Private-sector tools for the public sector: Business process management scores big at a Florida state agency

2005 ◽  
Vol 24 (3) ◽  
pp. 31-41 ◽  
Author(s):  
Dale Weeks ◽  
Dave Bruns
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
State Agency ◽  
The Public

scholarly journals Enterprise Business Process Management in the Public Sector: The Case of the Department of Human Services (DHS) Australia

2018 ◽  
Vol 8 (2) ◽  
pp. 217-231 ◽  
Author(s):  
Wasana Bandara ◽  
Scott Bailey ◽  
Paul Mathiesen ◽  
Jo McCarthy ◽  
Chris Jones
Keyword(s):  
Public Sector ◽  
Business Process ◽  
Human Services ◽  
Business Process Management ◽  
Process Management ◽  
Ad Hoc ◽  
Vital Role ◽  
The Public ◽  
Federal Department ◽  
Department Of Human Services

Business process management (BPM) in the public sector is proliferating globally, but has its contextual challenges. Ad hoc process improvement initiatives across governmental departments are not uncommon. However, as for all organisations, BPM efforts that are coordinated across the organisation will reap better outcomes than those conducted in isolation. BPM education plays a vital role in supporting such organisation-wide BPM efforts. This teaching case is focused on the sustainable development and progression of enterprise business process management (E-BPM) capabilities at the Federal Department of Human Services: a large Australian federal government agency. The detailed case narrative vividly describes the case organisation, their prior and present BPM practices and how they have attempted BPM at an enterprise level, capturing pros and cons of the journey. A series of student activities pertaining to E-BPM practices is provided with model answers (covering key aspects of BPM governance, strategic alignment, culture, people, IT, methods, etc.). This case provides invaluable insights into E-BPM efforts in general and BPM within the public sector. It can be useful to BPM educators as a rich training resource and to BPM practitioners seeking guidance for their E-BPM efforts.

scholarly journals Identifying Strategies for Managing Critical Success Factors of BPM initiatives in Brazilian Public Organizations

2014 ◽  
Author(s):  
Higor M. Santos ◽  
Carina F. Alves ◽  
George F. Santos ◽  
André L. Santana
Keyword(s):  
Public Sector ◽  
Focus Group ◽  
Business Process ◽  
Business Process Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Process Management ◽  
Public Organizations ◽  
The Public ◽  
Critical Success

Business Process Management involves theoretical and operationalelements from different areas, being a multidisciplinary field. In previousstudies, we identified critical success factors of BPM initiatives in BrazilianPublic Organizations. In this work, we intend to investigate how to managethese factors. To achieve this goal, we performed a focus group with fiveprofessionals with experience in BPM initiatives within the public sector. Themain contribution of this study is to fill the gap in the literature concerningcritical success factors for BPM initiatives in public organizations.

E-Government-Induced Business Process Change (BPC)

2011 ◽  
pp. 3857-3877
Author(s):  
Hans J. ("Jochen") Scholl
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Business Process ◽  
Business Processes ◽  
Public Information ◽  
Third Wave ◽  
Process Change ◽  
Related Literature ◽  
The Public ◽  
Inclusive Approach

E-government (e-gov) projects have an increasing influence on how government business processes evolve and change. While early e-gov projects focused on government-to-public information and interaction, the second and third wave of e-gov projects also emphasize internal effectiveness and efficiency, along with intra- and interdepartmental as well as intra- and interbranch integration. With these increases in scope and scale of e-gov projects, existing business processes, including core processes, become candidates for improvement and change. While the private-sector-oriented literature on business process change abounds with descriptive and prescriptive accounts, no equivalent has been found in the public-sector-related literature. Although many insights drawn from the private sector may apply, the public sector seems to develop distinct practices. This paper contributes to the understanding of current practices in e-gov-induced business process change, comparing those practices to prescriptions derived from private-sector experience. Among other factors, the more inclusive approach observed in e-gov business process change may explain the higher success rate of public-sector projects compared to those reported from the private sector.

scholarly journals The resurgence of business process re-engineering in public sector transformation efforts: exploring the systemic challenges and unintended consequences

2021 ◽  
Author(s):  
Vishanth Weerakkody ◽  
Marijn Janssen ◽  
Ramzi El-Haddadeh
Keyword(s):  
Public Opinion ◽  
Public Sector ◽  
Private Sector ◽  
Empirical Evidence ◽  
Business Process ◽  
Unintended Consequences ◽  
Local Authorities ◽  
The Public ◽  
Government Institutions ◽  
Institutional Structures

AbstractThe realisation of citizen-centric services in the public sector requires breaking traditional silos and transforming existing institutional structures and processes. Recent transformation efforts undertaken in government institutions have embraced business process re-engineering (BPR) concepts championed by the private sector over decades ago to facilitate such change. While public opinion continues to differ about these transformation efforts' success, there is little evidence to explain the influence of BPR on their success or failure. This paper explores BPR led public sector transformation efforts in two local authorities in Europe to evaluate the outcomes realised for both government and citizens. Empirical evidence reveals that while transformation efforts contributed towards improving efficiency and integrating processes across functions in the public sector, the institutional structures evolved into a collection of reshaped and newly formed siloes, which were distinctly focused on delivering a citizen-centric service.

scholarly journals A Proposal to Implement a Business Guidance Service (BGS) Manual Based on Business Process Management (BPM) Methodology: A Case Study in a Public Company in the Amazonas State

2019 ◽  
Vol 7 (11) ◽  
pp. 223-230
Author(s):  
Célio Nascimento Vinhorte ◽  
David Barbosa de Alencar ◽  
Alexandra Priscillar Tregue Costa ◽  
Antônio Estanislau Sanches
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
The State ◽  
The Public ◽  
Guidance Service ◽  
Public Company ◽  
Amazonas State

The public company operates directly focused on providing services to clients operating in the Amazon trade sectors. This paper aims to present a previous study on the proposal to implement a Business Guidance Service Manual (BGS) in a public company in the State of Amazonas through the Business Process Management (BPM) methodology.

E-Government-Induced Business Process Change (BPC)

2007 ◽  
pp. 92-119
Author(s):  
Hans J. (Jochen) Scholl
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Business Process ◽  
Business Processes ◽  
Public Information ◽  
Third Wave ◽  
Process Change ◽  
Related Literature ◽  
The Public ◽  
Inclusive Approach

E-government (e-gov) projects have an increasing influence on how government business processes evolve and change. While early e-gov projects focused on government- to-public information and interaction, the second and third wave of e-gov projects also emphasize internal effectiveness and efficiency, along with intra- and interdepartmental as well as intra- and interbranch integration. With these increases in scope and scale of e-gov projects, existing business processes, including core processes, become candidates for improvement and change. While the private-sector-oriented literature on business process change abounds with descriptive and prescriptive accounts, no equivalent has been found in the public-sector-related literature. Although many insights drawn from the private sector may apply, the public sector seems to develop distinct practices. This chapter contributes to the understanding of current practices in e-gov-induced business process change, comparing those practices to prescriptions derived from private-sector experience. Among other factors, the more inclusive approach observed in e-gov business process change may explain the higher success rate of public-sector projects compared to those reported from the private sector.

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