BPM in E-Gov <An Empirical Study in Europe> 30.05.2006 Vienna Prof. Dr. Friedrich Roithmayr & Dr. René Riedl Johannes Kepler University Linz Department of Business Informatics – Information Engineering

Agenda E-Government and Business Process Management (BPM) basics Objectives of the study The 15 projects and countries Process effectiveness, process efficiency, resource efficiency, motivation efficiency Recommendations

Objectives of the study Investigation of success factors and potential drawbacks for BPM in e-government Identification of good and bad practices of reorganisation of government back office processes Identification and systematisation of different business process management issues Investigation of effectiveness and efficiency effects of business process management approaches Giving recommendations for e-government decision makers in order to make e-government projects a success

Research methodology Theory-driven methodology (development of a research framework) Empirical approach (all evidence must be empirically based, that is, dependent on evidence that is observable by the senses) Qualitative approach (involves the use of qualitative data – such as text from interviews or questionnaires – to understand and explain social phenomena) Interpretive approach (access to reality – given or socially constructed – is only possible through social constructions such as language, consciousness and shared meanings) Case-based approach (small sample size, but in-depth analysis) Explorative research (generation of hypothesis/theory) Data collection (web-based questionnaire, experts in the field of e-government projects, from February to April 2006)

The 15 projects and countries

Business process approaches A business process approach is a framework to manage the various processes within an organization in the long run. BPM refers to a set of activities which organizations can perform to either optimize their business processes or adapt them to new organizational needs.

Business process approaches Importance Performance Quality deficit Scale: 1…not important – very poor / 9…critically important – very good

Process effectiveness The output of the process meets the requirements of the end customers Scale: 1…very low performance / 9…very high performance

Process efficiency Only in 5 projects service quality is measured before and after the reorganization Only in 2 projects cycle time is measured before and after the reorganization In no project process costs are measured before and after the reorganization Scale: 1…very low performance / 9…very high performance Result: Exact measurement leads to higher performance (in contrast to an overall judgement)

Resource efficiency Productivity How efficiently are governmental bodies' resources transformed into the production of services? All projects resulted in more output = offering more (electronic) services but only 20 % achieved more output with less input (money, manpower)

Motivation efficiency The ability to close the gap between the organisation’s and the executive’s (civil servant’s) objectives. Image improvement is the main motivation factor for employees. Other motivation factors are not important (e.g. raise of salary, advancement in position). In some projects there are even no incentives for employees do not behave opportunistically.

Recommendations Public sector employees should be encouraged and enabled to cooperate in eGovernment projects. More flexible working structures should be allowed to support and motivate public sector employees, get them out of day-to-day business and enable them to better focus on process improvement. The different business process approaches identified in the study should be brought to the attention of eGovernment project managers in order to raise the awareness for the whole range of alternative approaches to business process improvement. A business process landscape should be considered as a method for obtaining an overview of the business processes in organisations. Such a landscape could be used as a tool to support decisions in which technologies or BPI approaches to invest.

Business process approaches

Process improvement cycle

Business process landscape BPI Approach BPI Approach description BPI Approach priority BPI Approach performance BPI Approach life cycle phase BPI Approach objectives BPI Approach comments BPI Approach experience

BPM in E-Gov <Questions?>

Contact Friedrich Roithmayr René Riedl friedrich.roithmayr@jku.at Prof. Dr. Friedrich Roithmayr friedrich.roithmayr@jku.at Dr. René Riedl rene.riedl@jku.at Department of Business Informatics – Information Engineering Johannes Kepler University (JKU) Linz Altenberger Straße 69 4040 Linz, Austria