Issues with implementing ERP in the public administration

As governments work to transform their environments from an internal resource optimization to a process integration and external collaboration focus, integrated systems stand at the forefront of solutions that will achieve this goal. Enterprise Resource Planning (ERP) is proven to significantly increase efficiency, improve information access, reduce total cost of ownership, and help government achieve the highest levels of accountability and constituent service. Yet implementing ERP in a manner that achieves its promises is no easy task. Public sector organizations often rationalize their ERP modernization initiatives within the context of budgetary constraints and are faced with multiple ERP providers that, on the surface, are difficult to discern. In addition, adjudicating between competing ERP solutions on their functional merit is not only difficult because of the complexity of ERP systems, but it is further complicated by the intricacy of the government acquisition process. Therefore, it is particularly important that the business value be sold at the executive and political levels of government and, to be successful, that government embeds the ERP solution within its culture and processes. What's more, the level of detailed analysis required to map functional requirements to ERP solutions is an arduous task that, even if done thoroughly, hasn't always delivered a successful implementation. In this article, we will address these issues by examining the evolution and shortcomings of ERP solutions; by defining the features and functionality needed to address government transformation; and by recommending the steps to take to position for success.government, public organizations, ERP, integrated systems

ORGANIZATIONAL STRUCTURE IN PROCESS-BASED ORGANIZATIONS

This paper investigates the role of the organization structure in process-based organizations. We argue that companies cannot be designed upon organizational processes only or that process management can be simply imposed as an additional structural dimension on top of the existing functional or product dimension. It is more promising to consider process-based companies as organizations with a multidimensional structure with process ownership as a dominant dimension. The paper focuses on a number of consequences of the implementation of process-based organization structures. First, the complementary role of different types of processes is clarified. Second, we focus on the question how processes can be translated into the design of organizational units. Two key ideas underpin a process-based organizational structure. First, organizational units are organized around core processes. Second, other processes are added to these units minimizing the necessity of cross-unit coordination. This has several implications for planning and control activities and the way how process-based business units fit together to create a performing corporation. The latter can no longer be conceived within the traditional strategy- structure paradigm because of the fundamentally different role of middle and top managers.management and organization theory ;

IMAS: An Integrated Manufacturing Application Server for BPR

AbstractInformation management systems should be reconfigured rapidly to respond to the change of requirements in Business Process Re-engineering domain. Inspired by the trend mentioned above, we proposed the notion of IMAS (An Integrated Manufacturing Application Server for BPR) and researched the connotation of it. Firstly, as the instruction system definition of IMAS, a special BPR language DTBP (Data Translate of Business Process) was described in detail. Secondly, we gave the hierarchical architecture of IMAS which consists of communication layer, platform layer and application layer, and all of the three layers were illustrated in detail. In the end, we make conclusion of this paper and point the future works

RETHINKING THE BUSINESS PROCESS THROUGH REENGINEERING

Rethinking business through reengineering is based on the assumption that to meet contemporary demands of quality, service, flexibility, and low cost, processes must be kept simple. Examples of simplifying processes are combining several jobs into one, letting workers make decisions, performing the steps in a process in a natural order, and performing work where it makes the most sense. The net result is that work may be shifted across functional boundaries several times to expedite its accomplishment. Traditional inspection and control procedures are often eliminated or deferred until the process is complete, providing further cost savings. The authors, focusing their research on enterprises from Oltenia Region, demonstrate how reengineering can be carried out in a variety of corporate settings. But although workers are the ones who need to be empowered to carry out reengineering, the authors are adamant that the process must start at the top. This is because it involves making major changes that are likely to cut across traditional organizational boundaries. Those empowered to make the changes at lower levels must know they have the support of top management, or change won�t occur.reengineering, rethinking business processes, regional economy, leadership, organization

eCustoms Innovation and Transformation: A Research Approach

A major challenge for European governments is solving the dilemma of increasing security and control of international trade, while at the same time reducing the administrative overhead carried by commercial and public administration organisations. Electronic Customs, the transformation of paper-based trade documents to electronic ones, and the corresponding redesign of customs procedures, seems to be very promising approach to deal with this dilemma. However, while ICT is widely perceived as a key component of a solution, we argue in this paper that the complexity of the redesign of these electronic documents and procedures for international trade is far more problematic than traditional business process and network innovations. We identify key challenges facing the development and introduction of innovative eCustoms solutions and we outline conceptual and methodological approaches to address these challenges. In such a way, we outline a research approach for eCustoms innovation and transformation

Challenges in Delivering Cross-Agency Integrated e-Services: The OBLS Project

This case study describes how the Ministry of Trade and Industry and the Infocomm Development Authority, as lead agencies, jointly initiated and managed the implementation of a one-stop business licensing portal called OBLS (Online Business Licensing Service, https://licenses.business.gov.sg/) in the Singapore public sector. While the mandate from the top for this strategic cross-agency project was strong, there were many hurdles in the form of people, process and technology that had to be overcome. The case study highlights these issues and challenges, and illustrates how they were successfully overcome for delivering cross-agency integrated e-Service for new business license application

The effect of business process reengineering (BPR) on human resource management in Addis Ababa City Administration

In Ethiopia, Addis Ababa City Administration is implementing business process reengineering in order to improve the performance of its public institutions. During the period June to October 2008, experts drawn from different sectors participated in the redesigning and organizing of business processes through shifting from functional /departmental structure to process-centered organizing practices. This study is part of the initial evaluative studies to assess the effect of business process reengineering on the management of human resources in Addis Ababa City Administration. It is based on a sample of 480 employees drawn from various city departments. Focus group discussions, key informant interviews and personal observations were used to collect data for the study. The study results show that the number of employees in the city increased after reengineering. This was due to new posts created during the reengineering process through the decentralization of some processes to the local levels (sub-city and kebele levels) of the city. Study results further show that even though process selection was adequately done in many departments, some activities were not properly regrouped after processes were redesigned which resulted in multiple approvals and delays in decision making. Employee participation during reengineering was weak. The front line employees did not get sufficient information and proper performance evaluation was not undertaken. Managers were not involved in the designing, coaching and advocacy roles, and are still engaged in operational and routine activities. Employee satisfaction was found to be low because there is no incentive system. However, employees‟ efforts to achieve the set standards and improve service delivery and their initiation for change improved despite the fact that the system as whole is not automated. Further, accountability and responsibility of management also improved as a result of the BPR.Key words: Business process reengineering, decentralization, reengineering process, communication, human resource development, managerial competence, incentive schemes

AN EMPIRICAL ASSESSMENT OF THE USEFULNESS OF WEAKNESS PATTERNS IN BUSINESS PROCESS REDESIGN

Business Process Management (BPM) is a topic with growing relevance for businesses as well as public organisations. Until today, the analysis part of a BPM cycle is mostly done manually. Process modelling methods are not designed to allow for automated analysis. Our aim is to show that meaningful weakness patterns that support semi-automatic analysis of business process diagrams (BPD) can be defined when a semantically enhanced modelling method is used. We derive exemplary weakness patterns by analysing literature and interviews from a business process redesign project. These are applied to a set of process models, in which occurrences of these weaknesses are being searched automatically. A comparison of achieved and expected results indicates that our approach helps to identify weaknesses within the processes and therefore supports business process analysis endeavours

Tennessee Highway Safety Office FFY2018 Highway Safety Plan

https://digitalcommons.memphis.edu/govpubs-tn-safety-homeland-security-highway-safety-office/1009/thumbnail.jp