By: Aqel M. Aqel. أقرأ باسم ربك الذي خلق خلق الإنسان من علق اقرأ وربك الأكرم الذي علم بالقلم علم الإنسان ما

Toward an Organizationale-Readiness Model.

By: Aqel M. Aqel

خلق أقرأ باسم ربك الذي خلقاإلنسان من علق

اقرأ وربك األكرم الذي علم بالقلم

علم اإلنسان ما لم يعلم

بسم الله الرحمن الرحيم

صدق الله العظيم

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Measuring Business Process Maturity while assessing organizational readiness for organizational e-transformation.

Illustrates a proposed comprehensive model for assessing organizational readiness including business process criteria in addition to other organizational e-readiness billers (strategy, info technology, IT Security and ability to change).

Lecture Brief

Introduction:◦ E-Transformation Concept (Technology Enabled Government / T-

Government)◦ Importance Of E-Transformation◦ Need For Readiness Model

Towards A Unified Organizational Readiness Model:◦ Model Components (Includes Business Process Readiness)◦ Business Process Readiness Criteria (Illustration And How To

Measure)◦ Inter-Agencies Processes◦ National Level Business Process Management Bureau (NBPMB)

Closure

◦ Quick summary for our lecture◦ Conclusion (adopting national readiness model, and national level

NBPMB)

Content

◦ E-Transformation Concept: Technology Enabled Government / T-Government

◦ Importance Of E-Transformation◦ Need For Readiness Model

Part 1: Introduction

E-Transformation: Opportunities and Barriers

• Total Dependency on IT• IT Impacts on Societies:

– Politically– Economically– Socially– Service delivery

• Managerial revolution is running parallel with IT revolution.

• Information / Knowledge societies



What is e-Transformation:◦ The process of transforming in to an

innovative & effective IT-enabled organization is e-Transformation.

Transformation levels:◦ Government Agencies◦ Private Sector ◦ Academic institutions◦ Persons and societies

• Barriers– Infrastructural – Financial– Organizational– Legislative – Security– Others

E-Transformation: Opportunities and barriers

E-Readiness Concept

Using e-Readiness to facilitate organizational transformation

Source: Aqel M. Aqal.

e-Readiness

Criteria Methods

Audits

Initiatives Monitoring

Existing Situation

Barriers

Limitations

Desired Situation

Opportunities

Initiatives (projects)

Training Infrastructure

e-Services Change Management Uncertainties

E-Readiness Concept

Human DevelopmentProvide Service

Provide InformationUse Information Technology

Generic Capacity

• e-Readiness is the generic capacity or aptitude of the public sector to use ICT for encapsulating public services and deploying to the public high quality information (explicit knowledge) and effective communication tools that support human development «

[WPSR,2003, page 135].

E-Readiness Concept

E-Readiness Concept

• Human Development– E- Government initiatives classification

(UN, 2003)

• Wasteful• Pointless • Meaningful

Levels Of e-Readiness

IndustryReadiness

Organizational

Readiness

Community &Personal Readiness

IndustryReadiness

Organizational

Readiness

Community &Personal Readiness

e-Readiness levels

Source: Aqel

E-Readiness Levels1. Global2. Regional3. National4. Industries

/Business Sectors5. Organizational6. Community7. Personal

E-Readiness Concept

Figure 4.2: National e-Government Readiness

Source: Author

National e-Readiness ◦ Telecom◦ Banking Sector◦ Academic ◦ Business Sectors◦ Legal ◦ Individuals and

Society

National e-Readiness billers

Organizational E-Readiness

• Answering the Question:– What preparations management should provide to

digital era.

• Org. Readiness depends:– National e-gov model.– Organization Role in national e-trans.– Nature of relations with others.– General maturity technically and managerially.

Importance of e-readiness model

• Using an e-readiness model:– Will Help formulating strategic plans

based on identified needs.– Justify projects and its dependencies– Upgrading to higher levels of maturity– Unify criteria to assess and compare

readiness

• E-readiness criteria depends on ideal organization characterized in “learning organization”.

• "learning organizations continuously learns through its members individually and collectively to create a sustainable competitive advantage by effectively managing internally and externally generated change" [Sudharatna & Li, 2007].

