Understanding GPR (Government

Process Reengineering) for eGov

Projects

R. CHAKRADHAR
 e Governance
•The application of Information Technology to
processes of government functioning to bring
about a Simple, Moral, Accountable,
Responsive and Transparent governance”.
•e-Governance uses Technology tools in
government functioning and service delivery.
•The process remains the same, but is carried
out electronically
 Objectives of GPR
• The GPR is to identify pain areas in the various
processes and functioning of the department in
services and provide simple, faster, efficient, user
friendly to be process.

• In many cases, processes were defined with

compliance in mind, rather than enhanced citizen
service. Thus re-engineering the process through
GPR and process redesign allows leveraging the
benefits of IT rather than just replicating existing
processes.
 BENEFITS OF GPR
• Simple, user-friendly, efficient and faster
processes
• Uniformity in processes and service deliver
throughout the state.
• Integration and only one time data entry
• Integration with Mobile Gateway for alert
mechanism
• The process would be lean and mean.
• It would enable cost and time reduction.
• Provide opportunity for the staff to think and
strategies their work regularly as the process is
streamlined.
 Factors to be Considered for GPR
• Time: time taken for completion of service by the citizen/business, time
taken for delivery of service by the Government

• Cost: Cost incurred in receiving the service by the citizen/business, cost

incurred by the government in delivery of service

• Complexity (illustrative): Number of forms to be filled, amount of

information to be provided, number of offices to be approached etc by the
citizen/business

• Transparency: Knowledge on process for delivery of service, delivery

timelines, status of service request to citizen and business

• Citizen Experience: Quality of interactions (courtesy, politeness, treatment)

with the government during service delivery

• Need for transformation in e-Governance than translation

Understanding of Process Maps
 Process Maps
• A process map is also called a flowchart,
process flowchart, process chart, functional
process chart, functional flowchart, process
model, workflow diagram, business flow
diagram or process flow diagram.

• It shows who and what is involved in a process

and can be used in any business or
organization and can reveal areas where a
process should be improved.
 Types of Process Maps
• Activity Process Map: represents value added and non-value added activities in a
process
• Detailed Process Map: provides a much more detailed look at each step in
the process
• Document Map: documents are the inputs and outputs in a process
• High-Level Process Map: high-level representation of a process involving
interactions between Supplier, Input, Process, Output, Customer (SIPOC)
• Rendered Process Map: represents current state and/or future state
processes to show areas for process improvement
• Swimlane (or Cross-functional) Map: separates out the sub-process
responsibilities in the process
• Value-Added Chain Diagram: unconnected boxes that represent a very
simplified version of a process for quick understanding
• Value Stream Map: a lean-management technique that analyzes and
improves processes needed to make a product or provide a service to a
customer.
• Work Flow Diagram: a work process shown in “flow” format; doesn’t
utilize Unified Modeling Language (UML) symbols.
 Activity Process Maps
• Represents value added and non-value added
activities in a process.
• This diagram is ideal for streamlining a
workflow and managing budgets because it
shows which activities directly impact
revenue.
• It provides a hierarchical method for
displaying processes that provides a visual
representation of the workflow either within a
process -‐ or the whole operation.
GPR MAPS
Sample Process Map
 Cause – Effect / Fishbone Analysis

• The cause-effect or fishbone diagram is a tool

used for identifying the root causes,
associated with process dysfunction.
• Unearthing all possible causes for the problem at hand
by capturing views of all members
• Creating a consensus around the problem and builds
support for resulting solutions
• It focuses the team on causes rather than symptoms
• Organizing data serves as a guide for discussion and
inspires more ideas
Cause – Effect / Fishbone Analysis-
Template
 “As-is” Processes
• During the “As-is” process mapping exercise, it
is essential to study and document the
relevant data and metrics. Data thus collected
is used in
• the process analysis phase, and also for
monitoring and evaluation at a later stage.
• In order to decide which data to collect, it is
essential to define the relevant “Measures of
Excellence” and “Measures of Performance”.
 To Be Process
• The new process may be designed using a variety of
process drivers. These process design drivers include:
• Redesign existing processes - combine activities, remove
redundancies, duplications, obsolescence, disconnects,
inappropriate timing, costs…
• Rework the way (how and where) that the process is executed
– E.g. co-locating all of the functions in one area or tasks that were
formerly divided between 6 people are now undertaken by 1 person
• Remove the process or sub-processes
– E.g. police verification process completely waived off for certain cases in
passport process, based on certain business rules
• Replace processes / sub processes completely either by
automation or by alternate processes
– E.g. a manual system replaced by a computer system
• Outsource the process or components of the process
Sample for As-Is Process
Sample for To-Be Process
 Removing Process Steps
• Elimination of steps that do not contribute much to the final
work product or the policy / legal constraints governing it
• Comparing an agency’s performance to internal
and/or external peers, competitors or world class
organizations
• Determining potential opportunities for improvement
through application of leading / best practices
• Generating ideas for improving performance
• Comparing roles - function, mission and structure of an
organization
• Comparing processes and practices
• Benchmarks and performance measures
As-Is Passport Application
To-Be Passport Application
 Flow Charting
• Flowcharts are maps that show the steps of a
process including its inputs and outputs.
• There are three types of flowcharts that are
widely used.
• Top-down flowcharts show the steps of a process
in a single flow.
• Deployment flowcharts identify who is
performing each task.
• Detailed flowcharts expand on both and show a
much higher level of detail.
Flow Charting
Activity Process Level Flow Chart