Process Management Challenges in Swedish Public Sector: A Bottom Up Initiative

Abstract

Part 3: Service Design and ImprovementInternational audiencePublic administration is under pressure to work more effectively and increase effectiveness with regards to internal administrative processes as well as level of service towards citizens. This paper identifies process management challenges encountered in Swedish municipalities and provides concrete examples of consequences of these challenges by using a bottom up approach. It is done by using a common public service process and a mobile solution as platform for discussions with municipal officials working with the process. To categorise the challenges they are grouped into six core categories of business process management, which provide a picture of challenges that municipalities face today. Results show that Swedish municipalities face challenges in all categories and that it was not possible to design a generic process for the analysed service. To initiate work with improving process maturity in local governments the bottom up approach used was found successful

Gestión de Procesos de Negocios en el Sector Público

“…69-86 Universidad Espíritu Santo -UEES ISSN: 1390-5473 e-ISSN: 2588-0969 77 inconvenientes en la comunicación o la identificación de roles y responsables de las partes interesadas. Un estudio realizado en Suecia en 2013 así lo confirma: las responsabilidades mal definidas y comunicadas son otro desafío de gobernabilidad que causa ineficiencias en la gestión de procesos de los municipios (Lönn y Uppström, 2013). Otra de las diferencias entre lo público y privado es que existen recursos de entrada fuera del control en los organismos públicos, los cuales afectan al resultado de las agencias (Coleman et al, 1966).…”

“…Por su parte, estudios realizados recientemente en Suecia, muestran que sus municipios están organizados por funciones, y, por lo tanto, las estructuras organizacionales de estos no están alineadas con un enfoque orientado al proceso. Las responsabilidades mal definidas y mal comunicadas, son otro de los desafíos de gobernabilidad que causa ineficiencias en la gestión de procesos de los municipios (Lönn y Uppström, 2013). Diversos trabajos de investigación, como los nueve factores de Tregear y Jenkins (2007) o las tres directrices de Alford y Greve (2017), han aportado nuevos conocimientos en torno a los factores diferenciales entre el sector público y el privado, los cuales están siendo profundizados en la presente investigación, la cual ha sido motivada por la necesidad de mejorar la productividad en el sector público en la Argentina aplicando conceptos y herramientas de gestión empresarial, estableciendo las diferencias y proporcionando sugerencias para su implementación.…”

Formulating optimal business process change decisions using a computational hierarchical change management structure framework

“…An organisation needs a top-down mode with an 'enterprise-wide leadership' approach that includes 'end-to-end process optimization', rigorous governance and an enforcement policy to achieve optimal change and meet stakeholder's expectations (Alotaibi & Liu, 2017;Burlton, 2015;Fisher, 2004). (Lönn & Uppström, 2013) also argued against disregard for bottom-up instruction practice in order to achieve success in business process implementation. Secondly, the scope of the suggested change is often considered and then moderated to reflect the extent of the current problem.…”

“…In the subsequent phase the constructed initial HCMS is computed and evaluated. The computation process starts from the bottom to the top to identify the best alternative path to execute the objective (Lönn & Uppström, 2013), based on the fastest time and cheapest path, as in the example in Figure 1. After the computation comes the verification phase which checks for any errors or anomalies before moving to the last step of documenting the HCMS.…”

Identifying Challenges in Business Rules Management Implementations Regarding the Governance Capability at Governmental Institutions

“…In the current body of knowledge, a broad selection of literature on implementation challenges and critical success factors in the context of Enterprise Resource Planning implementations, for example, [9], [10], Business Process Management implementations, for example, [11], [12] and Supply Chain Management implementations, for example, [13], [14] is available.…”