BPR and Change Management

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12th National e-Governance Conference
BPR and Change Management
for e-Governance
D.N.Gupta, Centre for Excellence in
e-Governance, ISID, New Delhi
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I. Business Process Reengineering (BPR)
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.There is a need to recognise and study the
critical role that interdependencies of
technology (IT), delivery mechanism, processes,
peoples (functionaries) behaviour, work culture
and citizens requirement, ignoring such
interdependencies may be counterproductive.
..Potential of IT to transform business is not in
question, it is how to unlock that potential that
is the question and BPR seems to be providing one
answer.
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Flow Diagram for BPR
Study of processes
Study of processes
Process mapping
Process mapping
Analysis
Analysis
Management inputs
Management inputs
Identifying CTQs
Identifying CTQs
Knowledge Management (KM)
Business Process Reengineering (BPR)
Knowledge Management (KM) (for improving
Capabilities of functionaries for BPR)
Business Process Reengineering (BPR)

• Based on BPR

System Integration (SI)
System Integration (SI)

• Backend Computerisation
• Database Design and Development

Software design and development
Software Design and Development
Customer Relationship Management (CRM)
Customer Relationship Management (CRM) (for
Efficient Citizen Management)
Implementation
Implementation
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Process Mapping and BPR Guidelines
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Principles for Process Reengineering
- How to reduce total cycle time - How to reduce
cost to citizens - How to reduce touch points -
How to improve responsiveness - How to bring
transparency (MIS) - How to bring accountability
(MIS) - How to improve citizen satisfaction
BPR Cycle (which requires strong human input at
every stage of cycle)
Conceptualisation
Feedback
Identifying process
Implementation
Redesign
Process mapping
Analysis
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Identifying CTQs

• CTQs
• Number of activities
• Activities online (through computer)
• Number
• age of total
• Touch points
• For citizen
• For application
• Number of decision-making levels
• Number of visits by citizens
• Number of attachments
• Total time spent by citizens to avail service
• Total expenditure by citizens in availing the
  service
• Process (Throughput) efficiency ()
• CTQs Critical to Quality Characteristics

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A Case Study
Certificate Delivery by e-Kiosks
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Strategy Encouraging Citizens through
Citizen-centric Approach
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Processing in Different Scenarios Certificate
Delivery
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Comparison of Process Efficiency among Different
Scenarios after BPR
Process (Throughput) efficiency ()

Work content time Throughput efficiency

x100 Total time in system
Throughput efficiency is a key indicator of an
organizations value adding efficiency. It tells
us how much of the time is definitely not
contributing to the goals of the process.
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Key to Success for e-Governance

• Five Key Considerations
• I. Package of Services to Citizens at e-Kiosks
• Application for online service delivery
• II. Integrated View of Services for Efficiency
  gain
• ERP for integrating the Databases
• III. Horizontal and Vertical Integration in
  Future
• SOA and Web-services
• IV. Citizen Management
• Application for CRM
• V. Support for Multiple Channels of
  Communication

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E-Governance System Architecture
State Data Centre ( SDC)
DatabaseServer
ApplicationServer
WebServer
Service Oriented Architecture (SOA)Web Services
e-Service Provider (Tehsil)
SWAN
Internet firewall
Online Services at e-Kiosks
ERP for Government Office (Tehsil)
Citizen Relationship Management (CRM)
Knowledge Management (KM)
Application on GIS Platform for Land Management
Internet firewall
Mobile Phone
Personal Digital Assistant (PDA)
Interactive Voice Response System (IVRS)
Personnel Computer (PC)
Landline Telephone
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Citizens
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Comparison Partial Automation vs Full Automation
(with ERP and CRM)
in a Tehsil (in a Year)

• Note Figures are Approximate
• Total Number of Services in a Year 22,000. All
  Services ROR, Certificates (Caste , Income,
  Domicile), Court matter, Registration, Mutation,
  Relief matter, RTI, Misc.

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Scenario D Application form Online Attachments
Incase of only dynamic data Internal
processing of Tehsil Online Delivery form
Online
Changes required for New System in Scenario D
(after BPR )
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II. Change Management
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Reasons for avoiding Change

• They (functionaries) will resist it
• Major disruption is going to happen, which will
  cost money
• Change is complex in large organisations and just
  thinking about doing it will take up lots of our
  already over-stretched time
• Were not very good at it, on a personal or group
  level
• Its not clear whether the unknown future might
  turn out to be worse than the present known
• Were just not sure
• Even if we do OK with this change, we just know
  therell be another one coming soon
• Change initiatives in organisations like ours
  have produced job losses, anger, resentment,
  higher stress, loss of trust, confusion. Why on
  Earth would we bother to do it again?
• and, biggest think of all,
• Wed much prefer if it werent happening
• Source Firth,1999

Change is a big thing for organisations because
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Why change management required?
People oppose not so much the change, but the
strategy or the methods of change. What is
crucial is how the change is brought about.
In the specific context of governance, with the
passage of time, peoples expectations change.
New things are required to be introduced.
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Vital points for Change

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• Understand the change process to achieve what
  changes in the processes are required
• Define a vision to provide clarity to everyone
  associated with it, about the likely results of
  e-governance at the end of, say, 10 years. Also,
  strategy, mission, values and goals are to be
  identified
• Communicate change inform the stakeholders
  clearly what changes are to be made
• Build trust and commitment to change through
  communication and right actions, to win over the
  confidence of stakeholders
• Measure the benefits of change the changes
  taking place need to be evaluated and timely
  action for correction needs to be taken, and the
  benefits are to be communicated
• Sustain change through learning full commitment
  of top leadership is crucial for sustaining the
  change
• Make change acceptable where stakeholders feel
  free and enjoy adapting to new situation

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Action plan for change management
  Cyclic process The change processes should
follow a cycle, underlining the never-ending
journey that change involves. It will have the
following stages
Cyclic Process
Vision Reflect
Analysis    
Implement Redesign    
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Vision and Mission
Vision a vivid picture of what it will look
like when we arrive in the future
Strategy the long-term decisions and
direction that will shape its path to the
future Mission a clear and tangible ways
of doing business, and specific
objectives to be achieved to realise
vision Values the core, unshakable beliefs
about whats important Goals short-term
milestones to be achieved on the way to the
vision
Vision
Strategy
Mission
Values
Goals
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Key Strategies for e-Governance

• System Ownership Internal team for each
  Department
• Sensitising each member of department about
  the need of
• BPR for improving Internal Efficiency and
  Service
• Transformation
• Apex Committee at the State level for
  focussed decision-
• making
• Culture of Continuous Improvement

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Key Challenges

• Change Management Cultural Changes
• Effecting Changes in the Acts
• Making Processes and IT Systems IT Law
  Compliant
• Making Computer Generated Certificates Law
• Compliant

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Citizen-centric Framework for e-Governance
Source Own analysis
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Thank You