MODULE:

GOVERNMENT PROCESS

REENGINEERING

FOR EGOVERNANCE

Mohan Karambelkar

WHY GPR?

2

e-Government is Not about translating processes

but about transforming processes

e-Government is Not about Computers and Website

but about services to citizens & businesses

NEED FOR GPR

Just Automation

As-Is computerization

IT enabled processes with no improvement in the

service levels

Poor cost benefit ratio

Minimal impact / improvement in service delivery

and administration

Poor Accessibility

Minimal online or self services to the stakeholders

Poor Governance

Not meeting requirements

Solution is

Government Process Reengineering

GPR/BPR

4

In nutshell, GPR is undertaken to address ‘problems’ or

‘needs’ of the organization or its customers with an

objective to improve the overall quality of the services

OBJECTIVES OF THE SESSION

Knowledge

Understand steps for GPR

Skills

How to prioritize the services

How to document the service processes

How to look for improvement in process

Behaviour/ attitude

Views on transformation (instead of translation)

5

KEY TO GOOD REENGINEERING….1

Transformational

It should bring about a drastic improvement in the

quality of services provided.

6

KEY TO GOOD REENGINEERING….2

Innovativeness

Innovatively and come up with solutions rather than

replicating the manual system.

7

KEY TO GOOD REENGINEERING….3

Rationalization of Application form and data

requirements

Very often the information asked for in the

application is rarely used or is already available with

the Government. A good BPR would question the

need of all information sought.

8

KEY TO GOOD REENGINEERING….4

Usage of data available in Government domain

efficiently

Very often the information sought is available in the

Government domain. Date of birth is an example of

commonly sought information. This is to be generally

supported with a duly attested certificate as proof.

This may be done away with as the Government

already has the information through date of Birth

records of the individual. Hence asking for a Birth

Certificate is a redundant activity.

9

REENGINEERING

Re-engineering is the fundamental rethinking and

radical redesign of business processes to achieve

dramatic improvements in critical, contemporary

measures of performance, such as

cost,

quality,

service, and

speed.

10

IMPROVEMENTS THROUGH BPR

11

GOVERNMENT PROCESS

Government Rule

Technology Support

Process

Citizen Application Citizen Output

Citizen

interface

•Application fee

•Affidavit

•Attested

photocopy

•Forms

Delivery

Interface

Money

Transfer

Physical

paper

(e-copy?)

12

SIGNS OF POOR GOVERNANCE…..1

Air of mystification about procedures

Pillar-to-Post

13

eGovernance

Well defined process,

responsibility and

accountability

SIGNS OF POOR GOVERNANCE…..2

Long queues at delivery points

Multiple visits to government offices

Poor quality of service

14

eGovernance

Online services and quality

interaction

Public services closer home

SIGNS OF POOR GOVERNANCE…..3

Outcome is in suspense

Too many intermediaries, shortcuts

Too many controls and checks, complexity,

exceptions & special cases

15

eGovernance

Well defined transparent process

indicating outcome or deliverables

and turn around time

GPR IN E-GOVERNANCE PROJECT LIFECYCLE

16

1. E-Governance Strategy

Development

2. Current State

Assessment

3. Future State

Definition

4. Implementation

approach and sourcing

5. Develop and implement IT

system

6. Operate and sustain

Project Management Office/Unit

Change Management and Communications

GPR is undertaken during stages 2 and 3 of eGLC

GPR

17

APPROACH TO GPR

Problem Identificati

on and Definition

Define vision and objectives for GPR

Process Study and

Documentation

Process Analysis

Process Reengineering & Defining

To-be processes

Process implementa

tion /IT enablement

& validation

GPR: PROBLEM IDENTIFICATION & DEFINITION

Problem Identificati

on and Definition

Define vision and objectives for GPR

Process Study and

Documentation

Process Analysis

Process Reengineering & Defining

To-be processes

Process implementa

tion /IT enablement

& validation

Analysis of citizen

grievances & complaints

and pro-active Voice of

Customer surveys

Identification of problem

and defining unambiguous

problem statements

Problem Identification

and Definition

18

PROBLEM STATEMENT

19

Process for Passport

Issuance on Turn

Around Time (TAT)

metric is operating at

only 38% within

Service Level

Agreement (SLA)

People experience

enormous delay in

getting the passport

Unambiguous Ambiguous

GPR: DEFINE VISION AND OBJECTIVES

Problem Identificati

on and Definition

Define vision and objectives for GPR

Process Study and

Documentation

Process Analysis

Process Reengineering & Defining

To-be processes

Process implementatio

n / IT enablement &

validation

Analyse services

portfolio and

undertake service

prioritisation

exercise

Define vision for

GPR, from problems

identified, service

priority

Define measurable

objectives for the

GPR exercise

Define vision and

objectives for GPR

20

SERVICE PRIORITIZATION

Criteria to filter

The high value service (to citizen / government)

