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Bring Business Intelligence into Public Administration

Bring Business Intelligence into Public Administration. Wanchai Varavithya and Vatcharaporn Esichaikul Asian Institute of Technology The Fifth International Conference on e-Business (NCEB 2006) 2 November 2006 16.10-16.30 Bangkok, Thailand. Motivation.

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Bring Business Intelligence into Public Administration

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  1. Bring Business Intelligence into Public Administration Wanchai Varavithya and Vatcharaporn Esichaikul Asian Institute of Technology The Fifth International Conference on e-Business (NCEB 2006)2 November 2006 16.10-16.30 Bangkok, Thailand

  2. Motivation • Re-evaluate + Citizen demand “Anticipatory Governments” & “Assessment” • Need “Radar and Navigation systems” BI in Public Administration • Can BI support administrative decision making similar to that in the business?  Examining the process of BI in a real government setting to acquire insight knowledge. NCEB 2006

  3. What is BI? • A managerial philosophy + a IT tool + business information  Business Decisions • Lonnqvist and Pirttimaki (2006) define BI as: • Relevant information and knowledge describing the business environment, the organization itself, and its situation in relation to its markets, customers, competitors, and economic issues. • An organized and systematic process by which organizations acquire, analyze, and disseminate information sources significant for their business activities and for decision making. • Brackett (2001) asserts that BI relies on exploration and analysis of unrelated information to provide relevant insights, identify trends, and discover opportunities NCEB 2006

  4. Performance Prism approach (Lonnqvist and Pirttimaki, 2006): • Step 1: Stakeholders’ satisfaction and contribution. • Step 2: BI Strategy. • Step 3: BI Process. • Phase 1 Identification of information needs. • Phase 2 Information acquisition. • Phase 3 Information analysis. • Phase 4 Storage and information utilization. • Step 4: Capabilities NCEB 2006

  5. The Government Dimensions • Unique nature of the government (Lenk et al. (2002) • The government possesses an extraordinarily complex goal structure. • The role of laws restricts and guides the way government works.. • Knowledge is of significance to the government. • Balanced Scorecard NCEB 2006

  6. Methodology: A qualitative study / in-depth discussions • The sample public agency has more than 700 officers under 15 divisions. • Most of their works deal with citizen’s services activities. Services of the sample agency cover a wide range of G2C, such as transaction services, policy set-up, public relations, laws and regulations enforcement, etc. • The sample agency had purchased and implemented the state of the art BI software for more than a year. • The interviews were conducted with one top management, two heads of division, four BI users, three IT officers, and one BI professional. NCEB 2006

  7. Sample questions • What was the initial objective of the agency in implementing BI? • Tell me about the users of BI. • How do you identify and consolidate data from different data sources? • How do you analyze and design BI package to support intelligence decision-making? • Tell me about the BI capability building. • Talk to me about the BI utilization after the implementation? NCEB 2006

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  9. Conclusion • While the sample agency recognized the usefulness of BI, its usage was limited. • Top management are not fully utilize BI for decision support. Why? • Complex environment, i.e. political, rumor etc. • The inherent nature of the government, that is even with BI in place, the process of decision-making is very much grounded in the traditional hierarchical type of procedure, face-to-face reports, bottom-up paper reports, etc. NCEB 2006

  10. Recommendations • Ensure the demands of strong quantitative and analytical information. • Top management should be involved in every step of the BI strategy and process. • BI should not be regarded as a barrier to top management. • Set up a formal committee within the organization to lead interactions between BI professionals and officers in the agency. • A special innovative group of experts to design the intelligence BI package that create most value to the agency decision making. • Extensive BI training at the beginning stage of the BI. • Various legacy systems within the organization should be thoroughly examined and evaluated prior to BI development. NCEB 2006

  11. QA NCEB 2006

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