Abstract

The article focuses on process management in public administration using the specific case study of the statutory city of Ostrava. Based on the selected part of the PAPRIS methodology, the process management is verified, and conclusions from the application of information system e-SMO are generalized. Ostrava is third the biggest city in Czech Republic with approximately 320 thousand citizen. Article describes experiences with SW implements, which are used for model of process in public administration. Particulary at local authority of Ostrava town. Model of process is a basis for reengineering of process in state administration and preparation for implementation of big information systems. Mapping of process is providing implement and confirmation methodology to identify existing processes. Problem with its using consist in that, senior manager don’t informs, what organization is determination by processes. If are not described in given to organization current processes, or how would have had look new optimum processes, will not endeavour about reengineering successful. Procedural analysis namely offer tool and check methodology to identification current suit and it is possible him use either as instruction for reengineering function handling administrative and self-rule activities. Purpose of the article: The PAPRIS methodology was used when defining the objectives for implementation of the information system for public administration. This methodology has been elaborated by one of the authors and published in a very general scheme when solving many case studies,,. We assume that the PAPRIS is primarily a methodology with incorporated elements of procedural approach for project management in public administration information systems. The specific supporting process of communication between the client and the e-SMO system has been chosen for verification. The model of supporting communication process, created by ARIS tools, is crucial, and the structure of scripts is subsequently made. The aim of this article is to verify that the methodology is sufficient and appropriate to manage such a large project such, undoubtedly, is the e-SMO. Methodology/methods: Defined productive and non-productive processes with their defined process cuts represent a crucial category for the process structure of IS projects. This is fully accepted by the PAPRIS methodology. Process cuts are understood, in the logic modelling according to the PAPRIS methodology, as clearly defined logic directional cuts in three-dimensional space of all project processes. The process set is systemically categorized, in a given logic directional cut, into mutually disjoint process subsets, which are characterized by this particular directional operator. The directional operator always has a clear logical allocation that is based on the construction of a process view. Theoretically, an infinite number of process views can be used. One of the important issues in a methodology for the case studies includes the size of the research sample. It is usually assumed that there is no ideal number of cases and that the number between four and ten usually provides good results. Other authors defining against any quantitative standards for any determination of the sample size of the case studies, since such an approach denies the internal logic of this methodology and the richness of the information obtained from participants in the research. Research which is carried out using case studies does not aspire on compliance with the requirement the representativeness of the sample.. Methodology of case studies is among the established guidelines of qualitative research. Research on using case studies in the last 30 years has seen an extraordinary increase in social-scientific research, including research on business and management. Scientific aim: The essential aim of this study is to describe the way the process cut defines a productive process and non-productive process, in accordance with the PAPRIS methodology using the specific example. While the triggering mechanism of the project production process is an event causing its own production - i.e. the specific output with added value for the customer, the project of non-productive process is caused by the project management event. Therefore, it is caused by the need to control, monitor, track, inspect, evaluate outputs, decide and regulate the project implementation. Findings: Within the support of the communication process, two examples were used to verify the methodology. The global perspective on the process was created in ARIS tools and the communication between the call centre and the client was made in Visio tools. The PAPRIS methodology is based on the concept of process variability, which has been clearly formulated. The fundamental direction of the process development, anticipated changes and the opportunity to react to them in accordance with defined objectives of the PAIS project are guaranteed.