1.Process-Oriented Administration Modernisation
1.1.Public Administration as the Object of Modernisation
1.1.1.Structure and Organisation of Public Administration
1.1.2.Tasks and Competences of Public Administration
1.1.3.Principles of Administrative Action in Germany
1.2.Triggers and Goals of Administration Modernisation
1.2.1.External Triggers: Societal Trends
1.2.2.Internal Triggers: Deficiencies of the Bureaucratic Administration Model
1.2.3.Modernising Administration through New Management Concepts
1.2.4.Administration Modernisation through Information Technology
1.3.Process Design as the Core of Administration Modernisation
1.3.1.The Organisational Structure View of Public Administration
1.3.2.The Process-Oriented View of Public Administration
1.3.3.The Classical Procedure for Process Design
1.3.4.The Process Landscape as New Field of Action of Process Design
2.Process Modelling as an Instrument of Administration Modernisation
2.1.Foundations of Process Modelling
2.1.1.The Definition of "Model" and Model Properties
2.1.2.The Construction Process of Models
2.1.3.Principles of Orderly Modelling
2.1.4.Description Levels and Information Contents of Process Models
2.1.5.Benefits of Process Modelling
2.2.Traditional Methods of Process Modelling
2.2.1.Event-driven Process Chain (EPC)
2.2.2.Business Process Modelling Notation (BPMN)
2.3.Challenges of Process Modelling in Public Administrations
3.Process Modelling with the PICTURE Method
3.1.Overview of the PICTURE Method
3.1.1.Components of the PICTURE Method and their Interplay
3.1.2.Example of the PICTURE Method
3.1.3.Attributes of the PICTURE Method
3.2.Process Building Blocks and their Attributes
3.2.1.The Principle of Process Building Blocks
3.2.2.Process Building Blocks for the Objective Description of Administrative Action
3.2.3.The Dilemma of the Process Description
3.3.Process Description through Processes and Subprocesses
3.3.1.Subprocesses and their Attributes
3.3.2.Processes and Their Attributes
3.3.3.Representation of the Control Flow
3.3.4.Reference Processes and Examples of Processes
3.4.Further Model Views and Their Attributes
3.4.1.The Organisational Model
3.4.2.The Resources Model
3.4.3.The Business Object Model
3.5.Process Catalogue for Model Administration
3.5.1.Process Types
3.5.2.Product Catalogue
3.5.3.Situations
3.6.Tool Support through the PICTURE Process Platform
3.6.1.Process Register
3.6.2.Process Modelling
3.6.3.Process Visualisation
3.6.4.Process Analysis
4.Guideline for Using the PICTURE Method
4.1.Project Management
4.1.1.Stipulating Project Goals
4.1.2.Stipulation of Fields of Action
4.1.3.Preparing the Project Plan
4.1.4.Establishing the Project Organisation
4.1.5.Setting up Project Controlling
4.1.6.Critical Success Factors
4.1.7.Checklist
4.2.Preparing for Modelling
4.2.1.Stipulate the Information Needs for Achieving Objectives
4.2.2.Preparing Methods on a Project-Specific Basis
4.2.3.Information from Project Participants
4.2.4.Checklist
4.3.Modelling the Process Landscape
4.3.1.Identify Processes
4.3.2.Selection of Recording Scenarios
4.3.3.Development of Method Competence
4.3.4.Recording the Processes
4.3.5.Consolidating the Processes
4.3.6.Checklist
4.4.Using and Designing the Process Landscape
4.4.1.Direct Use of the Process Landscape
4.4.2.Assessment of the Condition
4.4.3.Ex-Ante Potential Measuring of Reorganisation Measures
4.4.4.Measuring the Success of Reorganisation Measures Ex-Post
4.5.Process Landscape Maintenance through Continuous Process Management
4.5.1.Necessity of Continuous Process Management
4.5.2.Phases of Continuous Process Management
4.5.3.Organisational Anchoring of Process Responsibility
4.5.4.Checklist
5.Application Areas for PICTURE
5.1.Creating Transparency
5.1.1.Process Documentation
5.1.2.Knowledge Management
5.1.3.Customer Transparency
5.2.Introduction of New Control Instruments
5.2.1.Product Formation
5.2.2.Process Cost Accounting
5.2.3.Quality Management
5.3.Identifying Reorganisation Potential
5.3.1.Effectivity Potential by Leaving out Tasks
5.3.2.Efficiency Potential through Organisation Simplification
5.3.3.Efficiency Potential through Electronic Case Processing
5.3.4.Evaluating the Success of Reorganisation Measures
5.4.Administration-Overlapping Application Areas
5.4.1.Development of a Local Authority Process Register
5.4.2.Process-Oriented Transposition of the EU Services Directive
5.4.3.Measuring the Costs of Bureaucracy with the Standard Costs Model (SCM)
5.5.Other Application Possibilities
6.Bibliography
7.Index
8.Authors
