Business Process Redesign in Implementing E-Governement in Ireland

2011 ◽  
pp. 217-226
Author(s):  
Martin Hughes ◽  
Murray Scott ◽  
Willie Golden
Keyword(s):  
Information Technology ◽  
Public Sector ◽  
Business Process ◽  
Electronic Government ◽  
Business Strategies ◽  
Competitive Environment ◽  
Business Process Redesign ◽  
Process Redesign ◽  
Road Map

Competitive pressures and improvements in information technology constantly force organisations to re-evaluate their business strategies (Porter, 2001; Venkatraman, 1994). Although public-sector organisations may not operate in a competitive environment, changes in management philosophies are causing public-sector organisations to think and act more like private-sector organisations (Gulledge & Sommers, 2002). Electronic government is one means by which governments can offer more effective and efficient services (Layne & Lee, 2001). This article investigates the evolution of e-government in Ireland. A case study is presented detailing how the Irish government’s e-government strategy was devised and implemented. The success of this implementation yields valuable insights into the identification and management of critical concerns during the evolvement and attainment of business-process redesign in e-government. Cumulatively, these lessons provide a road map for the successful attainment of citizen-centric e-government.

Business Process Redesign in Implementing E-Governement in Ireland

2011 ◽  
pp. 151-157
Author(s):  
M. Hughes
Keyword(s):  
Information Technology ◽  
Public Sector ◽  
Business Process ◽  
Electronic Government ◽  
Business Strategies ◽  
Competitive Environment ◽  
Business Process Redesign ◽  
Process Redesign ◽  
Road Map

Competitive pressures and improvements in information technology constantly force organisations to re-evaluate their business strategies (Porter, 2001; Venkatraman, 1994). Although public-sector organisations may not operate in a competitive environment, changes in management philosophies are causing public-sector organisations to think and act more like private-sector organisations (Gulledge & Sommers, 2002). Electronic government is one means by which governments can offer more effective and efficient services (Layne & Lee, 2001). This article investigates the evolution of e-government in Ireland. A case study is presented detailing how the Irish government’s e-government strategy was devised and implemented. The success of this implementation yields valuable insights into the identification and management of critical concerns during the evolvement and attainment of business-process redesign in e-government. Cumulatively, these lessons provide a road map for the successful attainment of citizen-centric e-government.

Information Technology-Enabled Change: The Risks and Rewards of Business Process Redesign and Automation

1994 ◽  
Vol 9 (4) ◽  
pp. 267-275 ◽  
Author(s):  
Kirk D. Fiedler ◽  
Varun Grover ◽  
James T.C. Teng
Keyword(s):  
Information Technology ◽  
Business Process ◽  
Functional Change ◽  
Organizational Processes ◽  
Organizational Improvement ◽  
Business Process Redesign ◽  
Process Redesign ◽  
Effectiveness And Efficiency

Information technology-enabled business process redesign is a means of levering the power of information technology to change organizational processes radically resulting in substantial improvements in corporate effectiveness and efficiency. Some of the greatest opportunities for organizational improvement using IT are associated with the support of processes that cross functional boundaries. In this search for improvement, it is important to recognize that there are both process risks associated with business process redesign and structural risks associated with crossing functional boundaries. This paper proposes a model that relates the risks and rewards of IT-enabled change and reports on the experience of 59 organizations. The study found that organizations tend to emphasize either cross-functional business process redesign or intrafunctional automation projects. The results suggest that corporations that wish to take advantage of the rewards available from information technology-enabled change should recognize the risks associated with cross-functional change and process redesign.

A Tutorial Case Study

2011 ◽  
pp. 284-313
Author(s):  
Victor Portougal
Keyword(s):  
Production Planning ◽  
Business Process ◽  
Computer Support ◽  
Planning Systems ◽  
Business Process Redesign ◽  
Process Redesign

This case study is intended as a tutorial. The case solution is given up to the endof the business process redesign stage. The SAP implementation (quite similarto that described for EA Cakes Ltd.) is left to the readers of the book (or tothe students, if the book is used in education). The main lesson of this case isthe following: though the company does not look like EA Cakes Ltd., and thegoals of the production planning systems are different, nevertheless, analogousSAP solutions can be used to give computer support to the production planningstaff.

scholarly journals A Roadmap to Critical Redesign Choices That Increase the Robustness of Business Process Redesign Initiatives

2021 ◽  
Vol 7 (3) ◽  
pp. 178
Author(s):  
George Tsakalidis ◽  
Kostas Vergidis
Keyword(s):  
Business Process ◽  
Illustrative Case ◽  
Phase Selection ◽  
Business Process Redesign ◽  
Process Redesign ◽  
Domain Experts ◽  
Systematic Exploration ◽  
Illustrative Case Study ◽  
Selection Of

The elaborate analysis of a business process (BP) typically informs its potential for business process redesign (BPR), but the latter is usually conducted in a non-systematic way. The purpose of this paper is the introduction of the Business Process Redesign Capacity Assessment (BP-RCA) framework that assesses the redesign capability of BP models, prior to their implementation. This study combines key redesign features introduced by domain experts, to a conceptual framework that takes into consideration an inclusive set of BPR components in three consecutive phases, towards facilitating organizations in the practice of redesign decision making. In this paper, an illustrative case study is used to present the initial phase (selection) of the framework. To assess the usability of the BP-RCA, the authors reviewed twelve established redesign initiatives from literature which proved to implicitly follow similar steps to the proposed framework. The findings indicate that the BP-RCA framework provides a systematic exploration of fundamental redesign aspects and can be used as a reliable measurement of the redesign capacity of candidate BP models. The framework also provides practitioners with the necessary methodology for increasing the BPR effectiveness, the robustness of the varying initiatives and the overall innovativeness of businesses.

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