"How to manage and control e-Government"

  • 228 views
Uploaded on

 

More in: Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
228
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
6
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. The 6th European Conference on e-Government (ECEG) Philipps-Universität Marburg, Germany 27-28 April 2006 How to manage and control e-Government Dr. Ute Hansen Germany
  • 2. Agenda
    • E-government needs a management and controlling
    • Requirements concerning a controllable public management system
    • Model of the comprehensive public management and controlling system
      • Management, information and controlling
      • E-Government: the perspectives of the model
    • Public Intelligence Architecture
  • 3. E-government needs a management and controlling
    • E-government has an increasing influence on competitiveness and therefore on productivitiy, economic growth and job creation.
    • The public and private sector take part in a lot of processes of information, communication and transaction that produce costs, namely compliance costs.
    • Facing the complexity of public management systems e-government-strategies provide not for that success stories you may expect accounting for the immense financial e-government-budgets.
  • 4. E-government needs a management and controlling
    • E-government means a management of organization overlapping processes, the application of innovative information and communication technologies, changes of legal framework and of the quality of public services: see the requirements concerning the Services directive of the European Commission.
    • For developing and establishing a controllable e-government system you need an effective management, obliging controlling processes as well as a comprehensive information system.
    • What are the sources of information being relevant to decision-making processes?
  • 5. Model of the public management and controlling system Organization Information and Communication Technologies Processes and Products Knowledge Finances Controlling perspective
  • 6. Requirements concerning a controllable public management system
    • Central and peripheral controlling organizations and processes.
    • Interconnecting the controlling processes and the public processes to ensure a corporate performance management.
    • Support the controlling system with information and communication technologies.
    • Standardization and integration : instruments, methods, technical controlling system, processes, key performance indicators, reporting.
    • Meeting the demands , transparent, manageable, understandable, in time.
    • Legally binding .
  • 7. Management, Information management and Controlling
    • The model of the public management and controlling system consists of six integrated perspectives : controlling, organization, information and communication technologies, knowledge, finances and processes and products.
    • Each perspective comprises the functions and processes of management, imformation management and controlling.
  • 8. Management, Information management and Controlling Management Information Controlling
  • 9.
    • Management
      • strategic and operative processes.
    • Information management
      • Production of in time, transparent, complete, current and disposable information.
      • The right information reaches the right place in right time, serves the right purposes and produces an additional value!
      • Synchronization of provision and demand of information.
    • Controlling
      • Production of the relevant information for the decision-making processes.
      • Support of the decision-making processes: moderation and consulting.
      • You can only manage what you can measure!
    Management, Information management and Controlling
  • 10. Perspective: Controlling
    • Methods and Instruments: Sensitivity analysis (Vester) and
    • Balanced Scorecard (Kaplan/Norton)
    15 14 11 13 18 13 7 passive sum (PS) 15 18 10 11 16 11 10 active sum (AS) 3 3 3 3 3 0 service quality (7) 3 3 3 3 3 3 availability and quality of knowledge base (6) 3 3 1 3 0 0 skilled employees (5) 3 3 1 3 1 0 digitalization of the public processes (4) 3 2 2 3 3 3 efficient and effective public processes (3) 3 2 1 1 3 1 transparent products (2) 0 1 1 2 3 3 transparent cost (1) (7) (6) (5) (4) (3) (2) (1) Effects and backlashes
  • 11. Perspective: Controlling
    • Methods and Instruments: Sensitivity analysis (Vester) and
    • Balanced Scorecard (Kaplan/Norton)
    policy law processes/products finances innovation customers BSC strategy vision
  • 12. Perspective: Controlling
    • Management:
    • Central and peripheral controlling processes
    • Technical controlling-infrastructure
    Planning processes : Standards of methods, instruments, indicators, measurements, reports and target agreements. Coordination and moderation processes : benchmarking, scorecard processes, decision-making processes. Data mining processes : reports, analysis, publications.
  • 13. Perspective: Controlling
    • Information management:
    • Information processes and technical information system
    • Documented and disposable controlling processes.
    • Documented and disposable blank forms and timetables for target agreements, Reporting etc..
    • Results of data mining: charts, reports etc..
  • 14. Perspective: Controlling Controlling: Path-through times of the controlling processes? Quality of reporting? Improvement of the decision-making processes? Information, used in the decision-making processes, reach the customers in time? Information current, complete and disposable? Customers satisfied? Support with information and communication technologies? Quality of the measures? ? ? ? ?
  • 15. Perspective: Organization Balanced Scorecard, organization charts, organigrams, workstations, customers like business and citizen, partners, measured indicators, data mining Development and optimization of the organizational structure: centralization, standardization, hierarchies, normalization, Specialization Central and peripheral organizational management Business Process Outsourcing? Organization of Public-Private-Partnerships? Abandonment of tasks? Achievement of objectives? ?
  • 16. Perspective: Knowledge Balanced Scorecard, processes of knowledge management, knowledge base, measured indicators, data mining Optimization of the knowledge management to make the resource of implicit and explicit knowledge in the public processes available: processes of knowledge identification, acquisition, development, distribution, utilization and storage. Quality and quantity of the knowledge base? Path-through time of the knowledge processes? Satisfaction of users of the knowledge management system? Support with information and communication technologies? Achievement of objectives? ?
  • 17. Perspective: Information and Communication Technologies Balanced Scorecard, ITIL processes, ICT architecture, measured indicators, data mining Optimization of the ICT management: ITIL processes (IT Infrastructure Library) and ICT (e-government) architecture Central and peripheral organization of the ICT management Service quality? Satisfaction of the users of the ICT architecture? Support with information and communication technologies? Path-through times of processes? Achievement of objectives? ?
  • 18. Perspective: Finances BSC, Budgets, balance sheets, costs, financial processes, measured indicators, data mining Optimization of the financial management: Financial processes like budgeting, preparation of a balance sheet, costing Central and peripheral organization of the financial management Cost reductions? Budget constraints? Financial priorities? Reduction of financial resources? Increasing tax yield? Achievement of objectives? ?
  • 19. Perspective: Processes & Products Balanced Scorecard, process architecture, products, measured indicators, data mining Optimization of the process and product management like process design, process implementation, definition the e-government products central and peripheral organization of the process and product management Quality of processes? Path-through time of processes? Quality and quantity of products? Support with information and communication technologies? Number of participants in processes? Achievement of objectives? ?
  • 20. Public Intelligence Architecture presentation Main services Main applications Layout management Content management Search Authorization and Administration Structure management Personalization Single Sign On Community Collaboration Groupware Workflow management Document management Corporate Performance Management Applications: Funding, Personal, ICT, Finances etc. Data Warehouse Operative Data Application Integration Data Integration
  • 21. Dr. Ute Hansen Email: ute.hansen@eclustering.de Web: www.eclustering.de Thank you for audience!