scholarly journals A Methodology for Increasing Business Process Maturity in Public Sector

10.28945/3156 ◽  
2007 ◽  
Author(s):  
Mojca Indihar Stemberger ◽  
Andrej Kovacic ◽  
Jurij Jaklic
Keyword(s):  
Public Sector ◽  
Business Process ◽  
Business Processes ◽  
Organizational Structures ◽  
Organizational Changes ◽  
Process Change ◽  
Non Profit ◽  
The Public ◽  
Business Process Maturity

Non-profit organizations such as public sector organizations have some specifics, which make renovation projects significantly different. It is clear that radical changes in the execution of business processes and in the organizational structures are not suitable for the public sector because they are not possible for many, also political, reasons. A business process change in public sector mostly means unification of business processes, automation of some activities and elimination of some unnecessary ones. Organizational changes are achievable only to a certain limit. Therefore classic business process renovation methodologies have to be adapted. The proposed methodology that is presented in the paper has been successfully applied in a process change project at one of the Slovene Ministries, which is presented as a case study. Activities, techniques, and tools are proposed for each of the six traditional business process change project’s stages. Problems and topics to which special attention has to be paid are also discussed.

E-Government-Induced Business Process Change (BPC)

2011 ◽  
pp. 3857-3877
Author(s):  
Hans J. ("Jochen") Scholl
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Business Process ◽  
Business Processes ◽  
Public Information ◽  
Third Wave ◽  
Process Change ◽  
Related Literature ◽  
The Public ◽  
Inclusive Approach

E-government (e-gov) projects have an increasing influence on how government business processes evolve and change. While early e-gov projects focused on government-to-public information and interaction, the second and third wave of e-gov projects also emphasize internal effectiveness and efficiency, along with intra- and interdepartmental as well as intra- and interbranch integration. With these increases in scope and scale of e-gov projects, existing business processes, including core processes, become candidates for improvement and change. While the private-sector-oriented literature on business process change abounds with descriptive and prescriptive accounts, no equivalent has been found in the public-sector-related literature. Although many insights drawn from the private sector may apply, the public sector seems to develop distinct practices. This paper contributes to the understanding of current practices in e-gov-induced business process change, comparing those practices to prescriptions derived from private-sector experience. Among other factors, the more inclusive approach observed in e-gov business process change may explain the higher success rate of public-sector projects compared to those reported from the private sector.

E-Government-Induced Business Process Change (BPC)

2007 ◽  
pp. 92-119
Author(s):  
Hans J. (Jochen) Scholl
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Business Process ◽  
Business Processes ◽  
Public Information ◽  
Third Wave ◽  
Process Change ◽  
Related Literature ◽  
The Public ◽  
Inclusive Approach

E-government (e-gov) projects have an increasing influence on how government business processes evolve and change. While early e-gov projects focused on government- to-public information and interaction, the second and third wave of e-gov projects also emphasize internal effectiveness and efficiency, along with intra- and interdepartmental as well as intra- and interbranch integration. With these increases in scope and scale of e-gov projects, existing business processes, including core processes, become candidates for improvement and change. While the private-sector-oriented literature on business process change abounds with descriptive and prescriptive accounts, no equivalent has been found in the public-sector-related literature. Although many insights drawn from the private sector may apply, the public sector seems to develop distinct practices. This chapter contributes to the understanding of current practices in e-gov-induced business process change, comparing those practices to prescriptions derived from private-sector experience. Among other factors, the more inclusive approach observed in e-gov business process change may explain the higher success rate of public-sector projects compared to those reported from the private sector.

Business Process Re‐engineering in the Public Sector: a Case Study of the Contributions Agency

1998 ◽  
Vol 13 (1) ◽  
pp. 43-50 ◽  
Author(s):  
Barbara Harrington ◽  
Kevin McLoughlin ◽  
Duncan Riddell
Keyword(s):  
Public Sector ◽  
Business Process ◽  
The Public

Motives, Strategic Approach, Objectives & Focal Areas in e-Gov-Induced Change

2011 ◽  
pp. 3916-3933
Author(s):  
Hans J. Scholl
Keyword(s):  
Business Process ◽  
Exploratory Study ◽  
Business Processes ◽  
Lessons Learned ◽  
Process Change ◽  
The Public ◽  
Strategic Approach ◽  
Main Driver ◽  
The Government ◽  
The Web

In its early catalogue and transaction phases, E-Government (e-Gov) has been quite successful, although some critics say that it mainly reaped the harvest of relatively low hanging fruits by making paper-based information accessible over the Web, and also by Web-enabling some existing transaction processes. The subsequent horizontal and vertical integration phases of e-Gov, those critics hold, present a greater challenge and require more technological sophistication and organizational effort. Business processes may need streamlining, change, and even replacement in order to become more citizen-centric and also increase government internal effectiveness and efficiency (IEE). This exploratory study finds that strategies and objectives for reaching the integration phase vary with focal areas and motives. However, e-Gov, it is found, is a main driver of business process change in the public sector. Many practices and lessons learned from private sector reengineering apply in the government context.

