Prepared By :

Zamala bt Jaffar Siti Hajar Abu Bakar Tuan Arif Tuan Mahmood

INTRODUCTION
1) Presenting the analysis of a reengineering carried out in Italian state administration as research intervention. 2) To identify the main issues of managing a project and reengineering intervention in the public sector. 3) The application of the Ministry as a change agent the dynamic legislative context and increase pressures of stakeholders 4) Principles and policies of NPM : Focused on improving procedure and adopting mechanisms which reduced the administrations capacity to delay and stop action. To reducing the duplication of functions among Ministries and governmental bodies improving customer relationship

Business Process Reengineering

BPR -radical redesign of business process to achieve dramatic improvements performances

Six phases of uniform methodology, reengineering:

1) The reengineering strategic definition - objective identification, strategic contact definition and etc as is process analysis - representation of the process workflow to be process definition - theoretically examined separately from second phase is often ideas and hints for the redesign Improvement interventions design Implementation-choose of which alternative to implement. Monitoring and continuous improvement-prerequisite for controlling and improving the final performance

2) 3)

4) 5) 6)

Cont...
The goal of BPR - to determine the competitive success of an organization. The steps of strategic level :Strategic objectives identification Strategic context definition Top-down mapping of organizational process Definition of reengineering breath.

European structural funds and the ministry of treasury

ESF - the provision of regional aid to the member states to achieve goal of economic and social cohesion ESF has attracted the attention of many scholars that who have addressed both general problems and country specific issues. This growing attention is explained y the increasing financial importance ESF The situation that created a new regime constraints in which the proposal to revise the ESF management process appeared as an important opportunity for Italian Ministry managers, which is the Italian core organization within the ESF management process. Ministry of Treasury (MoT) determines financial and economic guidelines and programs.

Dimension and action

The project was carry out that has three levels of groups :-

The reengineering process has been depicted in a number of discrete stages

Strategic Definition
The project team identifies the processes to be revised. Select the proper process to review, the difficulties of gaining and guaranteeing leadership on the project Necessity of securing and focusing human resources efforts required a high commitment from the organization. The organization :Top management -- helps anticipating in the project to it completion Steering committee -- considered an appropriate instrument and formalizing negotiation and interaction among involved parties -- Public manager, politicians and project team leader Politicians -- influence an organizational life -- Guarantees of promoting and starting a policy change

Influences reengineering from the strategic definition of the outset. Public institutions, it is often difficult to find a unitary vision. Lack of convergence on explicit, measurable goals allows different interpretations and creates problems in negotiating with contrasting actors.

Difficulties in marking out the process users A user is a someone who immediately present themselves for the service, future generations of service receipts, relatives/friend of the immediate, state and local government. Each steering committee members was asked to make goals clear and link to possible advantages for different users. The breadth of reengineering project, for project.

An institutions have a formal structure that satisfies the external environment and a different internal routine that constitutes the real management practice.

Decoupled organizations the real

- reengineering teams to analyze a dual structure identify and the formal routine

The decoupled processed - essence of reengineering was a problem solving, creative and iterative process, called blank sheet of paper

MoT project team - a parallel analysis of legislative issues. Procedural and legislative change leads to the definition of legislative implementation plan - peculiarity and critical for the success. The projects managers defined four work groups within MoT, supported by four external team leaders.

Mixed groups was helpful in facing another public sector issues that is general lack of expertise.
MoT suggests the training should be provided on : The background of techniques and tools. Use of information system The operationalisation of the new process

Designing a control system ex novo for managing and reporting. Two elements to public institutions is : leadership - had the strengths and enthusiasm will provide an example and will aid the project success. software support - allow the identification of all possible pitfalls of the existing process, highlighting organizational, human and technological constraint. - offer possibility of testing different solutions and measuring process performance more easily.

 Two further instruments helped in avoiding project failure:

continuous communication management control system.

 The important element for avoiding problems during the reengineering project was the definition of constraint. The approaches to BPR is more relevant in public institution where constraint are more difficult to remove Three dimension of theoretical finding of this study 1) Insight from, and the limitation of BPR available methodologies in approaching a public sector redesign 2) Strictly related to the first, the identification of possible actions on the implementation of reengineering in government setting 3) The importance of project issue throughout the project

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