of many technology projects helped to generate increased interest in managing risks more effectively. In some ways, therefore, the fates of IT management and risk management were joined.

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nderstood as responses to market pressures, public opinion and organized interests. It concludes by providing valuable lessons to those concerned about managing risk and critical infrastructure today.978-1-349-35856-4978-0-230-24164-0

Minatory

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Introduction, become the curse of the age’ (Moynihan, 1996). Moynihan, the senior Senator from New York and respected academic in his own right, was commenting on the results of a Congressional study into a date-generated computer bug that became known as Y2K (Year 2000). President Clinton would eventually descr

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,Risk—A Contested Concept,overnments. These trends reveal optimism on the part of the governments in question about the capacity of IT to improve efficiency and effectiveness in service delivery, while at the same time reveal only mixed success in IT projects. Indeed, the—at best—moderate success of many technology projects

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