Business Process Management Systems - Case Study Example

The Study of Business Process Management Systems (BPMS): Dubai Court E-Government Student’s Name Institutional Affiliation Executive Summary The aim of this paper is to explore the benefits of the implementation of business process management systems by e-government using integrated technological systems such as ICT. E-government is an approach that both developing and developed nations are using to improve the departmental operations for best outcome, quality service delivery to the public. The paper analyzes Dubai’s courts process management systems as a case study. Over three years, Dubai courts have been utilizing the electronic platforms such as ICT, promotional and portal to reduce paperwork and improve service delivery. Table of Contents Executive Summary……………………………………………………………………………………………………………………..…2 1.0Introduction 6 Business process management is a business concept that both, governmental, profit and nonprofit organizations use to oversee the organizational workflow to ensure the organization meets customers’ needs. Global governments are embracing business process management systems to improve departmental workflow for effective service provision and delivery by pooling together organizational activities and events for goals achievement. The BPMS (business process management systems) concepts mitigate human production errors such as waste, and proper infrastructure management and appropriate utilization of human capital and technology. In this case, Dubai courts are looking forward to adopt BPMS by introducing e-services to reduce paperwork. 6 According to Priyambodo and Prayudi (2016), BPM is a point of connection that organizational executives use to link business operations with information technologies for quality service delivery. The purpose of this paper is to explore the concepts of business process management systems used in e-services. For more understanding, the paper uses Dubai’s Court as an electronic government sector (e-government) as a case study. The article formulates business process ideologies from various quantitative secondary data theoretical frameworks articulated by different authors and qualitative primary data from an interview conducted. 6 Literature Review 6 2.1Evolution of Business Process Management Systems 6 The Business System 6 Comment 6 1.Total quality management (TQM) 1980s 6 Focuses on customers value using lean (waste) management model 6 2.Business Process Reengineering (BPR)- 1990s 7 Used to control organizational operations by using machinery and manpower 7 3.Customer Relationship Management (CRM) –Mid 1990s 7 Creating products and services basing on customers’ demands 7 4.Business management process systems 21st century 7 BPMS involves the use of modern technology to enhance organizational performance, management of internal operations and creation of customers’ value 7 2.2 The principles of Business Process Management in Dubai courts 9 2.3 E-government: Implementation of business process management in Dubai Courts 12 2.3.2 Dubai courts e-service promotion 15 2.3.4 Pro and corns of using BPMS in Dubai Courts 15 3.0 Analysis and Conclusion 16 4.0 Recommendation 16 References 18 Appendix 20 1.0 Introduction Business process management is a business concept that both, governmental, profit and nonprofit organizations use to oversee the organizational workflow to ensure the organization meets customers’ needs. Global governments are embracing business process management systems to improve departmental workflow for effective service provision and delivery by pooling together organizational activities and events for goals achievement. The BPMS (business process management systems) concepts mitigate human production errors such as waste, and proper infrastructure management and appropriate utilization of human capital and technology. In this case, Dubai courts are looking forward to adopt BPMS by introducing e-services to reduce paperwork. According to Priyambodo and Prayudi (2016), BPM is a point of connection that organizational executives use to link business operations with information technologies for quality service delivery. The purpose of this paper is to explore the concepts of business process management systems used in e-services. For more understanding, the paper uses Dubai’s Court as an electronic government sector (e-government) as a case study. The article formulates business process ideologies from various quantitative secondary data theoretical frameworks articulated by different authors and qualitative primary data from an interview conducted. Literature Review 2.1 Evolution of Business Process Management Systems The Business System Comment 1. Total quality management (TQM) 1980s Focuses on customers value using lean (waste) management model 2. Business Process Reengineering (BPR)- 1990s Used to control organizational operations by using machinery and manpower 3. Customer Relationship Management (CRM) –Mid 1990s Creating products and services basing on customers’ demands 4. Business management process systems 21st century BPMS involves the use of modern technology to enhance organizational performance, management of internal operations and creation of customers’ value According to Rao and Krishna (2013) business process management has been gaining success and failures in the process of evolution in the attempt of improving organizational production efficiency. The modern BPM models stems from the1980s TQM (total quality management) business