scholarly journals KEY PERFORMANCE INDICATORS FOR E-GOVERNMENT: METHODOLOGICAL APPROACH TO INDICATOR DEVELOPMENT

2018 ◽  
pp. 322-339
Keyword(s):  
Organizational Performance ◽  
Public Administration ◽  
Business Process ◽  
Business Intelligence ◽  
Performance Indicators ◽  
Methodological Approach ◽  
Key Performance Indicators ◽  
Process Performance ◽  
The Public ◽  
Government Development

It is often assumed that modern information technology (IT) is a source of performance improvement. Empirical research has not univocally confirmed this assumption, since complex, extensive and resource demanding IT tools require extensive organizational restructuring, in order to be properly and successfully implemented. This generates the need to create and use business intelligence and key performance indicators (KPI) to obtain a high quality basis for making decisions in real time. In this paper, authors analyze the existence of a potential relationship between the methodological approach to defining business intelligence (BI)-related KPIs and achieving business process performance, as well as the overall organizational performance. The methodological determinants of the process, in which the KPIs are defined, are empirically analyzed and associated with the two discussed aspects of performance. The empirical analysis is conducted for the case of e-government development, with the special emphasis on countries from Central, East and South-East Europe. The E-Government development is measured by two KPIs, which have been defined, by strictly following the recommended BI methodology. The two KPIs are related to a business process, performed by the public administration, which can be greatly facilitated by the introduction of E-Government. This is the process of opening a new enterprise, which can be also viewed as one of key measures of the national economic and entrepreneurial development. The public administration performance in serving the needs of new entrepreneurs for company registration is, therefore, considered in terms of E-Government performance. Two KPIs used measure the procedural complexity and costs for opening a new enterprise in a sample, consisting of 28 European Union member-states. The statistical analysis uses secondary data, available from the official Eurostat Web pages. The empirical results confirm the existence of the hypothesized relationship between the methodological procedures for developing KPIs and the process performance, which affirms the need to develop both E-Government, as well as other processes in public administration, by using solid planning and methodological approaches.

scholarly journals THE MANAGEMENT SYSTEM OF BUSINESS PROCESS EFFICIENCY

2017 ◽  
pp. 66-74 ◽  
Author(s):  
Alina Igorevna Lykova
Keyword(s):  
Performance Management ◽  
Business Process ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Key Performance Indicators ◽  
Process Efficiency ◽  
Process Performance

Business process management and performance management merge with each other as business process management evolves. Efficiency is a characteristic of the system in terms of the ratio of costs and results of its functioning, ability to lead to given results. Efficiency in the concept of process management is the measurement of predefined operational characteristics of the process: qualitative and / or quantitative indicators that characterize the process. The main indicators of process efficiency are the process efficiency indices. In addition, in the theory of performance management key performance indicators are emitted. Although they have much in common (relatively constant, measurable, assess progress, etc.), the main difference between these indicators is that process performance indicators measure operational efficiency, while key performance indicators represent the business objectives that the company wants to achieve at a strategic level. There are different types of the process performance indicators: productivity and effectiveness, temporary, costly, high-quality; early and late. Process performance indicators are assigned to each process to monitor its effectiveness and to correlate the achievement of the process goal and the costs to achieve this goal. The establishment of key performance indicators depends on the organization's strategy and is implemented using methodologies developed and tested in practice, the most popular of which is the Balanced Scorecard. With the purpose of forming a control loop for the efficiency of business processes, the principles of managing the efficiency of processes are singled out: the level of development of performance management directly depends on the level of process maturity of the organization; when analyzing the process, performance indicators are primary, and then productivity; understanding customer motivation when evaluating the process; evolutionary measurement of effectiveness. The performance management framework of business processes consists of planning, execution (which also consists of performance monitoring processes for each selected process), verification and updating.

Improving the efficiency of public administrations through business process reengineering and simulation

2015 ◽  
Vol 21 (2) ◽  
pp. 419-462 ◽  
Author(s):  
Marta Rinaldi ◽  
Roberto Montanari ◽  
Eleonora Bottani
Keyword(s):  
Public Administration ◽  
Business Process ◽  
Business Process Reengineering ◽  
Service Level ◽  
Future Research ◽  
Process Reengineering ◽  
Content Type ◽  
The Public ◽  
Research Activities

Purpose – The purpose of this paper is to propose a business process reengineering (BPR) approach to a public administration of Italy, to first assess the efficiency of the administration, then to redesign its internal processes, to improve the current performance. Design/methodology/approach – A detailed mapping of the AS IS processes of the public administration was initially carried out, together with the collection of the relevant data. Then, a simulation model was designed to support the BPR approach. In particular, the model was exploited to assess the performance of the AS IS scenario of the organization, then to investigate numerous TO BE process configurations and evaluate the achievable performance improvements. Findings – From the study, it emerged that the current efficiency level of the public administration examined has potentials to be significantly improved. For instance, by maintaining its current workforce, the public administration could consider the opportunity of providing additional services to the citizens or to serve citizens from the neighbouring municipalities. Otherwise, the organization could consider a reorganization and reduction of its current workforce, at the same time keeping the service level to its citizens almost unchanged. Research limitations/implications – Results of this study cannot be fully generalized, since the whole analysis is grounded on specific public administration. Moreover, although the simulation outcomes of the TO BE processes show interesting improvements compared to the AS IS scenario, the TO BE configurations were not (yet) implemented in practice. Therefore, the results provided should be confirmed in future research activities. Practical implications – The case study allowed deriving some useful guidelines to improve the efficiency of the public administration examined, as well as to identify some TO BE configurations that could be implemented in practice. Originality/value – Scientific literature includes a limited number of studies that evaluate the efficiency of public organizations in real contexts. Moreover, no studies target public administrations in Italy. Therefore, this case study represents an interesting addition to the literature.

