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

2. 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

3. 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

4. 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)

5. The 15 projects and countries

6. 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.

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

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

9. 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)

10. 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)

11. 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.

12. 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.

13. Business process approaches

14. Process improvement cycle

15. 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

16. BPM in E-Gov <Questions?>

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