model. TQM focuses on improving corporate manufacturing process by procuring quality raw materials, hiring qualified workforce and managing waste (lean management) (Cayoglu et al., 2013). Incubation of technologies in the 1990s stimulated the companies to use information systems to enhance total quality management; coming up with a new business system known as business production reengineering (Chourabi et al, 2012). As technologies continued to evolve, business structures and governmental organizations adopted new process management techniques to generate and retain competitive advantage within the industries. The BPR (business process reengineering) became a significant organizational process giant utilized to control internal systems; global companies and governmental organizations adopted BPR. The emergence of enterprise process planning in the late 1990s replaced the initial BPR; however, BPR became an issue due to the maintenance cost and complexity, and hence, failing to solve the company’s production challenges. At the same time, customer relation management (CRM) systems incubated in the mid-1990s with the primary focus of developing goods and services from consumers’ point of view. In the effectiveness of production, consumer relation systems became a burden to small and medium organizations but an asset to large firms, and hence, masking most of the organization including the government sectors from using the CRM system. In the 2000s, most of the businesses and government organs began to re-assess internal operations by binding together managerial activities and events using technologies. It is evidence that the concept of BPM incubated in the early 1990s as a customer centric and process centric approach of promoting and improving organizational output as a separate business entities (Rao and Krishna, 2013). The emergence of BPM systems in modern times has made possible for the government structures to store and receive vital information from the public. Thus, the current BPM has replaced traditional systems attracting divided responsibilities, slashed operations, streamlined, functional units and streamlined staffing (Rao and Krishna, 2013). The modern BPMS had catalyzed contemporary business process management to be more synergetic focusing on customers’ value than staffing. Chourabi et al. (2012) also states that the goal of modern BPM is to facilitate communication strategies that provide the organization with vital and necessary information from clients. Additionally, Al-Shafi, and Weerakkody (2010) purports that contemporary BPM also brings together workers by building dynamic social relationships within the organization, and working collaboration for efficient production processes. Therefore, BPM is a supporting information system that helps managers to track the organizational operations by keeping productivity information; the corporate executives use BPM systems to enact process changes when it is necessary and more often (Priyambodo and Prayudi, 2016). Consequently, modern business process management is a tool that managers' uses to self-govern, self-regulate and self-correct organizational processes across operational networks (Chourabi et al., 2012). At the same time, the current BPM had introduced the fundamental premise of scaling the effectiveness of corporate operations. Today’s BPMS encompasses templates needed by e-governmental structures. By adopting the BPMs governments slashes departmental complexities by forming inventible systems with a capacity to monitor daily corporate activities and events by engaging internal (employees') and outside (clients') feedback (Rosemann and vom Brocke, 2015). In particular, the external and interior consultation (feedback systems) offers the organization with development muscle which improves demployees' skills and knowledge resulting to creation of smooth and transparent institutional workflow; BPMS has become the core platform the e-governments are using to post information as well as to reach their "clients” (Rosemann and vom Brocke, 2015). 2.2 The principles of Business Process Management in Dubai courts Vom Brocke, and Sinnl (2011) defines business process management as a managerial practice that involves inspection and operation of the fixed networks with the aim of evaluating production processes, workflow and resources management for better service outcome. Cayoglu et al. (2013) adds that business process management is a concept that organizational managers use to formulate organizational goals as well as a tool that help an enterprise to respond to explore internal strength, face external threats and overcome operational weaknesses by exploiting rising opportunities. According to Vom Brocke, and Sinnl (2011), business process management constitutes five fundamental principles that Dubai’s courts must put into consideration: the process control must be performance driven, stakeholder-based, business processes are holistic, business processes encourage segmentation and business change is about humans. Principle Comment 1. The performance driven principle BPMS should monitor and improve the employees performance 2. The Stakeholder Based Principle BPMS should involve all stakeholders before, during and after implementation. 3. The Holistic Practices Principle BPMS should be ethical enough; maintain high operational standards, protect and secure customers and organizational vital information 4. The Segmentation Principle The system should design different e-services platform for a particular purpose. 