Visibility and complexity [V and Cm]

Feasibility and criticality [F and Cr]

21

Selected Services

F and Cr

V and Cm

High Value

THE HIGH VALUE SERVICE

22

Valu

e to

Citiz

en

Value to Department

1 2

3 4

LOW HIGH

LOW

HIGH

Number of

visits,

Time spent

Increased transaction

volume,

Reduce processing

cost

EXERCISE: PRIORITIZE SERVICES

Service Value-C Value-D

1.Resort H H

2.Bread &

Breakfast

L H

3.Home-stay L L

4.Restaurant H H

5.Theme park L H

6.Sightseeing L H

7 Trekking L L

8.SPA H L

9.Laundry L L

10.Maintenance L L

23

Value-Department

Valu

e-C

ust

om

er

Low High

Low

H

igh

HH

HL LL

LH 1

1

2

3 4

1, 4 8

2,5,6 3,7,9,10

VISIBILITY VERSUS COMPLEXITY

24

Serv

ice V

isib

ility

Service Complexity

1 3

2 4

LOW HIGH

LOW

HIGH

Large customer

base,

Significance of

customer

experience

Ease in automation

Number of parties involved,

Number of documents

processed

EXERCISE: PRIORITIZE SERVICES

Service Visibili

ty

Complexi

ty

1.Resort H L

2.Bread &

Breakfast

H L

3.Home-stay L H

4.Restaurant L H

5.Theme park H L

6.Sightseeing L L

7 Trekking L L

8.SPA L L

9.Laundry L H

10.Maintenance L L

25

Low High

Low

H

igh

HH

HL LL

LH

Complexity

Vis

ibil

ity

1

2

3

4

1,2,5

6,7,8,10 3,4,9

FEASIBILITY VERSUS CRITICALITY

26

Service Feasibility

Serv

ice C

riticality

1 3

4 2

LOW HIGH

LOW

HIGH

Overall gain

Low risk – high

success

EXERCISE: PRIORITIZE SERVICES

Service Critical

ity

Feasibil

ity

1.Resort H H

2.Bread &

Breakfast

L H

3.Home-stay L L

4.Restaurant L L

5.Theme park L H

6.Sightseeing L H

7 Trekking L L

8.SPA L L

9.Laundry L L

10.Maintenance H L

27

Low High

Low

H

igh

HH

HL LL

LH

Feasibility

Cri

tica

lity

1

2

3

4

1

2,5,6

10

3,4,7,8,9

SERVICE PRIORITIZATION: VALIDATE &

RATIONALIZE THE RESULT

Validate the identified services/projects for e-

Governance through department’s survey,

experience and knowledge of the customers

Verify that the high-value services can deliver

benefits through e-governance

Verify the feasibility of the implementation

priorities assigned to the high-value services

28

VISION FOR GPR

Based on

problems identified,

service priority

Consider needs and opportunities

State what will be and will not be done

Involve consensus building by stakeholders

Be clear, intuitive and simple

Be aligned with overall development strategy

Reflect the specific conditions and ambitions of

the organization

29

OBJECTIVES FOR GPR

An objective

is a specific and usually quantifiable statement of

program achievement and

is a statement of measurable outcome which can be

used to determine program progress towards the goal

Objectives should flow from e-Governance vision.

Two dimensions

Adding benefits to the customers and

Adding benefits to the organization itself

30

Problem Identificati

on and Definition

Define vision and objectives for GPR

Process Study and

Documentation

Process Analysis

Process Reengineering & Defining To-

be processes

Process implementati

on / IT enablement & validation

GPR: PROCESS STUDY AND DOCUMENTATION

Study process flow,

actors, policies, process

stages

Documenting as-is

processes and creating

Process Maps

Recording time and other

data elements for each

process step

Validation of process

documentation from dept.

Identify and classify

Problems Issues &

Expectations (PIEs) for

the processes

Process Study and

Documentation

31

AS-IS ASSESSMENT

IT Systems

Business Processes

People

CURRENT STATE (AS-IS) ASSESSMENT

As-Is Assessment is carried out along the following

dimensions:

32

• Process maps

• Pain points

• Initial improvement areas

• Stakeholder needs

As-Is Processes

• IT Systems

• Scope and functionality

• Strengths and gaps

• IT Infrastructure (network, security, data center)

As-Is

IT

Environment

• Organizational structures

• Roles and responsibilities

• Capacities and skill sets

• Change barriers

As-Is

People Environment

CURRENT STATE ASSESSMENT Key Outputs/Deliverables

33

TYPES OF PROCESS MAPPING

Process mapping can be done at various levels of

detail

Flowcharting

SIPOC Map (Supplier – Input – Process – Output –

Customer)

Value Stream Mapping

The Four Field Mapping

34

FLOWCHARTING

Detailed activity / task level graphical representation

of the process

Common symbols used

35

36

Start

Take water in a pot

Place the pot on a stove

Is the

water

boiling?

