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July 04, 2006
Public Reforms and Enterprise Architecture
Public management reforms consists of deliberate changes to the structures and processes of public sector organizations with the objective of getting them (in some sense) to run better. (Pollitt & Bouckaert, 2004)
Having studied and practiced enterprise architecture (EA) in government for some time now, I would characterize myself as ‘sceptically open-minded’ when it comes to transforming the information systems planning agenda in public organizations with EA. Public management reforms are not always rational; it is not only about IT-savings, better service, higher efficiency or effectiveness. Some of the intermediate ends are increased political control over the bureaucracy and better accountability. But, EA adoption also has symbolic and legitimacy benefits for politicians and bureaucrats. Adopting EA is ‘doing something’ and it can attract favourable attention to the politicians and bureaucrats who espouse it.
Generic EA management programs tend to be fairly functional/instrumental in orientation. EA programs in government must also include ‘public sector values’ such as democracy, accountability, equality, and probity. Hence, EA adoption is not linear; EA adoption is a political process of Muddling through. Public (and private) management is not a neutral, technical process, and implementing information systems in government is a social process that involves politics, law and the wider civil society. As noted by Pollitt and Bouckaert structures and processes must be changed in public management reforms; EA in government should not simply be about announcing, discussion, and beginning to implement – EAs need to be actionable and not just political show-off!
Posted by khm at July 4, 2006 08:31 AM
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