By: Aqel M. Aqel. أقرأ باسم ربك الذي خلق خلق الإنسان من علق اقرأ وربك الأكرم الذي علم بالقلم علم الإنسان ما لم يعلم صدق الله العظيم 1 5 2 34.

Presentation on theme: "By: Aqel M. Aqel. أقرأ باسم ربك الذي خلق خلق الإنسان من علق اقرأ وربك الأكرم الذي علم بالقلم علم الإنسان ما لم يعلم صدق الله العظيم 1 5 2 34."— Presentation transcript:

1 By: Aqel M. Aqel

2 أقرأ باسم ربك الذي خلق خلق الإنسان من علق اقرأ وربك الأكرم الذي علم بالقلم علم الإنسان ما لم يعلم صدق الله العظيم 1 5 2 34

3  Measuring Business Process Maturity while assessing organizational readiness for organizational e-transformation.  Illustrates a proposed comprehensive model for assessing organizational readiness including business process criteria in addition to other organizational e-readiness billers (strategy, info technology, IT Security and ability to change).

4  Introduction: ◦ E-Transformation Concept (Technology Enabled Government / T- Government) ◦ Importance Of E-Transformation ◦ Need For Readiness Model  Towards A Unified Organizational Readiness Model: ◦ Model Components (Includes Business Process Readiness) ◦ Business Process Readiness Criteria (Illustration And How To Measure) ◦ Inter-Agencies Processes ◦ National Level Business Process Management Bureau (NBPMB)  Closure ◦ Quick summary for our lecture ◦ Conclusion (adopting national readiness model, and national level NBPMB)

5 ◦ E-Transformation Concept:  Technology Enabled Government / T-Government ◦ Importance Of E-Transformation ◦ Need For Readiness Model

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7 Total Dependency on IT IT Impacts on Societies: – Politically – Economically – Socially – Service delivery Managerial revolution is running parallel with IT revolution. Information / Knowledge societies E-Transformation: Opportunities and Barriers

8  What is e-Transformation: ◦ The process of transforming in to an innovative & effective IT-enabled organization is e-Transformation.  Transformation levels: ◦ Government Agencies ◦ Private Sector ◦ Academic institutions ◦ Persons and societies

9 Barriers – Infrastructural – Financial – Organizational – Legislative – Security – Others E-Transformation: Opportunities and barriers

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11 Using e-Readiness to facilitate organizational transformation Source: Aqel M. Aqal. e-Readiness Criteria Method s Audits Initiatives Monitoring Existing Situation Barriers Limitations Desired Situation Opportunities Initiatives (projects) TrainingInfrastructure e-Services Change Management Uncertainties E-Readiness Concept

12 Human Development Provide Service Provide Information Use Information Technology Generic Capacity Generic Capacity e-Readiness is the generic capacity or aptitude of the public sector to use ICT for encapsulating public services and deploying to the public high quality information (explicit knowledge) and effective communication tools that support human development « [WPSR,2003, page 135]. E-Readiness Concept

13 Human Development – E- Government initiatives classification (UN, 2003) Wasteful Pointless Meaningful

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15 e-Readiness levels Source: Aqel E-Readiness Levels 1.Global 2.Regional 3.National 4.Industries /Business Sectors 5.Organizational 6.Community 7.Personal E-Readiness Concept

16 Figure 4.2: National e-Government Readiness Source: Author  National e- Readiness ◦ Telecom ◦ Banking Sector ◦ Academic ◦ Business Sectors ◦ Legal ◦ Individuals and Society National e-Readiness billers

17 Organizational E-Readiness Answering the Question: – What preparations management should provide to digital era. Org. Readiness depends: – National e-gov model. – Organization Role in national e-trans. – Nature of relations with others. – General maturity technically and managerially.

18 Importance of e-readiness model Using an e-readiness model: – Will Help formulating strategic plans based on identified needs. – Justify projects and its dependencies – Upgrading to higher levels of maturity – Unify criteria to assess and compare readiness

19 E-readiness criteria depends on ideal organization characterized in “learning organization”. "learning organizations continuously learns through its members individually and collectively to create a sustainable competitive advantage by effectively managing internally and externally generated change " [Sudharatna & Li, 2007]. Importance of e-readiness model

20 E-Readiness Concept Layers of readiness Learning org. characteristics: 1.Cultural values 2.Leadership 3.Commitment and empowerment 4.Communication, knowledge transfer 5.Employee characteristics and performance upgrading