5. Business process change is about people principle This principle is the key pillar; BPMS is about people’s activities and events around them. Therefore, the management should design BPMS according to the people’s demands. The performance driven principle According to Vom Brocke et al. (2014) the bottom line of having business management process system in the government is to improve the performance by enhancing workflow and operations. In this aspect, the success of the Dubai’s courts operations, is emulating business processes systems that enhances employees' productivity and facilitate service delivery to the public by reducing paperwork (Government of Dubai, 2017). Moreover, BPM is a tool that helps leaders to evaluate organizational performance, techniques to use to improve the productivity and determination of how well the organization can perform within the industry. The current high performance experienced in the Dubai’s courts results from introduction of e-services and reduction of paperwork and physical documentation. The Stakeholder Based Principle Similarly, the government structures scales its potential in amidst of other departments using stakeholders’ level of satisfaction. According to Alsaeed et al. (2014), an effective BPM system should base on stakeholders' needs and perceptions. Organizational suppliers, customers, employees, shareholders, community and competitors care about how the governmental systems carryout internal operations. The essence of BPMS in courts is to bring an understanding to the stakeholders the purpose of the courts. It is important for the court to inform the key stakeholders concerning the reformation and the purpose of e-services (Alsaeed et al., 2014). However, some stakeholders are important than others, for instances organizational employees, clients, suppliers, and shareholders are most important. In this aspect, the organization should segment the needs of each stakeholder element specifically when dealing with cases. The Holistic Practices Principle Business process management must be holistic to deliver and sustain benefits (Al-Zaabi et al, 2012). The essence of BPM is to provide quality products and services to the clients by managing the organizational operations. Dubai courts have a global reputation due to the services they offer their clients. Therefore, an organization to have holistic managerial fragments requires strong leadership structure with a capacity to implement the corporate objectives. Additionally, a corporate with holistic BPM approaches involves employees during the decision-making process. Employees help leaders to get day-to-day process feedback for value creation. The Segmentation Principle Another important principle is that business process management should embrace segmentation. Online services provided by Dubai courts are an example of segmented services. Segmentation of the organizational operations allows leaders to monitor and synchronize change. Putting the organizational structures into various sections gives an enterprise an opportunity to allocate human resources efficiently. In this aspect, BPM is the government courts use segmentation criteria to ease case processes by enforcing best practices that foster and build relationship between the government agencies and the public (Al-Zaabi et al, 2012). Business process change is about people principle Finally, the business process is about people, and therefore communication should be the key factor. From employees' perspective, the communication strategies within the Dubai courts must aim to promote change, coordinate organizational structures, and give staff an opportunity to grow their knowledge and career. Still, BPM is a managerial tool that converts people into enthusiastic supporters and participants who in turn provide the organization with a competitive edge (Dubai e-Government Website, 2015). Customers are also an integral part of the BPM system for they determine the success or failure of the entire team. The essence of having e-services in Dubai courts is to promote and improve service delivery. 2.3 E-government: Implementation of business process management in Dubai Courts E-government is an approach that global governments have been adopting in the recent years to improve operations for better quality service delivery to the members of the public (Sethi and Sethi, 2008). Additionally, E-government is one of the modern technological platforms countries are using to increase productivity and services delivery with minimal costs by streamlining departmental operations for production efficiency. In the last one two decades, Dubai government has been using information and communication technologies to facilitate service delivery to their clients. The Government of Dubai formed Dubai e-government websites across all sectors to promote the provision of shared services among the departments. In particular, the Dubai court have a series of e-services delivered through the computer software; process management systems embraced by Dubai’s government had minimized procedures of which initially required the public to carry physical documentation and o follow complex departmental procedures (Dubai e-Government Website, 2015). Moreover, the assimilation of business process management systems in Dubai courts helps the judicial leaders to trace and check problems that might hinder the law sector from delivering vital services to the clients. Over the decade, Dubai’s courts have been utilizing BPMS to improve services