Importance of e-readiness model

E-Readiness ConceptLayers of readiness

• Learning org. characteristics:1. Cultural values 2. Leadership 3. Commitment and empowerment 4. Communication, knowledge transfer 5. Employee characteristics and

performance upgrading

Conclusion Organizational e-Readiness Model

1. Strategy Readiness 2. Business Process3. IT Infrastructure4. Org. Culture readiness (Ability to Change)5. IT Security

Organizational E-Readiness Model

Organizational e-Readiness 1- Strategy

Organizational e-Readiness 1. Strategy

• Strategic management and transformational leadership style are two key factors that contribute to the success of e-government initiatives

[Wenbo, 2002]

• Public agencies with considerable goal ambiguity tend to have a difficult time strategizing and implementing management innovations.

Wechsler et. al. 1997


Strategy Readiness◦ Ability for strategic planning◦ Ability to strategic management 1. Organizational structure2. Functions and services3. Performance management4. Informational Model


1.1 Organizational Structure◦ "Organizational

structure is the way in which the interrelated groups of an organization are constructed. The main concerns are effective communication and coordination" [wikipedia, 2007]

Organizational structure is documented

Communicated and recognized

Covers all activities including ICT

Identify relationships and authorities

Used effectively in HR

Managed OR mechanism


1.2 Functions and services◦ What products and services we deliver in order to

achieve our strategy. What Departments are doing What products and Services they are providing to:

Individuals Small Businesses Corporates Other key stakeholders


1.2 Functions and services◦ Evaluate functions and services◦ Are services satisfying and supporting business

strategy◦ Clear responsibilities◦ Level of Automation◦ Integration with HR incentive System


1.3 Performance management◦ Performance management is "a systematic, integrated

management approach that links enterprise strategy to core processes and activities. By providing planning, budgeting, analysis and reporting capabilities, performance management allows the business to be "run by the numbers" and measurement to drive management decisions." [wikipedia, 2007]

◦ Strategic planning can help in managing change through: linking agency strategies with performance measures". [Berry, 2007]

◦ "Monitoring progress made toward achieving program goals requires systematic measurement. ICT has facilitated the processing of unprecedented amounts of program data more efficiently than ever before" [Newcomer, 2007].


1.4 Informational Model◦ "A high-level roadmap containing software,

hardware, and other information technology requirements for health & secured environment managed information systems HSE-MIS" [HSE-MIS, 2001].

◦ It’s Part of organization strategy as all stakeholders need to exchange information.

◦ Planning for information provision should be parallel with business strategy.


Organizational e-Readiness 2-Business Process


"collection of activities that takes one or more kinds of input and creates an output that is of value"

[Credit research foundation, 2007], "business process is a recipe for achieving a

commercial result. Each business process has inputs, method and outputs. The inputs are a pre-requisite that must be in place before the method can be put into practice. When the method is applied to the inputs then certain outputs will be created"

[wikipedia, 2007].

• Evaluation criteria1. Documentation2. Effectiveness3. Performance

Management 4. Automation

Organizational e-Readiness 2- Business Process


• 2.1 Documentation – Base for other criteria– Sanctions & decorees are not detailed

BP documents– Organizations should realize and

document its business processes in modern and structured way.


• 2.1 Documentation 1. Availability of a business process

committee2. Availability of updated documentation for

all strategic processes3. Accessibility to documentation for staff4. Availability of Electronic workflow systems 5. Integration of BPD to human resources

roles and responsibilities.6. Integration of BPD to automated systems.


2.2 Effectiveness 1. Clarity of process drivers, initiators, triggers and

inputs. 2. Clarity of process roles and responsibilities in

various stages3. Clarity of process exceptions and predefined

handlings4. Clarity of process controls and related objectives5. Clarity of process outputs in various stages6. Mechanisms to monitor adherence to process

qualities7. level of support available at each stage


• 2.3 Performance Management – Aims at business process optimization and

stakeholders' satisfaction. – will help agency monitor process effectiveness

and find reasons and ways for enhancement. – BPP could be measured at process steps

(tasks) level or at participant's level in order to quantify process performance analysis.

– Organizations that have performance management in place are more ready to transform to learning org.


• 2.4 Automation – Two key criteria to be assessed

• Number of automated steps• Ability to provide and exchange data

electronically.