Heat the water

Add sugar and tea powder

to boiling water

Pour and filter tea

decoction in a cup

Add milk

Tea ready to serve

End

Flowchart:

To prepare Tea

SIPOC MAP (SUPPLIER ,INPUT ,PROCESS ,OUTPUT ,CUSTOMER)

Mapping the key constituents of the process and their

interactions

Lists the following

The suppliers of these inputs (S)

The inputs required to these processes (I)

The processes that deliver these outputs (P)

The outputs provided to them (O)

All the customers (C)

37

38

Add sugar

and Tea

powder

Supplier Input Process

Gas

Supplier

Water

Supplier

Grocery

Supplier

Milk

Supplier

Gas

Water

Tea powder,

sugar

Turn

on gas

Milk

Boil

water

Add

Milk

Output Customer

Tea You

SIPOC MAP: TO PREPARE TEA

VALUE STREAM MAPPING

Mapping the entire value stream of the process

on a single page

Analyze the flow of materials and information

required to bring a product or service to a

consumer.

The different steps with the actual Hands on

Time (HoT) and waiting time before the next step

The total Turn Around Time

39

40

Get water Boil water Make Tea

Decoction Make Tea

10 Sec 180 Sec 10 Sec 10 Sec

You

FOUR FIELD MAPPING

The Four Field Mapping

Also known as Swim-lane diagram

Study process flow, actors, policies, process

stages/ phases

41

SWIMLANE DIAGRAM FOR SERVING TEA

42

Process : Serving Tea

Sta

nd

ard

s

& P

oli

cies

Cu

stom

er

Wa

iter

Cook

Order a tea

Record the

order

Inform the

order

Note the

order

Prepare

the tea as

per order

Tea Service

Policy

Present the

tea in cup

Serve the

tea and

give bill

Consume

the tea and

pay the bill

43

PROBLEMS, ISSUES & EXPECTATIONS

(PIES)

44

After generating the PIEs for the process, they are logically grouped

The next step is to brain-storm ‘Quick Wins’ & change possibilities in the process

Key PIEs, especially related to process, are analyzed for root causes in the Analyze phase

Other PIEs are reviewed in the Improve phase to ensure that the new process addresses all or most of them

PIE Grouping

PIEs

Process

Policy

Skills

Structure

IT

Infra.

GPR: PROCESS ANALYSIS

Problem Identificati

on and Definition

Define vision and objectives for GPR

Process Study and

Documentation

Process Analysis

Process Reengineering & Defining To-

be processes

Process implementatio

n / IT enablement &

validation

Root cause analysis of process

issues and identification of root

causes

Analyzing process efficiency -

Value Adding and Non Value

Adding steps

Analyzing process complexity –

Data entry points, Hands off

points etc

Definition of key metrics and

arriving at baseline indicators

(TAT, error rate etc)

Process Analysis

45

WHAT IS PROCESS ANALYSIS

A step-by-step breakdown

the inputs,

outputs, and

operations that take place during each phase.

determine potential targets for process

improvement through

removing waste and

increasing efficiency.

46

INDICATORS OF POOR PROCESS

The process is ‘MULTIPLE WINDOW’

Process has too much movement, too much re-

entry and or copying

Process too much disintegrated

Process needs many manual inputs requiring

references from other documents

Standard formats not easily available

Customers need to provide same information and

or data multiple times

47

QUESTIONS TO PONDER

Can

Activities, information, data that does not serve any

purpose be eliminated?

Activities, information, data, documents be

integrated?

Activities, process be simplified?

Activities, process, information, data that be

automated?

Independence from PLACE, TIME & PERSON be

utilized? (major benefit of Information Technology)

48

IDENTIFY ROOT CAUSE

Identifying the root cause of process dysfunction

enables you to ensure that

the process redesign solves the root cause,

rather than simply addressing a symptom of a

problem that will occur again

It also allow you to determine how many

processes are affected by a single root cause. The

more process problems a root cause creates, the

higher priority it is for being addresses quickly

and effectively

49

CAUSE AND EFFECT DIAGRAM:

TOOL TO FIND ROOT CAUSE

50

Poor

Quality

Product

Machine

Material Method

Lack of

training

Lack of

work-life

balance

Lack of

Communication

Lack of

maintenance Complex -

Not User

Friendly Slow &

low

accuracy

(Who?) (Where?)