delivery to the stakeholders by leveraging e-services. With the increase in public cases, the Dubai courts are streamlining access to governmental legal framework services through online. Notary Dubai is one of the initial online services the government had used to deliver case related services to the public. According to Dr. Usman Zafar, managing director of ARMS, the establishment of Dubai Court notary public services had solved cases crises in courts and the e-services processes cases amounting to more than 400,000 per year, which is an increment from 50,000 cases the courts used to handle ten years ago. On introduction of e-Notary Adobe this year, an online executing service, will streamline prosecution process in various court platforms. Moreover, Smart Dubai Government Establishment (SDG) is one of the BPMS that the Dubai e-government had initiated with an aim of using the technology to register members of the public to use e-services; Dubai-ID is a court system that allows the citizens to access more than 500 services offered by the Dubai courts. ICT is a leading platform that assimilates full implementation of business process management systems in Dubai courts. Additionally, the governmental courts utilize ICT to carry out the cases evaluation handled by the court administrator using electronic computer software. The table below summarizes some of the most used e-services and provided by Dubai Courts. E-service Purpose 1. Case Registration Members of the public use this platform to file their cases in various court’s departmental organs 2. E-Zawaj This e-service facility deals with social-economic issues such as marriage, religion, family issues (wills, divorce and domestic conflicts). 3. Recent Judgment Allows the members of the public to access cases in progress and filing petitions 4. E-judge Communication platform used by the members of the public seeking judicial assistance from court magistrates and judges 5. E-payment This is a payment platform used for case and expertise payments. 6. E-notary E-service network used to solve cases using adobe acrobat reader-online jurisdiction service. The advantageous factor of e-service infrastructure portal in courts is that all administrative departments have freedom to develop and manage their portal profile. Through government information network, Dubai courts have developed software and mobile phone applications that enable citizens to access the judicial and magistrate services quickly. At the same time, the Courts’ website also facilitates the public to inquire cases and law expert’s services. Thousands of Arabian residence browses the country court’s profiles via the e-government portal systems. Also, the website contains employees’ profiles containing the department, personal contacts and area professional. The employees’ details and ideals support the institution in shaping the internal operations for quality service delivery. It is evidence that, Dubai courts have the best BPMS practices. 2.3.2 Dubai courts e-service promotion In the last two years the Dubai judicial system has been marketing the online services to the members of the public. The e-services promotion network used by the courts focuses much in marketing internal governance and convenience and efficient e-service utilization by the members of the public (Alsaeed et al., 2014). Additionally, the development of e-service promotion network project aims to improve e-services interoperability, which is the core pillar of the business process management system (BPMS). Sethi and Sethi, (2008) state that, the Dubai's e-service promotion uses three approaches to attract the public to use BPMS. Firstly, the Dubai’s courts engage in numerous publicity activities with the aim of creating awareness concerning availability and importance of e-services. Secondly, to reduce the high rate of technological illiteracy in public, the courts work together with other governmental organs to assist the public how to use the e-government promotion applications. Finally, the courts systems provide assurance of the privacy and security against cyber crimes concerning the public information stored in court online facilities. 2.3.4 Pro and corns of using BPMS in Dubai Courts Pros Cons 1. Technology promotes innovation and creativity 1. Technology evolution (change) 2. BPMS promotes technology competence and creativity among the citizens 2. Illiteracy in technology-lack of qualified IT personnel 3. Reduces paper work and physical documentation 3. High maintenance costs 4. Assured Security and confidentiality 4. Prone to hacking 5. Easy access of services with shortest time 5. Public mistrust due to cyber crimes 3.0 Analysis and Conclusion It is evidence that business process management systems play vital role in the modern business, political and economic arena. Globalization and technologies have become the core drivers that have been shaping the business process systems utilized by contemporary institutions. Unlike in the past, governments and nongovernmental organizations have been using BPMS to improve the departmental performance. Dubai courts case study illuminates the importance of assimilating e-service. The remarkable successes of the courts reflect the benefits of e-government process systems. This paper offers an insight of how governments and international organizations require strong leadership with realistic visions with a capacity to improve the organizational operations and performance. 