Organizational e-Readiness 3-IT infrastructure and Management

1. Infrastructure

2. DBMS

3. Applications

4. ICT Management

5. Technical skills

ICT Manageme

nt

DBMS

Infrastructres

Applicatons Skills

Organizational e-Readiness 3-ICT infrastructures and

Management

3.1 Infrastructure ◦ Aims at 24x7 Availability

Hardware Communication Network Intranet ، Internet ، Extranet Capacity Management ICT Facility

Power ACs

Organizational e-Readiness 3-ICT infrastructures and

Management

3.2 DBMS◦ Depends on firm role at national / regional level◦ Firm need to have electronic information to share

and exchange with stakeholders. Data coding and classification Minimal Redundancy Data Dictionary Data exchange protocols compatibility Licenses Data security and backup

Organizational e-Readiness 3-ICT infrastructures and Management

3.3 Applications◦ We mean Business applications (ready and tailor

made)◦ Applications replaced ordinary paper based

business processes ◦ Applications contains business process and

controls


3.4 Applications◦ Application functional maturity ◦ Application maintainability◦ Application Integration ability◦ Application security


3.5 ICT Management◦ E-transformation requires a matured ICT

management due to the expanding role of ICT. Effectiveness Efficiency Confidentiality Integrity Availability Reliability Compliancy


3.5 ICT Management effectiveness:1. Structure(Internal and external):

Level of authority and position in org. Authority and decision making Internal structure Segregation of Duties Completeness of quality function

2. ICT processes effectiveness.1. Policies and procedures2. Documentation (job description)3. Roles and responsibilities4. Knowledge sharing and management5. Information services maturity

1. Product service realization2. Quality 3. Help disk and


3.5 ICT Management effectiveness:3. Technical skills

many and vary according to the following factors: Level of maturity of agency's ICT function. Agency's e-government strategic plan. The role of outsourcing versus in-house team members. Available approaches for agency to gain new skills and

capabilities.


ICT functions should develop capabilities in the following key skills:◦ Capable operations staff for systems and networks ◦ Capable database administration.◦ Programming and software development

methodologies ◦ Business analysis and processes reengineering◦ Software engineering and integration◦ Security specialist ◦ ICT Quality specialist ◦ Project management skills


Organizational e-Readiness 4-ability to change

So Far…◦ strategy readiness to ensure being on the right

direction◦ Business process readiness to ensure doing the

right things to achieve goals.◦ Technology readiness to enable the business.

Change is always a real challenge:◦ Bureaucracy.◦ Are stakeholders going to accept radical change. ◦ Do they have the same concerns and interests. ◦ They do have varies impacts and influences.

Organizational e-Readiness 4-ability To Change

Ability to change readiness criteria:◦ Leadership ◦ Human resource alignment◦ Effective communication ◦ Risk Management


4.1 leadership◦ Leadership was classified as a barrier to e-trans◦ Transformational leadership elements are

included Awareness of e-trans concepts and benefits. Embracement of e-trans Leadership skills


4.2 Human resources alignment◦ Considered an extension to strategy readiness

Reduce resistance Protect e-Transformation investment


4.2 HR alignment criteria includes the following:◦ Dissemination of strategic objectives◦ Job descriptions and Responsibilities ◦ Policies to attract and retain skilled workers◦ HR Motivation◦ HR Performance Management ◦ HR continuous development


4.2 Human resources alignment ◦ Realization of strategic objectives

Strategy should be understood by workers at all levels

Workers should know how they contribute to achieve the strategy

Workers should not left in vague


4.2 Human resources alignment ◦ Job description (roles and responsibilities)

Organizations with clear roles and resp. are more ready to transform to e-age

Roles and responsibilities must be derived from Org structure and

This will facilitate changes mandated by reengineered and automated business processed.

Will also facilitate reassignment of authority, empowerment..etc


HR Attraction and retention ◦ There is a need to deal with highly wanted

workers◦ Risk: training workers will make them drain out◦ Must change HR policies to retain skilled workers.


◦ HR Motivation Unmotivated workers can not afford change Need for national level motivation system Allgin workers personal ambitions with e-trans

programs objectives Rewards (personal, organizational and leader)


HR Performance Management Organization performance depends on HR HR performance data will help in strategic planning Monitoring e-trans initiative on HR Performance This will help restructuring HR to the optimum


HR Development polices and procedures◦ E-transformation will mandate new skills◦ E-transformation plans need to be integrated to

other HR development plan◦ Successive Management to sustain success ad

continuity.


4.3 Effective Communication ◦ "People in organizations typically spend over 75%

of their time in an interpersonal situation" [Wertheim, 2007];

◦ Vertical and Horizontal communication: Disseminate e-transformation awareness Collaboration between stakeholders Support Daily activities Communication is essential part of business process Replace conventional communication tools with new

automated and electronic ones.


