Is Re-engineering Possible in the Public Sector? A Brazilian Case Study Export

@inproceedings{nere1996a, abstract = {This paper describes an attempt to re-engineer a large public sector organisation in Brazil. The organisation, a civil engineering company, had a major role in a large government construction project of high political relevance, by the time the re-engineering attempt was started. As a result of the re-engineering attempt, the organisation had its IT infrastructure significantly improved. The access to IT was decentralised by the downsizing of the applications from a mainframe to a local area network. The large construction project for which the organisation had been hired by the government was successfully completed. However, no radical changes in the organisation's business processes had resulted, despite the US\$ 8 million invested in the re-engineering attempt. Moreover, even though some processes had been automated, almost no staff reduction was effected. The lack of layoffs meant that even the increase in efficiency in those processes, which by no means was radical, wa...}, author = {Kock, Nereu F. and Mcqueen, Robert J.}, booktitle = {When Activity-Based Management Meets IT”. Business Finance Magazine}, citeulike-article-id = {5217469}, citeulike-linkout-0 = {http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1.39.2802}, keywords = {reengineering, transposition}, pages = {3--12}, posted-at = {2009-07-21 14:00:55}, priority = {2}, title = {Is Re-engineering Possible in the Public Sector? A Brazilian Case Study}, url = {http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1.39.2802}, volume = {3}, year = {1996} }

TY - CONF ID - nere1996a L3 - citeulike-article-id:5217469 N2 - This paper describes an attempt to re-engineer a large public sector organisation in Brazil. The organisation, a civil engineering company, had a major role in a large government construction project of high political relevance, by the time the re-engineering attempt was started. As a result of the re-engineering attempt, the organisation had its IT infrastructure significantly improved. The access to IT was decentralised by the downsizing of the applications from a mainframe to a local area network. The large construction project for which the organisation had been hired by the government was successfully completed. However, no radical changes in the organisation's business processes had resulted, despite the US$ 8 million invested in the re-engineering attempt. Moreover, even though some processes had been automated, almost no staff reduction was effected. The lack of layoffs meant that even the increase in efficiency in those processes, which by no means was radical, wa... EP - 12 TI - Is Re-engineering Possible in the Public Sector? A Brazilian Case Study VL - 3 T2 - When Activity-Based Management Meets IT”. Business Finance Magazine SP - 3 KW - reengineering KW - transposition AU - Kock, Nereu AU - Mcqueen, Robert PY - 1996/// UR - http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1.39.2802 ER -