4.0 Recommendation Global governments should embrace BPMS e –government to enhance the departmental operations and quality service delivery to the clients. Dubai is one of the countries that have remarked dynamic economic growth due to embracement of the technological platforms that facilitates business process management. Therefore, global countries should resist traditional documentation methods, which have been burdening the members of the public when seeking for government services. Additionally, the government should use available network systems including social media to take essential services to the citizens. References Alsaeed, A., Adams, C. And Boakes, R., 2014. Challenges To The Successful Implementation Of E-Government Initiatives In Middle-East Arabic Countries And Syria: Literature Review. In Tgov Workshop (Vol. 14). Al-Shafi, S. and Weerakkody, V., 2010. Factors affecting e-government adoption in the state of Qatar. Springer International Publishing. Al-Zaabi, H., Choudrie, J. and Lebcir, M., 2012. A Conceptual Framework to Examine Abu Dhabi’s Police Force E-Service Initiatives. New Delhi :Springer Cayoglu, U., Dijkman, R., Dumas, M., Fettke, P., García-Bañuelos, L., Hake, P., Klinkmüller, C., Leopold, H., Ludwig, A., Loos, P. and Mendling, J., 2013, August. Report: The process model matching contest 2013. In International Conference on Business Process Management (pp. 442-463). Springer International Publishing. Chourabi, H., Nam, T., Walker, S., Gil-Garcia, J.R., Mellouli, S., Nahon, K., Pardo, T.A. and Scholl, H.J., 2012, January. Understanding smart cities: An integrative framework. In System Science (HICSS), 2012 45th Hawaii International Conference on (pp. 2289-2297). IEEE. Dubai e-Government Website, 2015. Dubai e-Government gears up to showcase its array of electronic services at Cairo ICT 2014. Accessed March 31st, 2017 from http://egov.dubai.ae/en.portal?DEG_news_corp,News_000169,1,&_nfpb=true&_pageLabel=view Government of Dubai, 2017. Dubai Courts e-services Accessed on 4th April 2017 from http://www.dubaicourts.gov.ae/portal/page/portal/dc/home Priyambodo, T.K. and Prayudi, Y., 2016. A Proposed Strategy for Secure and Trusted Environment in e-Government. In Advanced Computer and Communication Engineering Technology (pp. 449-459). Springer International Publishing. Rao, L.M. and Krishna, D.S.R., 2013. Challenges and future trends in e-Governance. International Journal of Scientific & Engineering Research, 4(9). Rosemann, M. and vom Brocke, J., 2015. The five core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer Berlin Heidelberg. Sethi, N. and Sethi, V., 2008. E-government implementation: a case study of Dubai e-government. E-Government in Practice. New York: Routledge Vom Brocke, J. and Sinnl, T., 2011. Culture in business process management: a literature review. Business Process Management Journal, 17(2), pp.357-378. Vom Brocke, J., Schmiedel, T., Recker, J., Trkman, P., Mertens, W. and Viaene, S., 2014. Ten principles of good business process management. Business Process Management Journal, 20(4), pp.530-548. Appendix Dubai courts interview questions: Interview with Mr. Khaled AlFalasi- (Head of Quality Department Strategy and Institutional Performance Department - Dubai Courts) 1. Reducing paperwork is it a system to implement or only to create cultural awareness for the employees and your customers? • The aim of introducing the Reducing Paper Initiative in Dubai Court plan of 2017 is to reduce court time of moving around the files to each court when requested by the judge. • E-service allows public to upload attach requested paper to process their requests. However, some files are very large and the system cannot upload them and still some have archives under a unified serial number. 2. What inspire, trigger and deriver Dubai courts to think about reducing paperwork? His Highness Sheikh Mohammed Bin Rashid Al Maktoum is the country’s vision carrier. The Dubai Prince demands all the governmental organs to implement strategic 10X in 10 years. The strategic 10 times means that every sector should be ahead 10 times in ten years, in terms of technology and operations, in comparison to other countries (close competitors). The Sheikh is the source of our inspiration we began our strategic move of improving the judicial system. 3. What brought the idea of reduce paperwork in Dubai Courts? As Dubai Courts launches 210 smart services in 2015, is that not enough to reduce paperwork? Providing smart services requires training the staff and encouraging public to send their requests online instead of physically waiting in line for services. The courts are looking forward to reduce prints by 50 percent. However, the courts prints massive number of documents posted on e-system 4. What are the steps Dubai courts follow in order to complete the reducing paperwork project? This initiative is currently under the test in one of our departments as part of Dubai Court Strategic Plan for the year 2017, and by the end of 2017 the results will determine how to recreate the experience in all the other departments. 5. Did Dubai courts conduct a market research to validate the adoption will benefit the organization, is this make things easier and simpler for employee and customers? Dubai Court have been looking at different leading governments experiences in general and have visited Hong Kong Supreme Court, New York supreme court, Supreme Court of Victoria in UK, Copenhagen Court in Denmark and Singapore Court. Hence, the Dubai court is rich in knowledge concerning the e-services and importance of reducing paperwork in courts. 