BPM in E-Gov <Objectives of the Study> <Research Methodology> 04.05.2006 Vienna Prof. Dr. Friedrich Roithmayr & Dr. René Riedl Johannes Kepler University Linz Department of Business Informatics – Information Engineering

Agenda Motivation for e-government initiatives Objectives of the study Characteristics of the research methodology Research framework (overview) Operationalization of the dependent variable Operationalization of the independent variables Summary – research framework

Motivation for e-government Reduction in administrative costs Governmental budgets are decreasing Direct measurement of costs is possible Increase in service quality and customer satisfaction Increase in citizens‘ and firms‘ requirements Quality and satisfaction are incapable of direct measurement - Measurement with questionnaires that represent a subjective rating - Measurement by the number of complaints

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)

Research framework (basics) Success (Failure) of an e-government project Is X the cause of Y? If yes, what is the intensity of the effect?

Measurement of the dependent variable (Y)

Process effectiveness The output of the process meets the requirements of the end customers The output of every sub-process meets the input requirements of internal customers The inputs from the suppliers meet the requirements of the process Typical lack-of-process-effectiveness indicators are: Unacceptable service quality Complaints by citizens or firms Backlog Redoing completed work Rejected output Late output Incomplete output

Process efficiency Cycle time per unit or transaction Process time per unit or transaction Wait time per unit or transaction Transport time per unit or transaction Resources (in monetary units, people, space) per unit of output Process cost Poor-quality cost per unit of output

Resource efficiency Productivity How efficiently are governmental bodies' resources transformed into the production of services? Productivity measures how much output is produced relative to the inputs of labour, capital (plant and equipment), and technology. An increase in productivity implies that more output can be produced with the same inputs (or perhaps less).

Motivation efficiency The ability to close the gap between the organisation’s and the executive’s (civil servant’s) objectives. Typical motivation efficiency indicators are the existence of: Incentives for executives in order to not behave opportunistically Monitoring systems

Measurement of the independent variables (X1 – Xn)

Project management factors Purpose and goal of the project Initiation of the project Number of processes concerned by the project Project budget Project time Project organization Project management tool Project manager Scheduling objects (milestones, manpower, equipment, …) Project team

Process and technology factors Kinds of processes concerned by reorganization (before the project started) - Level of interaction (information, communication, transaction) - Level of integration (with media break, without media break, automatic) Business process levels (end-customer-related measurements, process measurements and/or performance, supplier partnerships, documentation, training, benchmarking, process adaptability, continuous improvement) Modelling method (e.g. petri-nets, event-driven process chains) Reference models IT infrastructure (Hardware, OS, packaged software, standards like XML)

Organizational and personal factors Business process outsourcing and IT outsourcing Motivations of different stakeholders - Top management - ICT employees - Affected executives - Citizens and firms Expectations of different stakeholders Communication between internal stakeholders - Communication of project objectives - Communication of progress within the project - Communication of potential benefits - Communication of changes in terms of workflow Distribution of power between internal stakeholders Demographic characteristics (e.g. age of the project manager)

Business process approaches A business process approach is a framework to manage the various processes within an organisation 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. Management systems Strategic management processes Project management Knowledge management Change management Quality management Stakeholder management Reference model Process standardization IT infrastructure Business process outsourcing Real-time business Intangibles

Summary (research framework) Dependent Variable Effect Independent Variables Causes

Questions? BPM in E-Gov <Objectives of the Study> <Research Methodology>