The Dimensions of Business Process Change in Electronic Government

2011 ◽  
pp. 44-67 ◽  
Author(s):  
Hans Jochen Scholl
Keyword(s):  
Private Sector ◽  
Business Process ◽  
Business Processes ◽  
Lower Cost ◽  
Developmental Stages ◽  
Electronic Government ◽  
Fundamental Change ◽  
Process Change ◽  
Stages Of Development ◽  
Doing Business

Governments at all levels and across all branches have been urged to become leaner and smarter, providing better and faster service at lower cost. Such fundamental change, however, inevitably impacts the business processes governments work by. So far, though, business process change has mostly been studied in the private sector. Electronic government (e-government, e-gov) appears as a potent enabler when reinventing the way government is doing business. According to Layne and Lee (2001), four stages of development can be distinguished in electronic government. This chapter maps the dimensions of business process change into the developmental stages of electronic government, providing a roadmap for business process change through electronic government.

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.

scholarly journals E-GOVERNMENT DALAM BUSINESS PROCESS REENGINERING ADMINISTRASI PELAYANAN PERIZINAN

2019 ◽  
pp. 73-91
Author(s):  
Agus Supriadi Harahap
Keyword(s):  
Information Technology ◽  
Business Process ◽  
Electronic Government ◽  
Work Processes ◽  
Business Systems ◽  
Building Permit ◽  
Doing Business ◽  
Technology Applications ◽  
Lack Of Commitment ◽  
The City

ABSTRACT Depok is a city that is directly adjacent to the State Capital Jakarta. We know the city very narrow and very expensive housing land, the people’s choice is certainly suburb of the city that faced Depok. People in the sense of disappointment in the management of IMB, ranging from problems of slow and obscurity until the problem. convoluted procedure is coupled with process information that is not clear and always float, eventually the certainty of always not found. This research conducted with qualitative methods, collecting data through interviews, observation and in-depth discussions with informants who are directly related to the issuance of IMB service process, from the entire city of Depok regional organizations involved in the publishing process IMB. The results showed that the application of Electronic Government in the process of publishing Building Permit (IMB) in Depok in West Java has not applied thoroughly and with a system that has not integration. Implementation of Electronic Government in the work units involved in the process of IMB also yet thoroughly and also not maximized in the improvement of work processes (Business Process reengineer). Information Technology applications and infrastructure used in the process of issuing building permit was not optimal in helping the process of IMB. This study also shows the weakness of the role and functions of the organization which accountability in the application of information technology, lack of commitment in the implementation of electronic government, the difficulty of doing business systems integration services network IMB). Keywords: electronic government, business process reengineer.

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.

scholarly journals SUSTAINABLE DEVELOPMENT AND BUSINESS PROCESS MANAGEMENT

2019 ◽  
Vol 10 (3) ◽  
pp. 228-237
Author(s):  
A. L. Lisovsky
Keyword(s):  
Business Process ◽  
Cultural Change ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Business Management ◽  
Environmental Strategy ◽  
Process Change ◽  
Environmental Objectives ◽  
Process Strategy

Business process management to date has not explicitly focused on sustainability as a change objective or driver. Although, approaches relating BPM and Sustainability already exist, e.g. Green BPM is the sum of all management activities that help to monitor and reduce the environmental impact of business processes in their design, improvement, implementation, or operation stages, as well as lead to cultural change within the process lifecycle. The intention behind Green BPM is the incorporation of environmental objectives into the management of business processes. To achieve this objective, BPM has to be extended by ecologically oriented complements, as are the consideration of environmental strategy as a part of the process strategy, or the awareness for energy consumption and pollution. Together with an earlier article consolidates several contributions of the BPM foundations in three underlying process change traditions: (1) the Quality Control tradition, (2) the Business Management tradition, and (3) the Information Systems (IS) tradition. These three traditions propose different approaches to business process change and each emphasizes some practices over others. Currently, there is a tendency of combining the various traditions in a comprehensive BPM approach.

Taking Information Systems Business Process Outsourcing Offshore

2010 ◽  
pp. 1449-1466
Author(s):  
Georgia Beverakis ◽  
Geoffrey N. Dick ◽  
Dubravka Cecez-Kecmanovic
Keyword(s):  
Information Systems ◽  
Business Process ◽  
Business Processes ◽  
Lower Cost ◽  
Business Process Outsourcing ◽  
Study Approach ◽  
Interpretive Case Study ◽  
Operational Costs ◽  
Global Presence

As Business Process Outsourcing (BPO) moves offshore and now includes Information Systems (IS) Processes, there is a need to consider a combination of the two. This article explores the factors that a multinational organisation considered when it “offshored” its IS business processes to lower-cost destinations. It focuses on determining the driving factors and challenges faced during the offshore sourcing project. A single, in-depth interpretive case study approach was used to explore this research topic. The results of this study show that the organisation under investigation was primarily driven to offshore its IS business processes in order to become more competitive in the marketplace. This was assisted by the organisation reducing its operational costs, and establishing a global presence in many lower-cost locations offshore. A model was developed, which illustrates the interrelationships that exist between these concepts.

Taking Information Systems Business Process Outsourcing Offshore

2011 ◽  
pp. 284-301
Author(s):  
Georgia Beverakis ◽  
Geoffrey N. Dick ◽  
Dubravka Cecez-Kecmanovi
Keyword(s):  
Information Systems ◽  
Business Process ◽  
Business Processes ◽  
Lower Cost ◽  
Business Process Outsourcing ◽  
Study Approach ◽  
Interpretive Case Study ◽  
Operational Costs ◽  
Global Presence

As Business Process Outsourcing (BPO) moves offshore and now includes Information Systems (IS) Processes, there is a need to consider a combination of the two. This article explores the factors that a multinational organisation considered when it “offshored” its IS business processes to lower-cost destinations. It focuses on determining the driving factors and challenges faced during the offshore sourcing project. A single, in-depth interpretive case study approach was used to explore this research topic. The results of this study show that the organisation under investigation was primarily driven to offshore its IS business processes in order to become more competitive in the marketplace. This was assisted by the organisation reducing its operational costs, and establishing a global presence in many lower-cost locations offshore. A model was developed, which illustrates the interrelationships that exist between these concepts.

Taking Information Systems Business Process Outsourcing Offshore

2010 ◽  
pp. 2317-2334
Author(s):  
Georgia Beverakis ◽  
Geoffrey Dick ◽  
Dubravka Cecez-Kecmanovic
Keyword(s):  
Information Systems ◽  
Business Process ◽  
Business Processes ◽  
Lower Cost ◽  
Business Process Outsourcing ◽  
Study Approach ◽  
Interpretive Case Study ◽  
Operational Costs ◽  
Global Presence

As Business Process Outsourcing (BPO) moves offshore and now includes Information Systems (IS) Processes, there is a need to consider a combination of the two. This article explores the factors that a multinational organisation considered when it “offshored” its IS business processes to lower-cost destinations. It focuses on determining the driving factors and challenges faced during the offshore sourcing project. A single, in-depth interpretive case study approach was used to explore this research topic. The results of this study show that the organisation under investigation was primarily driven to offshore its IS business processes in order to become more competitive in the marketplace. This was assisted by the organisation reducing its operational costs, and establishing a global presence in many lower-cost locations offshore. A model was developed, which illustrates the interrelationships that exist between these concepts.

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.

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