E-Government and E-Governance

2005 ◽  
pp. 43-61 ◽  
Author(s):  
Tony Bovaird
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Service Delivery ◽  
Organizational Structures ◽  
Organizational Changes ◽  
Public Agencies ◽  
Public Governance ◽  
The Public ◽  
Organizational Configurations ◽  
Governance Arrangements

This chapter suggests that e-government and e-governance initiatives can potentially have major organizational impacts through three mechanisms: improved decision-making, more intensive and productive use of databases, and better communications. These mechanisms impact on both the internal organization of public agencies and their configuration of networks and partnerships. E-enablement therefore makes obsolete many existing organizational structures and processes and offers the prospect of transformation in both service delivery and public governance arrangements. However, the organizational changes which can be effected through the e-revolution are only just beginning to become evident. While it seems likely that existing organizational configurations in the public sector will not be sustainable, the most appropriate ways forward will only be uncovered through much experimentation within e-government and e-governance programmes. In the nature of experimentation, many of these initiatives will turn out to be unproductive or cost-ineffective, but that is perhaps the necessary price to pay for the level of public sector transformation which now appears to be in prospect.

Towards T-Government by Increasing Process Maturity in Public Sector

2009 ◽  
pp. 15-34 ◽  
Author(s):  
Jurij Jaklic ◽  
Mojca Indihar Štemberger
Keyword(s):  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Process Change ◽  
Process Orientation ◽  
Non Profit ◽  
Front Office ◽  
Flow Through ◽  
Governmental Institutions ◽  
High Level

A successful e-government implementation cannot do without some kind of business process change, not only of the front-office parts of processes, but the entire processes, which often flow through several departmental units or even several government agencies. Further advances of e-government that lead to t-government, are not possible without an integration of business processes. The implementation of t-government requires a high level of business process orientation and typically involves a business process change project. Non-profit organisations have some specifics, which make process renovation projects considerably different. The purpose of this chapter is to present an approach that enables governmental institutions to move towards t-government. The general framework for business process change methodologies, techniques and tools is customised for their needs and extended with several other business process management elements, e.g. measurement of the level of business process orientation in an organisation. The relationship between business process orientation levels and the sophistication of online services is shown through a case study of one of the Slovene ministries, where the proposed adapted methodology has been successfully employed.

Motives, Strategic Approach, Objectives and Focal Areas in E-Gov-Induced Change

2007 ◽  
pp. 68-91 ◽  
Author(s):  
Hans J. (Jochen) Scholl
Keyword(s):  
Business Process ◽  
Exploratory Study ◽  
Business Processes ◽  
Lessons Learned ◽  
Process Change ◽  
The Public ◽  
Strategic Approach ◽  
Main Driver ◽  
The Government ◽  
The Web

In its early catalogue and transaction phases, E-Government (e-gov) has been quite successful, although some critics say that it mainly reaped the harvest of relatively low hanging fruits by making paper-based information accessible over the Web, and also by Web-enabling some existing transaction processes. The subsequent horizontal and vertical integration phases of e-gov, those critics hold, present a greater challenge and require more technological sophistication and organizational effort. Business processes may need streamlining, change, and even replacement in order to become more citizen-centric and also increase government internal effectiveness and efficiency (IEE). This exploratory study finds that strategies and objectives for reaching the integration phase vary with focal areas and motives. However, e-gov, it is found, is a main driver of business process change in the public sector. Many practices and lessons learned from private sector reengineering apply in the government context.

Conflict dissolution in the public sector: A case-study

2001 ◽  
Vol 130 (2) ◽  
pp. 388-401 ◽  
Author(s):  
Carlos A. Bana e Costa ◽  
Fernando Nunes da Silva ◽  
Jean-Claude Vansnick
Keyword(s):  
Public Sector ◽  
The Public
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