Embed Size (px)
Citation preview
Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
1
Business Process Management in E-Government
A cooperation project between the Department
of Business Informatics – Information Engineering at the University of Linz
and the Austrian Federal Chancellery
04.05.2006
Vienna
Prof. Dr. Friedrich Roithmayr & Dr. René RiedlJohannes Kepler University Linz
Department of Business Informatics – Information Engineering
2Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
2
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t
Agenda
Problemdescription
Main Issue – internal Focus and/or external Focus
Results of theE-commerce study
Reflection
Differences between non E-government projects and E-government projectsStrategic competitive
approach
From Government Process to Government ProcessImprovement
Process ImprovementApproaches
Conclusion
E-GovernmentProcess Index (EGPI)
AGENDABPM in
E-government02.05.2006 - v7
Strategic BusinessProcess positioning
Strategic e-businesspositioning of notefficiently evaluatedcompanies
Strategic e-businesspositioning of efficiently evaluatedcompanies
Comprehensive approaches
Part of BusinessProcess Improvement Cycle
Technological Impact(Improvement due to Technological Innovations)
External Impact
Focus on SpecificIssues within an Organization
Focus on CrossOrganizational Issues
3Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
3
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t
Problem
• Differences in spreading e-government Although the technologies were available more or less everywhere at the
same time, country-specific differences and also intergovernmental differences in the spreading behavior can be determined.
• increasing complexity due to different process modeling methods, different levels of detail, different objectives and process views.
• non-conformity of processes and process models.
• lack of guidelines for customizing/tailoring process models.
• limited reuse of effective solutions (best practices).
• not all what is designated as a success in non government sector is a success in government sector.
4Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
4
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t Main Issue – internal Focus and/or external Focus of processes
operative focus
no focus
dual focus (citizen & operative
oriented)
citizen focus
Inte
rnal
focu
s
external focuslow high
low
high
Strategic positioning of e-business and/or e-government process canbe internal, external or both
5Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
5
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t Results of the the Electronic Commerce study
(König, W .: International vergleichende Untersuchung des Einsatzes von Electronic Commerce:Schwerpunkte effizienter Unternehmen. Presentation at the Wirtschaftsinformatik Symposion at the University of Leipzig.
2002
operative focus(10%)
no focus(25%)
dual focus (citizen & operative
oriented)
(34%)
marketfocus
(31%)
Inte
rnal
focu
s
external focuslow high
low
high
Strategic business process positioning of evaluated German companies
6Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
6
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t Results of the the Electronic Commerce study
(König, W .: International vergleichende Untersuchung des Einsatzes von Electronic Commerce:Schwerpunkte effizienter Unternehmen. Presentation at the Wirtschaftsinformatik Symposion at the University of Leipzig.
2002
operative focus(10%)
no focus(33%)
dual focus (citizen & operative
oriented)
(28%)
market focus(29%)
Inte
rnal
focu
s
external focuslow high
low
high
Strategic e-business positioning of evaluated German companieswhich where not efficiently evaluated
7Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
7
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t Results of the the Electronic Commerce study
(König, W .: International vergleichende Untersuchung des Einsatzes von Electronic Commerce:Schwerpunkte effizienter Unternehmen. Presentation at the Wirtschaftsinformatik Symposion at the University of Leipzig.
2002
operative focus(9%)
no focus(10%)
dual focus (citizen & operative
oriented)
(46%)
marketfocus(35%)
Inte
rnal
focu
s
external focuslow high
low
high
Strategic e-business positioning of evaluated German companieswhich where efficiently evaluated
From our point of knowledge
we have no similar studies
In E-government processes.
8Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
8
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t
Reflection
• E-government processes must be positioned in a dual focus:
The external focus is citizen oriented. • The citizen can interact in high degree with the authority;• Availability of a complete set of implementation and support services to ensure
customer satisfaction.• There is a transformation from administrative level to a self-service level.• There is a transformation from a fragmented point system to an integrated suite
(Example: FABASOFT e-government suite).• Single source of authority-wide information
The internal focus is operation oriented.• All government domains are integrated.• All processes are integrated.• Improves efficiency and reduces costs.• Move all administrative transactions to self-service
• E-government processes provide tools and applications that are: complete Integrated, Scaleable, high available, Secure.
9Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
9
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t Differences between non E-government
projects and E-government projects
Non E-government
requires (in theory) a holistic view of the organization, its culture, systems processes and stakeholders. Applications follow very slowly the theoretical concept. There is a short term of process change.
requires a short term view due to the change process.
requires a short term view due to the change process.
E-government
requires a holistic view of the (government) organization, its culture, systems, processes and stakeholders. There is a dynamic and long term of process change.
requires a long term view and flexible planning due to the iterative and disruptive nature of the change process.
The success of an E-government project depends on the cooperation of stakeholders. Government strategy and E-Business strategy must be coupled
10Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
10
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t Differences between non E-government
projects and E-government projects
Non E-government
poses challenges depending on the applications,
Process business improvement is an up growing motive in process management.
E-government
poses a new challenge application independent (in terms of creation, maintenance, preservation, security, integrity and accessibility of records).
Speeding up business process and services are among the major motives for launching e-government projects. Business process improvement is the next step in e-government process management.
11Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
11
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t Differences between non E-government
projects and E-government projects
Non E-government
Stakeholder interests are important but they don't effect the development of the e-projects.
In order to be successful, before a project is launched, a detailed inventory of business processes is necessary.
Candidates for e-business processes are:
• processes for cost reducing;• processes increasing
performance.
E-government
Stakeholder interests effect the development of e-government projects.
In order to be successful, before a e-government project is launched, a through understanding and detailed inventory of business processes, IT, skills, environmental situation is necessary.
Candidates for e-government projects are:
• core business processes,• G2G processes, • G2B processes,• Cross functional business
processes.
12Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
12
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t Strategic competitive approach of E-Government Projects
E-GovernmentProjects
(Costing leader)
Competitive advantage
Fie
ld o
f Com
petit
iven
ess
low cost differentiation
clos
ely
wid
e E-BusinessProjects
(differentiation)
E-GovernmentProjects(Costing
Emphasizes)
E-BusinessProjects
(DifferentiationEmphasizes)
13Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
13
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t From GovernmentProcess to GovernmentProcessImprovement
• Basic assumptions are: a good process is better than a bad process, a good process can be improved.
• follows the necessity finding the right improvement approach for improving government
processes.
• Build a Vision Statement if you want to construct a ship inspire the longing for the sea.
in analogy to e-government your vision could be
if you want to construct good business processes inspire the longing for citizens satisfaction.
14Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
14
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t
Process Improvement Approaches
Comprehensiveapproaches
Part of BusinessProcess ImprovementCycle
Technological ImpactExternal Impact
Focus on Specific Issues withinan Organization
Focus on CrossOrganizationalIssues
Business ProcessImprovementApproaches
13.04.2006 - v 3
Improvement Framew orks
Process Reference Models
Strategic ManagemenProcess
Process Identification
Process Evaluation
Process Analysis
Process ChangeManagement
Process Controlling
IP/WLAN Communication
Radio FrequencyIdentif ication (RFID)
Service Oriented Architecture
Regulatory Compliance
Auditing, Certif ication
Business Intelligence
Measuring Agility
Business RulesManagement
Complexity Management
Business Integration
Stakeholder Management
Intangible Assets
Supply Chain Management
Business Process Outsourcing(Focus on Core Competences)
15Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
15
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t
Process Improvement Cycle
16Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
16
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t
Comprehensive Approaches
Comprehensive approaches give a framework which normally can be used for great variety of processes. They consist of several methods with the overall objective of process improvement (e.g. Six-Sigma) or propose a best-practice solution (e.g. ITIL).
