PAD 6710: Lecture 6

1. PAD 6710: Lecture 6 Organizational change and management

2. Outline • IT and Public organizations • Institutional • Organizational • Individual and small groups • IT Management • Organizational change

3. Institutional level • Process • Legislative process • Budget process • Judicial process (laws, rules, and regulations) • Effects • Globalization: International financial flows; World is flat; 24/7 World; Borderless world • Transnational corporations: International division of labor • National laws vs Global values • Linked Cities • Weak or strong national government?

4. Organizational level • Process • Structures and channels • Standard operating procedures; routines • Governance; management • Division of Labor • Effects • Centralization and decentralization of structure • Shrink middle management (flattening orgs.) • Disintermediation

5. Individual level • Process • Social and professional networks • Trust; Social Capital • Effects • IT will de-territorialize organizations • Individuation and Social networking • Social media: Blogs, listservs, web conferences, LinkedIn

6. IT Management • Planning and Needs Assessment • Permanent team from beginning • Obtain internal staff support • Baseline of existing costs • Lines of Businesses (LOBs) and Services • Present modes of delivery • Problem identification and Prioritization • Baseline improvements in LOBs and Services • Can IT adaptation achieve the improvements? • Identify technology needs • Alternative Technological solutions • Consensus on selected alternative

7. IT Management • Business Process Analysis • Efficiency comparisons to existing process • Don’t Automate, Obliterate? • Risk Assessment • Security Issues • Feasibility Study • Operational, Economic, and Technical • Pilot Project • Project Management • Inhouse or outsource? • Workflow analysis

8. IT Management • In-house development (public) • Human resource, technical expertise • Partnerships (Public/ private) • Partners in developing IT service, bringing strengths of each • What if Partnership of Weaknesses? • Separation between Industry & government • Hostage by private industry • Outsourcing • Single Provider • Multi provider • Selective outsourcing

9. IT Management • Contract Management • Specifications; Changing requirements; Maintenance; Integration (enterprise wide portability); Standards • Incentives for performance • Performance based service contract • Share in savings contract • Comprehensive disentanglement plan • Outsourcing problems • Security; False savings; Public vs private accounting; Biased rules; Oversight; Vendor dependence;

10. IT Management • Why IT Outsourcing Fails • Complexity – projects are too large and complex • Commitment Failure – lack of commitment from stakeholders • Planning Failure – poor business plans • Vision Failure – underlying assumptions are unrealistic • Inappropriate Methods – agency methods may not match IT • Short Time Horizon – unrealistic schedules • Turbulent Environments- rapid rates of change • Failure to Support End Users

11. IT Management • Why IT Outsourcing succeeds? • Management Support – involvement of top officials • Stakeholder Motivation – IT benefits • Goal Clarity – project scope must be clear • Support for Organization Culture with IT • Participatory Implementation – employee buy-in • User Friendliness – to increase stakeholder motivation • Adequate Budget and Time Horizon • Phased Implementation – extension of goal clarity • Process and Software Engineering – dealing with legacy systems • Project Management – professional is better

12. Organizational change • Virtual organizations • Impersonal; Rules and regulations • Post-bureaucratic organization • Less tangible vertical hierarchy • Loss of silo structures (departments) • Loss of control by layers More horizontal connections • Horizontal networked structure • Geographical aspatiality • Face to face meetings not required • Computer mediated communications: virtual conferences • Wireless enabled field-work

13. Organizational change Hybridization

14. Organizational change Citizen Relationship Management

15. Organizational change • Technology and power • Hybridization • Centralization or Decentralization? • New public management • Lean structures for efficiency • Blur between public, private, voluntary • Emphasis on e-governance, rather than e-government • Contractual relationships • Driven by performance indicators of outcomes

16. Telework market share Source: http://www.itif.org/files/Telecommuting.pdf

17. Teleworking • Computer-based distant access to company business systems • Blurred distinction between office, field, and home • Why? • Budgetary Limitations • Improved Customer Service • Employee Needs/Family-Friendly Workplace [Quality of work life] • Energy Consumption • Traffic Congestion and Safety • Monitoring issues

18. Teleworking • Managing for program results: • developing a business case for telework • establishing measurable telework program goals • establishing systems to collect data for telework program evaluation • identifying problems and making appropriate adjustments.

19. IT Transformation at VA • Guiding Principles: Centralization • Alignment with health care mission • Integration • Managing risk [data sensitivity] • Resource management • Performance Measurement VA defined IT Governance as: “A structure of relationships and processes to direct and control the enterprise in order to achieve the enterprise’s goals by adding value while balancing risk versus return over IT and its processes.”

20. Department of State IT • Centralize common requirements such as networkarchitecture, equipment procurement, security certification, and software standards. • Decentralize the development and support of IT applications. • Encourage a cadre of IT-literate diplomats, officers whose specialty is foreign affairs with IT competence. • Share learning by encouraging user groups that function across institutional lines. • Promote innovation by funding pilot projects and recognizing excellence.

21. IRS: Tax Service Modernization • Multi-organization management and interdependence requires “soft boundaries.” • Technology culture • If project management is a major determinant of success, do not try to learn it “on the fly.” • Beware of the windfall, or at least be ready for it. • The bigger the opportunity, the greater the need to evaluate • Public managers are expert at dealing with public constraints. • Contracting out requires management within.

22. US Dept of Energy • High-quality video interactions cannot completely replace the benefits of face-to-face meetings. • Training for team members in both the use of new technology tools and the mechanics of effective teamwork can greatly improve team productivity • Virtual teamwork tends to increase members’ workload more than anticipated • Gains to team productivity afforded by implementing new technology often are offset by time lost due to systems that prove to be incompatible or unreliable • Competent, accessible, and timely technical support is critical to team success.

23. CompStat • Design Stage • Articulate organizational mission/vision and realign organizational structure to facilitate the meeting of goals and objectives. • Have a modern organizational and IT infrastructure in place prior to implementation. • Implementation Stage • Select performance indicators through a collaborative and fluid process • Identify equivalent units for comparison • Review and refine indicators • Compile timely and accurate data. • Share all data and information compiled by the stat unit with field units well in advance of the stat meetings. • Hold “mini” CompStat meetings

24. Compstat • Meeting Stage • Hold stat meetings at a convenient time and place. • Require key personnel to attend and participate • Schedule meetings frequently. • Record all meetings • Prepare profiles for each presenting unit. • Maintain a professional and productive atmosphere. • Engage in meaningful and constructive dialogue • Use the stat process to manage org. knowledge • Encourage active participation • Review and utilize all information compiled • Understand organizational ends as well as means • Interpret data intelligently • Engage in a continuous process of inquiry • Ensure accountability of field managers. • Conduct a review after each meeting.