Modernizing processes in public administrations : process management in the age of e-government and new public management

Detalles Bibliográficos
Autor Principal: Becker, Jörg
Otros autores o Colaboradores: Algermissen, Lars, Falk, Thorsten
Formato: Libro
Lengua:inglés
Datos de publicación: Nueva York : Springer, 2012
Temas:
GESTIÓN DE PROCESOS EMPRESARIALES - BPM
Acceso en línea:Consultar en el Cátalogo
Notas:Incluye índice y bibliografía
Descripción Física:xxiv, 336p. : il.
ISBN:9783642213557
Tabla de Contenidos:
  • 1.Process-Oriented Administration Modernisation
  • 1.1.Public Administration as the Object of Modernisation
  • 1.1.1.Structure and Organisation of Public Administration
  • 1.1.2.Tasks and Competences of Public Administration
  • 1.1.3.Principles of Administrative Action in Germany
  • 1.2.Triggers and Goals of Administration Modernisation
  • 1.2.1.External Triggers: Societal Trends
  • 1.2.2.Internal Triggers: Deficiencies of the Bureaucratic Administration Model
  • 1.2.3.Modernising Administration through New Management Concepts
  • 1.2.4.Administration Modernisation through Information Technology
  • 1.3.Process Design as the Core of Administration Modernisation
  • 1.3.1.The Organisational Structure View of Public Administration
  • 1.3.2.The Process-Oriented View of Public Administration
  • 1.3.3.The Classical Procedure for Process Design
  • 1.3.4.The Process Landscape as New Field of Action of Process Design
  • 2.Process Modelling as an Instrument of Administration Modernisation
  • 2.1.Foundations of Process Modelling
  • 2.1.1.The Definition of "Model" and Model Properties
  • 2.1.2.The Construction Process of Models
  • 2.1.3.Principles of Orderly Modelling
  • 2.1.4.Description Levels and Information Contents of Process Models
  • 2.1.5.Benefits of Process Modelling
  • 2.2.Traditional Methods of Process Modelling
  • 2.2.1.Event-driven Process Chain (EPC)
  • 2.2.2.Business Process Modelling Notation (BPMN)
  • 2.3.Challenges of Process Modelling in Public Administrations
  • 3.Process Modelling with the PICTURE Method
  • 3.1.Overview of the PICTURE Method
  • 3.1.1.Components of the PICTURE Method and their Interplay
  • 3.1.2.Example of the PICTURE Method
  • 3.1.3.Attributes of the PICTURE Method
  • 3.2.Process Building Blocks and their Attributes
  • 3.2.1.The Principle of Process Building Blocks
  • 3.2.2.Process Building Blocks for the Objective Description of Administrative Action
  • 3.2.3.The Dilemma of the Process Description
  • 3.3.Process Description through Processes and Subprocesses
  • 3.3.1.Subprocesses and their Attributes
  • 3.3.2.Processes and Their Attributes
  • 3.3.3.Representation of the Control Flow
  • 3.3.4.Reference Processes and Examples of Processes
  • 3.4.Further Model Views and Their Attributes
  • 3.4.1.The Organisational Model
  • 3.4.2.The Resources Model
  • 3.4.3.The Business Object Model
  • 3.5.Process Catalogue for Model Administration
  • 3.5.1.Process Types
  • 3.5.2.Product Catalogue
  • 3.5.3.Situations
  • 3.6.Tool Support through the PICTURE Process Platform
  • 3.6.1.Process Register
  • 3.6.2.Process Modelling
  • 3.6.3.Process Visualisation
  • 3.6.4.Process Analysis
  • 4.Guideline for Using the PICTURE Method
  • 4.1.Project Management
  • 4.1.1.Stipulating Project Goals
  • 4.1.2.Stipulation of Fields of Action
  • 4.1.3.Preparing the Project Plan
  • 4.1.4.Establishing the Project Organisation
  • 4.1.5.Setting up Project Controlling
  • 4.1.6.Critical Success Factors
  • 4.1.7.Checklist
  • 4.2.Preparing for Modelling
  • 4.2.1.Stipulate the Information Needs for Achieving Objectives
  • 4.2.2.Preparing Methods on a Project-Specific Basis
  • 4.2.3.Information from Project Participants
  • 4.2.4.Checklist
  • 4.3.Modelling the Process Landscape
  • 4.3.1.Identify Processes
  • 4.3.2.Selection of Recording Scenarios
  • 4.3.3.Development of Method Competence
  • 4.3.4.Recording the Processes
  • 4.3.5.Consolidating the Processes
  • 4.3.6.Checklist
  • 4.4.Using and Designing the Process Landscape
  • 4.4.1.Direct Use of the Process Landscape
  • 4.4.2.Assessment of the Condition
  • 4.4.3.Ex-Ante Potential Measuring of Reorganisation Measures
  • 4.4.4.Measuring the Success of Reorganisation Measures Ex-Post
  • 4.5.Process Landscape Maintenance through Continuous Process Management
  • 4.5.1.Necessity of Continuous Process Management
  • 4.5.2.Phases of Continuous Process Management
  • 4.5.3.Organisational Anchoring of Process Responsibility
  • 4.5.4.Checklist
  • 5.Application Areas for PICTURE
  • 5.1.Creating Transparency
  • 5.1.1.Process Documentation
  • 5.1.2.Knowledge Management
  • 5.1.3.Customer Transparency
  • 5.2.Introduction of New Control Instruments
  • 5.2.1.Product Formation
  • 5.2.2.Process Cost Accounting
  • 5.2.3.Quality Management
  • 5.3.Identifying Reorganisation Potential
  • 5.3.1.Effectivity Potential by Leaving out Tasks
  • 5.3.2.Efficiency Potential through Organisation Simplification
  • 5.3.3.Efficiency Potential through Electronic Case Processing
  • 5.3.4.Evaluating the Success of Reorganisation Measures
  • 5.4.Administration-Overlapping Application Areas
  • 5.4.1.Development of a Local Authority Process Register
  • 5.4.2.Process-Oriented Transposition of the EU Services Directive
  • 5.4.3.Measuring the Costs of Bureaucracy with the Standard Costs Model (SCM)
  • 5.5.Other Application Possibilities
  • 6.Bibliography
  • 7.Index
  • 8.Authors

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