Process Portfolio Management - BPTrends.pdfVIP

BPTrends ▪ October 2007 Government Process Management Government Process Management: A review of key differences between the public and private sectors and their influence on the achievement of public sector process management. Roger Tregear and Teri Jenkins Abstract There is increasing interest in process-based management. Business Process Management (BPM) is gaining acceptance as an effective, holistic management philosophy and practice. Much of the process management literature focuses on private sector organizations with inherent assumptions of profit-driven, tangible deliverables and well defined customer groups. This paper suggests nine key differences between the public sector and private sector, namely: public interest, accountability, political sensitivity, whole-of-government ecosystem, budget cycle complexity, information exchange, regulating society, machinery of government changes, and culture. It also considers, via a Force Field Analysis, how these differences influence the establishment and maintenance of BPM in the public sector. [This paper was originally written for, and presented at, the BPM 2007 conference held in Brisbane, Australia in September 2007. In discussing the public sector it uses references to the Australian system of government (Westminster). BPM Practitioners from other countries will be able to substitute examples from their own government models. Other models of government practice may also suggest additional key differences. The full paper containing all of the endnotes and references is available from the authors on request.] Introduction Today’s citizens demand “my government