eGovernment – How to Handle Change
Sep25

eGovernment – How to Handle Change

Get Buy-In for Change At the start of an Electronic Government or eGovernment program you need buy-in from the highest level of leaders of a country. You need to be able to show the benefits and reason for the change. People react differently towards changes. There are people who resist change out of fear of the unknown and the comfort with the present. That is why you need to spend more time and energy to convince those people to let them see the needs and the benefits of the changes. Some people embrace change eagerly as a matter of achieving potential opportunities. Others simply flow with the evolution of nature and allow change to play a constant role in their way of working. Over the past decade many governments have conceived and implemented programs intended to launch their government into the digital realm. eGovernment leads a country into the Information Age. It improves both how the government operates internally as well as how it delivers services to the people. It improves the convenience, accessibility and quality of interactions with citizens and businesses; simultaneously, it improves information flows and processes within government and as a result speeds up and increases the quality of policy development, coordination and enforcement. The vision of an eGovernment is that government and businesses work together for the benefit of the country and all its citizens. Map out the Existing Landscape Before starting to design a high level architectural vision, you need to know the current situation. What agencies exist, what departments they have, which internal and external services they provide, who are the consumers of those services, who are the 3rd parties that are involved to provide those services, who are the stakeholders, what is their involvement… You also need a high level planning for the preliminary phase. Estimate according to the number of departments involved, and this to map out the current landscape and to get a high level baseline. Schedule iterations and update your planning accordingly. The more knowledge you get, the more accurate you can plan. The next step is to baseline the high level goals, processes, inputs & outputs, roles & responsibilities, triggers… for each agency and department. Analyze those baselines and look for overlaps, gaps, workarounds, legacy processes. Find the quick wins, question the reason behind processes, and remove obstacles to get those quick wins in place. Make sure you have the correct figures before you try to prove the benefits. One of the ways I use to show the benefit of a change to a large variety of stakeholders is graphical, even an animated screenplay can be a real...

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