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

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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