21 Organizational e-Readiness Model

22 1.Strategy Readiness 2.Business Process 3.IT Infrastructure 4.Org. Culture readiness (Ability to Change) 5.IT Security Organizational E-Readiness Model

23 Organizational e-Readiness 1- Strategy

24 Organizational e-Readiness 1. Strategy Strategic management and transformational leadership style are two key factors that contribute to the success of e-government initiatives [Wenbo, 2002]

25 Public agencies with considerable goal ambiguity tend to have a difficult time strategizing and implementing management innovations. Wechsler et. al. 1997 Organizational e-Readiness 1. Strategy

26  Strategy Readiness ◦ Ability for strategic planning ◦ Ability to strategic management 1.Organizational structure 2.Functions and services 3.Performance management 4.Informational Model Organizational e-Readiness 1. Strategy

27  1.1 Organizational Structure ◦ "Organizational structure is the way in which the interrelated groups of an organization are constructed. The main concerns are effective communication and coordination" [wikipedia, 2007] Organizational structure is documented Communicated and recognized Covers all activities including ICT Identify relationships and authorities Used effectively in HR Managed OR mechanism Organizational e-Readiness 1. Strategy

28  1.2 Functions and services ◦ What products and services we deliver in order to achieve our strategy.  What Departments are doing  What products and Services they are providing to:  Individuals  Small Businesses  Corporates  Other key stakeholders Organizational e-Readiness 1. Strategy

29  1.2 Functions and services ◦ Evaluate functions and services ◦ Are services satisfying and supporting business strategy ◦ Clear responsibilities ◦ Level of Automation ◦ Integration with HR incentive System Organizational e-Readiness 1. Strategy

30  1.3 Performance management ◦ Performance management is "a systematic, integrated management approach that links enterprise strategy to core processes and activities. By providing planning, budgeting, analysis and reporting capabilities, performance management allows the business to be "run by the numbers" and measurement to drive management decisions." [wikipedia, 2007] ◦ Strategic planning can help in managing change through: linking agency strategies with performance measures". [Berry, 2007] ◦ "Monitoring progress made toward achieving program goals requires systematic measurement. ICT has facilitated the processing of unprecedented amounts of program data more efficiently than ever before" [Newcomer, 2007].

31  1.4 Informational Model ◦ "A high-level roadmap containing software, hardware, and other information technology requirements for health & secured environment managed information systems HSE-MIS" [HSE- MIS, 2001]. ◦ It’s Part of organization strategy as all stakeholders need to exchange information. ◦ Planning for information provision should be parallel with business strategy.

32 Organizational e-Readiness 2-Business Process

33  "collection of activities that takes one or more kinds of input and creates an output that is of value" [Credit research foundation, 2007],  "business process is a recipe for achieving a commercial result. Each business process has inputs, method and outputs. The inputs are a pre- requisite that must be in place before the method can be put into practice. When the method is applied to the inputs then certain outputs will be created" [wikipedia, 2007].

34 Evaluation criteria 1.Documentation 2.Effectiveness 3.Performance Management 4.Automation Organizational e-Readiness 2- Business Process

35 2.1 Documentation – Base for other criteria – Sanctions & decorees are not detailed BP documents – Organizations should realize and document its business processes in modern and structured way.

36 Organizational e-Readiness 2- Business Process 2.1 Documentation 1.Availability of a business process committee 2.Availability of updated documentation for all strategic processes 3.Accessibility to documentation for staff 4.Availability of Electronic workflow systems 5.Integration of BPD to human resources roles and responsibilities. 6.Integration of BPD to automated systems.

37 Organizational e-Readiness 2-Business Process 2.2 Effectiveness 1.Clarity of process drivers, initiators, triggers and inputs. 2.Clarity of process roles and responsibilities in various stages 3.Clarity of process exceptions and predefined handlings 4.Clarity of process controls and related objectives 5.Clarity of process outputs in various stages 6.Mechanisms to monitor adherence to process qualities 7.level of support available at each stage

38 Organizational e-Readiness 2-Business Process 2.3 Performance Management – Aims at business process optimization and stakeholders' satisfaction. – will help agency monitor process effectiveness and find reasons and ways for enhancement. – BPP could be measured at process steps (tasks) level or at participant's level in order to quantify process performance analysis. – Organizations that have performance management in place are more ready to transform to learning org.

