Abstract
E-government projects in public administration often fail due to lacking communication and unclear requirements. Furthermore, users are usually not involved in the development of digital products. The agile transformation offers a promising approach to improve communication and the affinity to change regarding requirements in e-government projects. In addition, the agile transformation, as a paradigm shift from a plan-oriented to an user-centered development, enables a high degree of user-orientation. In order to support and measure the agile transformation, a screening instrument was developed in previous research and was adapted to the context of public administration. This screening instrument enables the measurement of the progress in agile transformation using a personality questionnaire. In this paper we define a seven-step prototypical process model for the application of the screening instrument in public administrations. This process model accompanies the use of the screening instrument in seven steps as a recommendation for usage and enables a targeted and continuous improvement in the agile transformation process in the context of public administration authorities.
Highlights
The digital transformation has changed how products are developed in a way that digitalization projects require a high degree of user-orientation
The challenges obstructing the agile transformation process in public administration are identified in the review provided in Looks et al (2018)
In this article we have outlined the current state of our research regarding the measurement of the progress of agile transformation in public administration
Summary
The digital transformation has changed how products are developed in a way that digitalization projects require a high degree of user-orientation In this context, the assessment of Looks et al (2018) shows, that there are still deficits in e-government projects when it comes to cope with this change. The assessment shows, that e-government and digitalization projects most usually fail due to lacking communication and unclear requirements (Looks, et al, 2018). Many of these challenges can be overcome by agile methods like Scrum (Schwaber & Sutherland, 2017) and Kanban (Anderson, 2010). Agile transformation presents great potential as it represents a paradigm shift from a plan-oriented to a human-oriented approach (Beck, et al, 2001)
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