6. Did Dubai courts involve the employees, like conducting survey to check employees’ ideas about reduce paperwork? If Yes Why and If No Why? Yes, because HE Expert, TarishEid Al Mansouri, Director-General of Dubai Courts have supervised setting the goals for our strategic plan 2017 and the previous years, and always aim to rise the goals indicators percentage by improving Dubai Court performance. 7. Did Dubai courts hire consultant to assist in the implementation and why? Yes, we hire external expertise to streamline our internal operations and we have our consultants employed permanently who support us when a need arises. 8. Are there any challenges Dubai courts have been facing on (before, during and after) implementation of e-services, what are the main ones? Yes there are a number of challenges, • Pre-implementation Challenges: a) Lots of paperwork handled by Dubai Court staff b) Time consuming c) Longer waiting time •During implementation: a) Adoption process is the main challenge b) Requests received online from clients and employees must update and file every case posted online. However, written reports of the cases, which are over 100 pages, only circulates between the courts. c) Accidently People apply their requests to the wrong court and increase average waiting time: In the middle of redirecting and processing their requests to the correct court for new application requires paper work and physical documentation. d) Any updates to the cases take time to be updated online, which requires the judge to have the papers and file. •Post implementation: a) Designing Dubai Court strategic plan 2017 - Based on these results. b) Introducing initiative of department without papers 9. Can you encourage other firms in the region to embrace ISO-9001 and Why? Yes, embracement of ISO-9001 promotes productivity and quality service delivery to the clients. The system also allows the company to monitor internal and external dynamics that might inhibit or promote the company’s success. 10. Is IT support required in this project? What type of support is it planning, or design? IT is the central pillar and major driver of our project. The entire e-services aims basis on our strategic plan, which highly depends on excellent e processing. 11. What are the main results achieved so far? There are remarkable results and customers are enjoying completely our current e-services, and the employees are happy due to reduced paperwork. 12. What is the next step to ensure success? (Continuance improvement process) Our next step is to study the future results and compare them to the initial 2015 and 2016 results to track the progress and success. 13. How Dubai courts ensure security and avoid missing data over using technology only to process applications? The Dubai courts have a strong security department heavily installed with IT systems to avoid misuse of the e-services. Also, Dubai courts are working on shared access on documents with other departments such as Dubai police, which will increase request processing time and security level. 14. What advice do you have of implemented reducing paperwork for other businesses? Reducing paperwork makes work easier and will solve the culminating environmental problem. Increasing demand for papers translates to high demand for trees of which is a threat to the environment. 15. How do Dubai courts see the impact of reducing paperwork activity on customers, suppliers, employees and shareholders? Adopting e-services will save time, money and ink used to print papers, more importantly electronic is eco-friendly. At the same time the suppliers will cope with the new demands. The primary aim is to improve long-term quality service delivery to the members of the public. Question Context Response (answer) 1. The aim of reducing paper work To save time of files across the departments 2. Source of inspiration to adopt BPMS The Dubai 10X vision lead His Highness Sheikh Mohammed Bin Rashid Al Maktoum 3. The origin of the BPMS idea Court’s passion of providing smart services to their clients 4. Steps Dubai courts follow to implement BPMS Strategic Plan for the year 2017 5. Importance Market research conducted The positive impact the e-services have on the public courts, adopted in several European and Asian countries 6. Involvement of employee during the designing process and implementation Director-General of Dubai Courts, who is the employee, have supervised setting the goals for our strategic plan 2017 7. Hiring of consultant to assist in the implementation Uses internal and external consultants for effective implementation 8. Challenges Dubai courts faces on implementation Time consuming, adoption challenges, lack of expertise and qualified personnel to execute 9. Encouraging other firms to embrace ISO-9001 embracement of ISO-9001 promotes productivity and quality service delivery 10. The type of support required in planning Information technology and human capital are key pillars 11. Main results achieved so far Customers and employees are enjoying completely the current e-services 12. Next step to ensure success Compare future trends using the initial 2015 and 2016 results 13. Data safety and confidentiality Courts Have a strong security department heavily installed with IT systems 14. The advice you have of implemented reducing paperwork project Makes work easier and will solve the culminating environmental problem 15. The impact of reducing paperwork activity on key stakeholders e-services save time, money and natural resources Read More