(What?) (How?)

Lack of

standard

process Lack of

set-up

process

Improper

Packaging

Incorrect

Proportion

Delivery

Issues

Man

DO ALL THE PROCESS ACTIVITIES ADD VALUE?

VA – Value Adding activity

NVA – Non Value Adding activity

Measuring process efficiency – VA/ NVA

activities

51

PROCESS COMPLEXITY

Identifying process complexity –

Data Entry Points (DEPs) /

Hand off Points (HOPs) etc

52

GPR: PROCESS REENGINEERING/ TO-BE PROCESSES

Problem Identificatio

n and Definition

Define vision and objectives for GPR

Process Study and

Documentation

Process Analysis

Process Reengineeri

ng & Defining

To-be processes

Process implementa

tion / IT enablement & validation

Elimination or automation of

Non Value Adding /

redundant activities

Identification of solutions (re-

engineered process)

Evaluation and selection of

best solution

Definition of To-be processes

based on the evaluation

Finalization of To-be

processes with department

Setting of target KPIs

Process Reengineering & Defining To-

be processes

53

DEFINE FUTURE STATE (TO-BE DEFINITION)

To define how the identified business functions

and services shall be performed going forward

To define the new business processes

To define IT solutions and services for

automation of new business processes

To define people change management, capacity

building and communication requirements for

project implementation

54

To-be definition is performed along the following dimensions:

TO-BE DEFINITION

IT Systems

Business Processes

People

DEFINE FUTURE STATE (TO-BE DEFINITION)

55

Key Outputs /Deliverables

• To-be business processes

• New process KPIs/metrics

• Changes to the legal and policy environment

To-be Processes

• Functional Architecture and Requirements specifications

• Enterprise Architecture covering Application, data, network, security, data center architecture

• Data digitization and migration strategy

• SLAs

To-Be

IT Environment

• Institutional structures needed for project implementation

• Training and Capacity building plan

• Change Management Plan

• Communications Management Plan

To-be

People Environment

DEFINE FUTURE STATE (TO-BE DEFINITION)

56

PROCESS REENGINEERING PRINCIPLES

Redesigning existing processes:

Elimination of non-value added activities

Organize the process around the outcomes

Building quality in the source

Replacing processes completely

Removing the process

Outsourcing the process

Automate the process

57

Getting ready to perform a task / Prepare to do work

Moving people, information and/or things from one

location to another

Ensuring a task was performed correctly / Checking /

Reviewing

Rework; unnecessary or duplicate performance of a

task

Preparation

T

R

P

I

Transport /

Handling

Inspection /

Verification

Redundancy /

Duplication

Non-Value Added Activities

An activity that provides the business process with no competitive advantage and which can be discarded without influencing the final outcome.

REENGINEERING OBJECTIVES

Integrate I Divisions, Customers (internal and external) &

Suppliers

Automate A Repetitive tasks, data capture or entry & error check

Simplify S Forms, Procedures, Communication & Work Flow

REBALANCING EGOVERNMENT

60

PERFORMANCE INDICATORS

Cost indicator

Time indicator

Demand indicator

Productivity indicator

A comparison of these measures for the old and redesigned

process will show the improvement achieved in performance.

GPR: PROCESS IMPLEMENTATION

Problem Identificatio

n and Definition

Define vision and

objectives for GPR

Process Study and

Documentation

Process Analysis

Process Reengineering & Defining

To-be processes

Process implementati

on / IT enablement & validation

Implementation of re-

engineered processes

Implementation of IT

system to handle re-

engineered process flow

Putting in place

mechanisms to monitor

KPIs and continuous

improvement

Change Management, Legal

Framework changes etc

Process implementatio

n / IT enablement &

validation

62

PROCESS IMPLEMENTATION /

IT ENABLEMENT AND VALIDATION

Implementation of re-engineered processes

Implementation of IT system to handle re-

engineered process flow

Mechanisms to monitor KPIs and continuous

improvement

Monitoring and Evaluation

Change Management

Stakeholders management , communication

Legal Framework changes

For example, Recognition of Electronic Transactions

63

6 SIGMA

Proven set of statistical tools and methods to

eliminate variation

Data driven design or improvement

Sigma is standard deviation i.e. statistical

measure of variation

Higher the variation higher the number of defect

1 Sigma - Defects per million 317400

2 Sigma - Defects per million 45600

3 Sigma - Defects per million 2700

4 Sigma - Defects per million 60

5 Sigma - Defects per million 20

6 Sigma - Defects per million 3 64

QUESTIONS

65

Contact: mohandkk@yahoo.com