4.4 Risk management maturity ◦ So many threats are threatening e-transformation

Business process controls IT Security

◦ Will evaluate: Clear role of risk management Availability of policies and procedures Business continuity plans).

◦ Result: more controlled environment while transforming.


Organizational e-Readiness 5- IT Security

IT Security is considered as key barrier for e-transformation

Even successful org. has too much to do to secure its information.

IT threats:◦ Are so many◦ Diversified◦ Of high specialty ◦ New threats are coming every day

IT security must be addressed at national level IT security include many non technical roles

Organizational e-Readiness 5 - IT Security

5.1 Top management realization ◦ Each org. has its own IT Security structure◦ IT security is tightly related to informational

model◦ Top management is responsible and accountable

for IT security.◦ High level steering committee should effectively

follow up IT security


5.2 Business department readiness◦ Are departments heads and executives aware of

their role in IT security.◦ Are they participating in data classification◦ Evaluate access rights management ◦ IT security management structure:

Shared responsibilities Decision making Independent audit.


5.3 ICT function readiness◦ Must afford IT security criteria:

Confidentiality Integrity Availability

Will evaluate:◦ ICT awrareness about IT security concepts◦ Current IT security practices (policies &

procedures)◦ Coordination level with other stakeholders.


5.3 ICT function readiness◦ IT team skills:

Risk Assessment Impact analysis Countermeasures Incident Management Disaster Recovery


◦ Current IT security practices: Protective Countermeasures Corrective Countermeasures Best practices (ISO17799 , BS7799)

◦ Assets management◦ Human resources security◦ Physical and Environmental Security


summaryStrategy Readiness

Strategic Planning

Organizational Structure

Functions and services

Performance Management

Well documented and communicated vision, mission goals and objectives and KPIs.

•Organizational structure is documented•Communicated and recognized•Covers all activities including ICT•Identify relationships and authorities •Used effectively in HR•Managed OR mechanism

Generic maturity stages

•Clearly defined and strategically mapped internal and external functions and services. •Assigned responsibilities (ownership), •level of automation•integration with incentive system

Informational Model

Defined information architecture Data requirementsOperational requirements

summary

Business Process Readiness

Documentation

Effectiveness

Performance

Automation

•Availability of a business process committee•Availability of updated documentation •Accessibility of documentation by agency staff•Availability of Electronic workflow systems •Integration of BPD to human resources •Integration of BPD to automated systems.

•Clarity of process drivers, triggers and inputs•Clarity of process roles and responsibilities •Clarity of process exceptions handlings•Clarity of process controls and related objectives•Clarity of process outputs in various stages•Level of adherence to process qualities•level of support available at each stage

•Percentage of automated tasks and steps•Ability to integrate and exchange digital information

Common maturity levels should be used

summaryTechnology readiness

Databases

Application

ICT Management

Technical skills

•Hardware•Communication Network •Facility with environmental and physical security

•Cleansed and well structured historical info•Ability to share and transfer data to web content• hardware Availability counter-measures: •Data retention policies and backup systems

•Capable systems and network operations staff•Capable database administration.•Programming and development•Business Analysis / processes reengineering•Software engineering and integration•Security specialist •ICT Quality specialist •Project management skills

•Organization structure•ICT processes readiness- Policies & Standards

Hardware Infrastructures

•Application maturity •Application maintainability•Application Integration ability•Application security

summary

Changeability Readiness

Leadership

Human Resource Alignment

Communication

Risk Management

•Awareness•Embracement •Leadership skills

•Dissemination of strategic objectives•Job descriptions and Responsibilities •Policies to attract and retain skilled workers•HR Motivation•HR Performance Management •HR continuous development

•Responsibility for risks in organization•Business continuity and disaster recover plans

•Effectiveness of Vertical and horizontal Comm.

summary

ICT Security Readiness

Top management realization & adoption

Department level readiness

Security Technical readiness

•Awareness of leadership role in security •existing strategic security management •Security enforcement in strategy components

•Executives' realization of key security roles.•Alignment of security with business•Coordination with technology function (dept)

•Realization of technical security requirements •Existing level of security practices •Coordination with other departments

This is a call for establishing a research center for organizational e-readiness at national and regional levels.

Finally,

Thank you

Documents

By: Aqel M. Aqel. أقرأ باسم ربك الذي خلق خلق الإنسان من علق اقرأ وربك الأكرم الذي علم بالقلم علم الإنسان ما