39 Organizational e-Readiness 2-Business Process 2.4 Automation – Two key criteria to be assessed Number of automated steps Ability to provide and exchange data electronically.

40 Organizational e-Readiness 3-IT infrastructure and Management

41 1. Infrastructure 2. DBMS 3. Applications 4. ICT Management 5. Technical skills ICT Management DBMSInfrastructresApplicatons Skills

42  3.1 Infrastructure ◦ Aims at 24x7 Availability  Hardware  Communication Network  Intranet ، Internet ، Extranet  Capacity Management  ICT Facility  Power  ACs

43  3.2 DBMS ◦ Depends on firm role at national / regional level ◦ Firm need to have electronic information to share and exchange with stakeholders.  Data coding and classification  Minimal Redundancy  Data Dictionary  Data exchange protocols  compatibility  Licenses  Data security and backup

44  3.3 Applications ◦ We mean Business applications (ready and tailor made) ◦ Applications replaced ordinary paper based business processes ◦ Applications contains business process and controls

45  3.4 Applications ◦ Application functional maturity ◦ Application maintainability ◦ Application Integration ability ◦ Application security

46  3.5 ICT Management ◦ E-transformation requires a matured ICT management due to the expanding role of ICT.  Effectiveness  Efficiency  Confidentiality  Integrity  Availability  Reliability  Compliancy

47  3.5 ICT Management effectiveness: 1.Structure(Internal and external):  Level of authority and position in org. Authority and decision making  Internal structure  Segregation of Duties  Completeness of quality function 2.ICT processes effectiveness. 1.Policies and procedures 2.Documentation (job description) 3.Roles and responsibilities 4.Knowledge sharing and management 5.Information services maturity 1.Product service realization 2.Quality 3.Help disk and

48  3.5 ICT Management effectiveness: 3. Technical skills  many and vary according to the following factors:  Level of maturity of agency's ICT function.  Agency's e-government strategic plan.  The role of outsourcing versus in-house team members.  Available approaches for agency to gain new skills and capabilities.

49  ICT functions should develop capabilities in the following key skills: ◦ Capable operations staff for systems and networks ◦ Capable database administration. ◦ Programming and software development methodologies ◦ Business analysis and processes reengineering ◦ Software engineering and integration ◦ Security specialist ◦ ICT Quality specialist ◦ Project management skills

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51  So Far… ◦ strategy readiness to ensure being on the right direction ◦ Business process readiness to ensure doing the right things to achieve goals. ◦ Technology readiness to enable the business.  Change is always a real challenge: ◦ Bureaucracy. ◦ Are stakeholders going to accept radical change. ◦ Do they have the same concerns and interests. ◦ They do have varies impacts and influences.

52  Ability to change readiness criteria: ◦ Leadership ◦ Human resource alignment ◦ Effective communication ◦ Risk Management

53  4.1 leadership ◦ Leadership was classified as a barrier to e-trans ◦ Transformational leadership elements are included  Awareness of e-trans concepts and benefits.  Embracement of e-trans  Leadership skills

54  4.2 Human resources alignment ◦ Considered an extension to strategy readiness  Reduce resistance  Protect e-Transformation investment

55  4.2 HR alignment criteria includes the following: ◦ Dissemination of strategic objectives ◦ Job descriptions and Responsibilities ◦ Policies to attract and retain skilled workers ◦ HR Motivation ◦ HR Performance Management ◦ HR continuous development

56  4.2 Human resources alignment ◦ Realization of strategic objectives  Strategy should be understood by workers at all levels  Workers should know how they contribute to achieve the strategy  Workers should not left in vague

57  4.2 Human resources alignment ◦ Job description (roles and responsibilities)  Organizations with clear roles and resp. are more ready to transform to e-age  Roles and responsibilities must be derived from Org structure and  This will facilitate changes mandated by reengineered and automated business processed.  Will also facilitate reassignment of authority, empowerment..etc

58  HR Attraction and retention ◦ There is a need to deal with highly wanted workers ◦ Risk: training workers will make them drain out ◦ Must change HR policies to retain skilled workers.

59 ◦ HR Motivation  Unmotivated workers can not afford change  Need for national level motivation system  Allgin workers personal ambitions with e-trans programs objectives  Rewards (personal, organizational and leader)

60  HR Performance Management  Organization performance depends on HR  HR performance data will help in strategic planning  Monitoring e-trans initiative on HR Performance  This will help restructuring HR to the optimum

61  HR Development polices and procedures ◦ E-transformation will mandate new skills ◦ E-transformation plans need to be integrated to other HR development plan ◦ Successive Management to sustain success ad continuity.

