Αρχική Γενικές Αρχές και Προτεραιότητες Σχεδιασμού του Ε.Π. «Ψηφιακή Σύγκλιση»ENOTHTA B : (3) Σύγχρονη Ηλεκτρονική ΔιακυβέρνησηΣχόλιο του χρήστη Christos Papadoulis | 29 Μαρτίου 2010, 01:35
  • Σχόλιο του χρήστη 'Christos Papadoulis' | 29 Μαρτίου 2010, 01:35

    Dear Sirs, Sorry for the English but I do not have a Greek character set on my computer and the automated translators do not provide a satisfactory translation. I perceive that in order to address the proposed challenge one needs to address two major areas; Automation and Business Improvement. Automation I feel this has to be separated in two major areas; Strategic and Tactical. Strategic: In this I include the following: 1. Enterprise Architecture (see Zachman model). 2. Data Management (We can have a lengthy discussion on benefits of this topic) a. Data standardization, b. Codes standardization 3. Automated Systems a. Identification b. Prioritization c. Road Map d. High Level Project Management (Including timeline and Cost by project) Tactical: I am sure that there is more demand at a given time for automation than one can address. The thoughts that come to mind are: 1. Go for a win. Identify those projects that are perceived of high value. Perception is a must. 2. Make sure that the projects under development are on time and provide the expected functionality. 3. Make sure that you involve business people in the identification of requirements and testing and listen to them. Ask them their opinion, ask for suggestions. Business Improvement The first step in the process is to do a readiness (to change) assessment. We usually interview the CEO and senior managers/VIPs. If it is at a division level, we interview the VIP and his direct reports. In this case I presume that will be the minister, direct reports and the first line of VIPs (permanent staff) Independent of the level, the senior person has to form a vision and sell it to everyone. The vision must be backed with a justification. So, a list of high level issues must be developed. The senior person must explain the benefits of the change. The next step is to identify a group of high level people who will be told that they are free to make any decisions regarding the workings of the ministry. Each individual will be told that for the period they participate in this working group will be freed from their daily duties. This group with a facilitator will get together for a series of workshops to discuss the “As is” and dream the “To be” processes. I am not a big believer of the “As is” because I feel that it tends to contaminate their minds and interfere with “dreaming” the “To be”. The facilitator must document the processes, and the business rules. The group must approve them before they are published. In the present case old laws/directives must be eliminated and new laws/directives need to be issued. Then another round of workshops takes place with a lower level people who will describe the processes in more detail. The outcome from these workshops will be, in addition to other documentation, the identification of systems you will need and their prioritization. Innovation An example that comes to mind is the notion of “family”. Let me explain. Companies over the years developed Customers and Suppliers databases. Over time we realized that a Customer could be also a Supplier and vice-versa. As a result we came up with the notion of Trading Partner. This allowed us to change the business rules we operated. In the same way “Family” may be used to aggregate a family and provide a better way to create a clearer picture of the population. Business Rules. Today the rule says that for process “A” the public needs to provide, among other information, a copy of the Birth Certificate and the Family Status Certificate. If one wants to improve productivity, one needs to first ask if we really need them. If one finds that are not needed, then they are removed from the Business rule. In the event one determines that are needed, then one needs to identify how they can become available without involving the customer (public). This is also a change to the Business rule. The benefit of this process is the elimination of Business rules, simplification of the Business processes, increased productivity, reduction in cost, reduction/realignment of staff and faster service. Επιμέρους ερωτήσεις: 1. If you do not have a plan with a roadmap, deadlines, costs and benefits how: Is one going to measure success? Is one going to identify Προσέγγιση to the EU standards of service/performance? Etc. 2. The danger I see is that one needs to closely manage this process because most people do not provide constructive criticism but rather vents frustrated experiences. If you think for a moment that from those you will construct an environment that will address “ALL” those issues, I fear that you live in an illusion. The problem is the Business Process. Address them. Change them. Eliminate unnecessary Business Processes or steps with them. Change the Business Rules. Change and/or eliminate laws. Train and motivate the public employees. Implement the changes. Let the new environment operate for 6-12 months and then ask the public for their input. 3. Train and educate the public employees. Make them accountable for outcomes. Measure each ones performance. Provide them with incentives. Set mutually, management and employee, deadlines. Create a Governance program. Publish a code of contact and consequences when it is not adhered. Thank you for the opportunity to comment. Sincerely, Christos Papadoulis 2294-034-245