scholarly journals Optimización y cuantificación de procesos utilizando BPM - Process Optimization and Quantification using BPM

2013 ◽  
Author(s):  
Esteban Tocto Cano
Keyword(s):  
Process Optimization ◽  
Business Process ◽  
Performance Indicators ◽  
Business Process Management ◽  
Process Management ◽  
Key Performance Indicators

Se muestra una propuesta para la Optimización y la Cuantificación de Procesos usando herramientas Business Process Management (BPM) en el ámbito universitario. Se optimizó y automatizó el Proceso de Gestión de Prácticas Pre Profesionales (PGPP) de la Universidad Peruana Unión, filial Tarapoto (UPeU FT). El desarrollo del modelo se realizó en función a entrevistas en el nivel operativo como a nivel de dirección, la optimización del proceso se efectuó utilizando una herramienta para la construcción de modelos BPM. La herramienta cuenta con diferentes utilitarios los cuales permitieron redefinir los procesos, subprocesos, tareas, entregables, roles, responsabilidades. En términos de la medición de efectividad del proceso propuesto se implementó en la solución una serie de Key Performance Indicators (KPI’s) que permitieron la medición de la efectividad de la solución puesta. El enfoque cuantitativo, así la definición y trabajo con los indicadores fueron definidos en función a los diversos principios expuestos en la metodología de BPM.

scholarly journals Destinação de recursos de um banco de desenvolvimento: uma análise do perfil de financiamentos do BNDES

2019 ◽  
Vol 1 (47) ◽  
pp. 82
Author(s):  
Odilon Saturnino ◽  
Edmilson Junior Bezerra da Silva ◽  
Danielly Fernandes Bizerril ◽  
Ismael Martins da Silva ◽  
Laís De Mendonça Barbosa
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Methodological Approach ◽  
Secondary Data ◽  
Automatic Data ◽  
The Public ◽  
Small Organizations ◽  
National Bank ◽  
Banking Institution ◽  
Development Institution

<p>Compounding a research line of Auditory and Controlling in the Public Sector of the Public Administration Perspectives Observatory, this project aimed to make an analysis of the financing profile of the Economic and Social Development National Bank – BNDES, having as focus its function as a financial banking institution of development and support to the public sector and small organizations. The methodological approach used was quantitative. The study examined non automatic data related to BNDE’s financing direct and indirect operations and direct and indirect operations with Public Administration, from 2002 to 2018. So, it is census, with econometric analysis of secondary data obtained in BNDES Transparency site. Variables that characterize BNDES as a development institution (especially to cities in the countryside and small organizations) have been identified.</p>

scholarly journals Key Performance Indicators Of Public Universities Based On Quality Assessment Criteria In Thailand

2011 ◽  
Vol 4 (9) ◽  
pp. 9 ◽  
Author(s):  
Kritsana Sukboonyasatit ◽  
Chaiwit Thanapaisarn ◽  
Lampang Manmar
Keyword(s):  
Quality Assessment ◽  
Performance Indicators ◽  
Public Universities ◽  
Performance Indicator ◽  
Key Performance Indicators ◽  
Public University ◽  
Key Performance Indicator ◽  
The Public ◽  
Corporate Goals ◽  
Strategic Context

The research objective was to develop public universities key performance indicators. Qualitative research and interviews were employed with each public universitys senior executive and quality assessors. The sample group was selected by the office of the public sector development commission and Thailands public universities can be separated into three groups based on their quality assessment score: 1) the high scoring group, 2) the moderate scoring group, and 3) the low scoring group. The results showed that the high scoring group had set a clear strategic context such as vision, mission, core values and corporate goals. In the case of the moderate scoring group it was found that some sections of the strategic context, such as the vision and mission, had already been defined, but corporate goals were yet to be determined. The strategic context was not clear and remained inactive for the low scoring group. In additional, each public university should establish two different sets of key performance indicators; first, a common key performance indicator which is aligned with the public university mission to enhance macro education, and which can be separated by five assessment perspectives as follows: 1) to produce graduates, 2) to promote and expand the universitys research, 3) to provide academic services, 4) to preserve and promote the arts, culture and heritage, and 5) to manage the university. The second specific key performance indicator should be aligned with the universitys strategic context, especially its vision and goals.

scholarly journals BRINGING THE HORIZON BACK IN: THE MID-RANGE APPROACH TO ORGANIZATIONAL STUDIES

2015 ◽  
Vol 1 (1) ◽  
pp. 30
Author(s):  
Peter Spink
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Local Level ◽  
Methodological Approach ◽  
Sao Paulo ◽  
Organizational Studies ◽  
The Public ◽  
Starting Point ◽  
Getulio Vargas ◽  
A Current

In recent years there has been a growing discussion of the lack of impact of organizational studies and, amongst other comments, on a drift away from the public sector agenda. Taking as a starting point two recent key addresses by James March and Jean-Claude Thoenig, both directed to organizational studies scholars, this paper seeks to contribute to this debate both in terms of focus and in terms of methodological approach. It argues in favor of a mid-range territorial focus on organizational affairs and to a place based action-investigation approach to methodology. In doing so it draws on the experience of the Center for Public Administration and Government of the Getulio Vargas Foundation in São Paulo with local level innovation during 1995 – 2008 and on a current project on urban vulnerabilities which has been largely shaped by these conclusions.

Sign in / Sign up

Export Citation Format

Share Document