62  4.3 Effective Communication ◦ "People in organizations typically spend over 75% of their time in an interpersonal situation" [Wertheim, 2007]; ◦ Vertical and Horizontal communication:  Disseminate e-transformation awareness  Collaboration between stakeholders  Support Daily activities  Communication is essential part of business process  Replace conventional communication tools with new automated and electronic ones.

63  4.4 Risk management maturity ◦ So many threats are threatening e-transformation  Business process controls  IT Security ◦ Will evaluate:  Clear role of risk management  Availability of policies and procedures  Business continuity plans). ◦ Result: more controlled environment while transforming.

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65  IT Security is considered as key barrier for e- transformation  Even successful org. has too much to do to secure its information.  IT threats: ◦ Are so many ◦ Diversified ◦ Of high specialty ◦ New threats are coming every day  IT security must be addressed at national level  IT security include many non technical roles

66  5.1 Top management realization ◦ Each org. has its own IT Security structure ◦ IT security is tightly related to informational model ◦ Top management is responsible and accountable for IT security. ◦ High level steering committee should effectively follow up IT security

67  5.2 Business department readiness ◦ Are departments heads and executives aware of their role in IT security. ◦ Are they participating in data classification ◦ Evaluate access rights management ◦ IT security management structure:  Shared responsibilities  Decision making  Independent audit.

68  5.3 ICT function readiness ◦ Must afford IT security criteria:  Confidentiality  Integrity  Availability  Will evaluate: ◦ ICT awrareness about IT security concepts ◦ Current IT security practices (policies & procedures) ◦ Coordination level with other stakeholders.

69  5.3 ICT function readiness ◦ IT team skills:  Risk Assessment  Impact analysis  Countermeasures  Incident Management  Disaster Recovery

70 ◦ Current IT security practices:  Protective Countermeasures  Corrective Countermeasures  Best practices (ISO17799, BS7799) ◦ Assets management ◦ Human resources security ◦ Physical and Environmental Security

71 Strategy Readiness Strategic Planning Organizational Structure Functions and services Performance Management Well documented and communicated vision, mission goals and objectives and KPIs. Organizational structure is documented Communicated and recognized Covers all activities including ICT Identify relationships and authorities Used effectively in HR Managed OR mechanism Generic maturity stages Clearly defined and strategically mapped internal and external functions and services. Assigned responsibilities (ownership), level of automation integration with incentive system Informational Model Defined information architecture Data requirements Operational requirements

72 Business Process Readiness Documentation Effectiveness Performance Automation Availability of a business process committee Availability of updated documentation Accessibility of documentation by agency staff Availability of Electronic workflow systems Integration of BPD to human resources Integration of BPD to automated systems. Clarity of process drivers, triggers and inputs Clarity of process roles and responsibilities Clarity of process exceptions handlings Clarity of process controls and related objectives Clarity of process outputs in various stages Level of adherence to process qualities level of support available at each stage Percentage of automated tasks and steps Ability to integrate and exchange digital information Common maturity levels should be used

73 Technology readiness Databases Application ICT Management Technical skills Hardware Communication Network Facility with environmental and physical security Cleansed and well structured historical info Ability to share and transfer data to web content hardware Availability counter-measures: Data retention policies and backup systems Capable systems and network operations staff Capable database administration. Programming and development Business Analysis / processes reengineering Software engineering and integration Security specialist ICT Quality specialist Project management skills Organization structure ICT processes readiness- Policies & Standards Hardware Infrastructures Application maturity Application maintainability Application Integration ability Application security

74 Changeability Readiness Leadership Human Resource Alignment Communication Risk Management Awareness Embracement Leadership skills Dissemination of strategic objectives Job descriptions and Responsibilities Policies to attract and retain skilled workers HR Motivation HR Performance Management HR continuous development Responsibility for risks in organization Business continuity and disaster recover plans Effectiveness of Vertical and horizontal Comm.

75 ICT Security Readiness Top management realization & adoption Department level readiness Security Technical readiness Awareness of leadership role in security existing strategic security management Security enforcement in strategy components Executives' realization of key security roles. Alignment of security with business Coordination with technology function (dept) Realization of technical security requirements Existing level of security practices Coordination with other departments

76  This is a call for establishing a research center for organizational e-readiness at national and regional levels.

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