Improving public sector performance by using business process modelling and measurement: a case study analysis

  • Renata Gabryelczyk
  • Piotr Kulesza
  • Elzbieta Rakowska
Keywords: business process modelling; measurement of business processes; BPM; public sector; public administration

Abstract

Purpose of the paper: The main purpose of the paper is to demonstrate the use of business process modelling and measurement as basic Business Process Management techniques to improve Enterprise Resource Planning systems and existing processes in public sector institutions.

Methodology: The research methodology used is a single case study of a Polish public sector institution. The selected process has been modelled in an as-is and to-be state, i.e. before and after the organisational change and implementation of an ERP system.

Results: The measurement of cost, time, quality and throughput capacity of a process demonstrates specific improvements and thereby proves an increase in the efficiency of public sector institutions. The author indicates that business process modelling and measurement are techniques useful in both the area of design and implementation of IT systems, as well as the design and improvement of an organisation.

Research limitations: The main limitation of this research is the analysis of merely one process in a single institution with virtually no comparative analysis.

Practical implications: The implementation of effectiveness and efficiency indicators as criteria for the public institution evaluation gives rise to the appreciation of the BPM concept as the appropriate management method in the public sector.

Research results can be used as recommendations for policy makers who plan and evaluate projects to improve the efficiency of public institutions.

Originality of the paper: The results of this study can contribute to the existing body of knowledge on BPM in the public sector. The uniqueness of the study arises from the merging of three research areas: improving performance of the public sector; the evaluation of cost-effectiveness IT projects in public administration; and, business process modelling and measurement applied to the aforementioned two areas.

 

References

BUGDOL M. (2008), Zarządzanie jakością w urzędach administracji publicznej. Teoria i praktyka, Difin, Warszawa.

DAVENPORT T. (1993), Process Innovation. Reengineering Work through Information Technology, Harvard Business School Press, Boston.

DETORO I., MCCABE TH. (1997), “How to stay flexible and elude fads”, Quality Progress, vol. 30, n. 3, pp. 55-60.

ELZINGA D.J., HORAK T., LEE C.Y., BRUNER C. (1995), “Business Process Management: Survey and Methodology”, IEEE Transactions on Engineering Management, vol. 42, n. 2, pp. 119-128.

GABRYELCZYK R. (2000), Reengineering. Restrukturyzacja procesowa przedsiębiorstwa, Nowy Dziennik, Warszawa.

GABRYELCZYK R., JURCZUK A. (2014), “The diagnosis of information potential of selected Business Process Modelling Notations”, Information Systems in Management, vol. 4, n. 1, pp. 26-38.

GABRYELCZYK R., RAKOWSKA E. (2015), “Modelling and measuring business processes to enhance public administration performance”, in Vrontis D., Weber Y., Tsoukatos E., (edited by), Innovation, Entrepreneurship and Sustainable Value Chain in a Dynamic Environment, EuroMed Press, Verona.

GREASLEY A. (2006), “Using process mapping and business process simulation to support a process-based approach to change in a public sector organisation”, Technovation, vol. 26, n. 1, pp. 95-103.

GULLEDGE JR T.R., SOMMER R.A. (2002), “Business process management: public sector implications”, Business Process Management Journal, vol. 8, n. 4, pp. 364-376.

HALACHMI A., BOVAIRD T. (1997), “Process reengineering in the public sector: Learning some private sector lessons”, Technovation, vol. 17, n. 5, pp. 227-235.

HAMMER M. (1990), “Reengineering work: Don’t Automate, Obliterate”, Harvard Business Review, vol. July-August, pp. 104-112.

HAMMER M., CHAMPY J. (1993), Reengineering the Corporation, HaperCollins, New York.

HARMON P. (2007), Business process change: A guide for business managers and BPM and Six Sigma professionals, Morgan Kaufmann.

IZDEBSKI H. (2006), Introduction to Public Administration and Administrative Law, Liber, Warszawa, 2006.

JANSSEN M., ESTEVEZ E. (2013), “Lean government and platform-based governance - Doing more with less”, Government Information Quarterly, vol. 30, pp. S1-S8.

JESTON J., NELIS J. (2006), Business Process Management. Practical Guidelines to Successful Implementations, Elsevier Inc.

KAPLAN R.S., NORTON D.P. (1996), The balanced scorecard: translating strategy into action, Harvard Business Press, Boston.

KICKERT W.J.M. (1997), “Public Governance in the Netherlands: An Alternative to Anglo-American ’Managerialism”, Public Administration, vol. 75, n. 4, pp. 731-752.

KRCMAR H., SCHWARZER B. (1994), “Prozeßorientierte Unternehmens-modellierung - Gründe, Anforderungen an Werkzeuge und Folgen für die Organisation”, Arbeitspapier Nr. 72, Lehrstuhl für Wirtschaftsinformatik, Universität Hohenheim.