• Approaches Improvement Frameworks
• Six Sigma, • Quality management
Process Reference Models• SAP R/3,• ITIL• ARIS
Strategic Management Process
17Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
17
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t Part of Business Process Improvement Cycle
Activities within common phases of a BPI methodology (e.g. Initiation, Diagnosis, Design, Implementation, Process Management). The focus is clearly on a single activity (or an answer to a questions), which has to be performed within a process improvement cycle.
• Approaches Process Identification Process Evaluation Process Analysis Process Change Management Process Controlling
18Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
18
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t Technological Impact (Improvement due to Technological Innovations)
The process performance can be improved due to technological innovations. The possibilities provided by a new technology allow doing things in a different way and thereby delivers improvement potential (e.g. RFID, wireless communication).
• Approaches IP/WLAN Communication Radio Frequency Identification (RFID)
19Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
19
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t
External Impact
Requirement of outside of the organization demand certain requirements of the process. Not fulfilling the relevant requirements leads to disadvantages. Improvement appears in terms of fulfilling these requirements of third party stakeholders (e.g. ISO 9000 certification).
• Approaches Regulatory Compliance Auditing, Certification
20Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
20
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t
Focus on Cross Organizational Issues
Improvements only can take effect if organizational boundaries are crossed. This can be reached by providing the right interfaces / contracts (e.g. Business Process Outsourcing) or planning and managing the processes exceeding organizational boundaries (e.g. Supply Chain Management). Focus on Specific Issues within an Organization.
• Approaches Supply Chain Management Business Process Outsourcing
21Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
21
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t Focus on Specific Issues within an Organization
Every organization has specific requirements on their business process. BPI must align their processes on the specific issues of the organization. Internal improvement of functions or single processes can take positive effect on processes (e.g. organizational culture as precondition for improvement)
• Approaches Business Intelligence Measuring Agility Business Rules Management Complexity Management Business Integration Stakeholder Management Intangible Assets Service Oriented Architecture
22Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
22
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t
Conclusion
• Business process improvement is a good methodical approach for satisfying citizens expectations.
• Business process improvement is a good methodical approach for cost reduction in E-government and for increasing efficiency.
• Best case practices can help in spreading e-government concepts in the EU.
• Develop an “E-government Process Index” (EGPI) EGPI can help for determining priority and performance of individual
processes EGPI can help evaluating the E-government processes. EGPI can help comparing E-government processes between different
object (countries, applications, …) EGPI can help in defining the IT-Strategy
23Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
23
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t An example for designing an E-Gov-BPI-Index
BPI Approach
BPI Approach priority
BPI Approach performance
BPI Approach description
BPI Approach life cyclephase
BPI Approach objectives
BPI Approach comments
BPI Approach experience
24Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
24
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t Example of an EGPI – “Process identification”
A business process is a process that delivers business outputs. Processes arise out of identifying the factors upon which accomplishment of the organization's mission depend. Therefore, if something is critical for the success of an organization, it is necessary to set objectives and design processes for their achievement. Process Identification means to define processes to come up the core competence and to satisfy the customer’s needs. Examples are: core processes, support processes,....
AdoptionCost, FlexibilityHighLow
Phase of Life Cycle
ObjectivesImportancePerformance
AdoptionCost, FlexibilityHighLow
Phase of Life Cycle
ObjectivesImportancePerformance
requires an action The process is in the phase ofAdoption (education, training, roll out);the process has enough potential forthe future
25Johannes Kepler University Linz
Department of Business Informatics – Information Engineering
25
Bu
sin
ess P
roces M
an
ag
em
en
t in
E-G
overn
men
t
Contact
Department of Business Informatics – Information EngineeringJohannes Kepler University (JKU) Linz
Altenberger Straße 69 4040 Linz, Austria
Prof. Dr.
Friedrich Roithmayr
Dr.
René Riedl
