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

2. Agenda Research framework The 15 projects and countries
Descriptive statistics (No. of processes, budget, duration)
Project management factors, process and technology factors, organizational and personal factors, business process approaches
Process effectiveness, process efficiency, resource efficiency, motivation efficiency
Recommendations

3. Research framework Dependent Variable Effect Independent Variables
Causes

4. The 15 projects and countries

5. Descriptive statistics: No. of processes
Mean
47.09
Standard Deviation
67.31
Maximum
200
Minimum 1
Range
199

6. Descriptive statistics: Budget in €
Mean
2,749,066.67
Standard Deviation
4,856,844.40
Maximum
20,000,000
Minimum
26,000
Range
19,974,000

7. Descriptive statistics: Duration in years
Mean
3.2
Standard Deviation
2.76
Maximum 12
Minimum .5
Range
11.5

8. Descriptive statistics: Correlation
There is a strong positive correlation between the No. of processes and project budget. [Pearson correlation coefficient = .679]
There is almost no correlation between the No. of processes and project duration. [Pearson correlation coefficient = -.103]
There is almost no correlation between project budget and project duration. [Pearson correlation coefficient = .082]
Conclusion: The more processes are concerned by a process reorganization project, the more money has to be spent in order to successfully manage the project.

9. Project management factors
Initiation of the project
Top-down by governmental departments: 7
Bottom-up by departments (e.g. IT) or co-operations (e.g. between cities): 8
Project organization
Task force in staff function: 8
Full time staff member: 2
Other (e.g. matrix organization): 5
Project management tool
MS Project: 9
ARIS: 7
MS Excel: 4
Other (e.g. Bonapart): 6
Number of people involved into the project (intern only)
Mean: / Standard Deviation: / Max: 150 / Min: 4 / Range: 146

10. Process and technology factors I
Kinds of processes concerned by reorganization (before the project started)
Registration information is fully automated through an internet portal which checks the authentification and allows an electronic payment process 1 1
Level of integration
With media Without media Automatic
break break
People can ask for information regarding the building permission via . Incoming s however are printed centrally and circulated through the internal post. The reply gets to the citizen on written paper. 5 5 3
Information Communication Transaction
Source: Becker et al. 2004
Level of interaction

11. Process and technology factors II
Business process levels Many projects have end-customer-related measurements (e.g. quality measurement), but they do not have process measurements and/or performance measurments, therefore, there is no basis for benchmarking and continuous process improvement.
Modelling method EPC: 7
Did not model the process: 4
Other: 4
Reference models
Only used in 2 projects
IT infrastructure big differences between the various projects (hardware, OS, packaged software)

12. Organizational and personal factors
Business process outsourcing is not important (only within 1 project business processes are outsourced to an external firm)
IT outsourcing is partially important
Syst. oper.
Data center
Telecom.
Networks
App. Dev.
App. Integr.
App. Maint.
Help desk
User supp.
Info. cent.
IS plann.
IS mgmt.
No. of projects 3 4 8 1
Dominant motive
No dominant motive
Lack of - know-how
- capacity
Outsour.
success
6.50
8.25
7.38
8.00
Scale: 1…complete failure / 9…very successful

13. 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.
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

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

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

16. 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)

17. 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)

18. 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.

19. Recommendations
Models have to be developed that allow for the civil servants getting out temporarily of the day-to-day business in order to focus exclusively on a process reorganization project
Models have to be developed that allow for the identification of processes with high potential concerning the level of integration (automatic) and interaction (transaction)
Measurement models have to be developed that allow for the evaluation of process performance indicators (especially activity-based costing systems and systems to measure cycle times)
Models have to be developed that allow for the measurement of the benefits and risks associated with the usage of a reference model
Models have to be developed that allow for the measurement of outsourcing success
Research within the „quality-deficit-approaches“ should be promoted
Incentive systems for civil servants should be developed in order to mitigate the problem of missing motivation and opportunism
Development of an e-government process index (EGPI)

20. BPM in E-Gov <Results of the Study> <Recommendations>
Questions?
BPM in E-Gov <Results of the Study> <Recommendations>