KRUKOWSKI K., SIEMIŃSKI M. (2011), “Zarządzanie procesowe w administracji publicznej”, Współczesne Zarządzanie, vol. 1, pp. 23-29.

LECH P. (2007), Metodyka ekonomicznej oceny przedsięwzięć informatycznych wspomagających zarządzanie organizacją, Wydawnictwo Uniwersytetu Gdańskiego, Gdańsk, 2007.

MACEDO DE MORAIS R., KAZAN S., INÊS DALLAVALLE DE PÁDUA S., LUCIRTON COSTA A. (2014), “An analysis of BPM lifecycles: from a literature review to a framework proposal”, Business Process Management Journal, vol. 20, n. 3, pp. 412-432.

MACINTOSH R. (2003), “BPR: Alive and well in the public sector”, International Journal of Operations and Production Management, vol. 23, n. 3, pp. 327-344.

MCCORMACK K.P., JOHNSON W.C. (2001), Business Process Orientation. Gaining the E-Business Competitive Advantage, St. Lucie Press, New York.

MONITOR POLSKI (2013), “Uchwała nr 17 Rady Ministrów z dnia 12 lutego 2013 r. w sprawie przyjęcia strategii, Sprawne Państwo 2020”, poz. 136.

MURPHY T. (2002), Achieving Business Value from Technology, John Wiley & Sons, Chichester.

OMG (2011), “Business Process Model and Notation (BPMN) Version 2.0”, OMG Document Number: formal/2011-01-03.

OPEN SOCIETY FOUNDATION (2011), “Opening government: A guide to best practice in transparency, accountability and civic engagement across the public sector”.

PEPPARD J., ROWLAND P. (1995), The essence of business process re-engineering, Hemel Hempstead, Prentice Hall.

REPORT PAŃSTWO 2.0 (2012), Raport Państwo 2.0 Nowy start dla e-administracji, Ministerstwo Administracji i Cyfryzacji, Warszawa.

REGULATION (EU) No 1303/2013 of The European Parliament and of the Council of 17 December 2013, Official Journal of the European Union, 20.12.2013.

REIJERS H.A., MANSAR S.L. (2005), “Best practices in business process redesign: an overview and qualitative evaluation of successful redesign heuristics”, The International Journal of Management Science, Omega 33, pp. 283-306.

RINALDI M., MONTANARI R., BOTTANI, E. (2015), “Improving the efficiency of public administrations through business process reengineering and simulation: A case study”, Business Process Management Journal, vol. 21, n. 2, pp. 419-462.

ROSEMANN M., SCHWEGMANN A., DELFMANN P. (2005), “Vorbereitung der Prozessmodellierung”, in Becker J., Kugeler M., Rosemann M., (edited by), Prozessmanagement, Springer, Berlin Heidelberg.

SASAK J., KOŻUCH A. (2011), “Modelowanie procesów organizacyjnych jako narzędzie integracji systemów informatycznych administracji publicznej”, Współczesne Zarządzanie, vol. 3, pp. 115-124.

SAXENA K.B.C. (1996), “Re-engineering public administration in developing countries”, Long Range Planning, vol. 29, n. 5, pp. 703-711.

SCHEER A.W., JOST W., WAGNER K. (2005), Von Prozessmodellen zu lauffähigen Anwendungen. ARIS in der Praxis, Springer, Berlin.

SUPERNAT J. (2003), “Administracja publiczna w świetle koncepcji New Public Management”, Zeszyty Naukowe Wyższej Szkoły Administracji Publicznej w Białymstoku, vol. 2, pp. 28-46.

STEMBERGER M.I., KOVACIC A., JAKLIC J. (2007), “A methodology for increasing business process maturity in public sector”, Interdisciplinary Journal of Information, Knowledge and Management, vol. 2, pp. 119-133.

STEMBERGER M., VUKSIC V., KOVACIC A. (2009), “Business Process Modelling as a Critical Success Factor in Implementing an ERP System”, South East European Journal of Economics and Business, vol. 4, n. 2, pp. 89-96.

WEERAKKODY V., DHILLON G. (2008), “Moving from e-government to t-government: A study of process reengineering challenges in a UK local authority context”, International Journal of Electronic Government Research, vol. 4, n. 4, pp. 1-16.

WEERAKKODY V., JANSSEN M., DWIVEDI Y.K. (2011), “Transformational change and business process reengineering (BPR): Lessons from the British and Dutch public sector”, Government Information Quarterly, vol. 28, n. 3, pp. 320-328.

ZAHEER A., MUSHTAQ K., ISHAQ H.M. (2008), “Reengineering the procurement process in public sector organisation: A case study”, EuroJournals. Inc., vol. 61, n. 3, pp. 30-43.

Published
2017-04-30