Functional decomposition was predominant in classical information technology, which focused on the d support of services/production, logistics, distribution bookkeeping and auditing. This resulted in functional Integrated information systems follow a process-oriented view of functions and aim at comprehensive vertical, and horizontal integration. A transparent connection between output and value, an integrated database and process or object-oriented design are the main characteristics of this approach Some reasons why traditional information system development can go wrong are based in classic enterprise theory: a strong split in meaningless sub-tasks, strict hierarchical structures and information technology not being viewed as a potential for innovation. Traditional hierarchical structures are too inflexible, integration and control in this approach needs an enormous size middle management. Customers, in the case of public administration citizens, have higher expectations, are characterised by a aggressive behaviour, and expect personalised service and high flexibility. Products and services must be customised to meet the growing demand for personalised service. This revolution, spurred by information technology, leads to new technology, more flexible tools, and office automation replacing human routine work. The most important change, however, is that the environment in which public administration is operating today is increasingly unstable and permanently changing. The consequences are a need for flexible reaction and a high adaptability of processes 3. Essentials of System Development The essential issues system development has to deal with can be grouped as follows planning and preparation for computerization project management; tem implementation 4. Planning and Preparing for Computerisation 4.1 Responsibility for Planning and Decision-making The benefits of computerisation are achieved more through careful and methodical planning than through the purchase of innovative and expensive computer hardware and software. For that reason, it is important that the decision to computerise, the formulation of policy on computerisation, the planning and management of computerisation, and the coordination of computerisation with other organisational changes are all seen as the responsibility of senior management rather than computer specialists or vendors The level of management which is most appropriate will depend on the nature and scale of the computerisation. In a well-ordered approach, management should take an active role in computerisation for the following reasons To decide on the overall approach to computerisation To decide about the scope and nature of computerisation projects To assure the continued researching of the computerisation projects over a number of years in the face of changing and competing priorities and circumstances; To monitor overall progress and ensure timely, successful completion of projects while remaining within the scope of available resources. Often, policy makers wish to leave the responsibility for computerisation to computer professionals. Management must take the responsibility directly, however 4.2 Need for Planning The benefits to be gained from computerisation are significant. In fact, those who currently usingFunctional decomposition was predominant in classical information technology, which focused on the isolated support of services/production, logistics, distribution bookkeeping and auditing. This resulted in functional islands. Integrated information systems follow a process-oriented view of functions and aim at comprehensive, vertical, and horizontal integration. A transparent connection between output and value, an integrated database and process or object-oriented design are the main characteristics of this approach. Some reasons why traditional information system development can go wrong are based in classical enterprise theory: a strong split in meaningless sub-tasks, strict hierarchical structures and information technology not being viewed as a potential for innovation. Traditional hierarchical structures are too inflexible; integration and control in this approach needs an enormous size middle management. Customers, in the case of public administration citizens, have higher expectations, are characterised by a more aggressive behaviour, and expect personalised service and high flexibility. Products and services must be customised to meet the growing demand for personalised service. This revolution, spurred by information technology, leads to new technology, more flexible tools, and office automation replacing human routine work. The most important change, however, is that the environment in which public administration is operating today is increasingly unstable and permanently changing. The consequences are a need for flexible reaction and a high adaptability of processes. 3. Essentials of System Development The essential issues system development has to deal with can be grouped as follows: C planning and preparation for computerization; C project management; C system implementation 4. Planning and Preparing for Computerisation 4.1 Responsibility for Planning and Decision-making The benefits of computerisation are achieved more through careful and methodical planning than through the purchase of innovative and expensive computer hardware and software. For that reason, it is important that the decision to computerise, the formulation of policy on computerisation, the planning and management of computerisation, and the coordination of computerisation with other organisational changes are all seen as the responsibility of senior management rather than computer specialists or vendors. The level of management which is most appropriate will depend on the nature and scale of the computerisation. In a well-ordered approach, management should take an active role in computerisation for the following reasons: C To decide on the overall approach to computerisation; C To decide about the scope and nature of computerisation projects; C To assure the continued researching of the computerisation projects over a number of years in the face of changing and competing priorities and circumstances; C To monitor overall progress and ensure timely, successful completion of projects while remaining within the scope of available resources. Often, policy makers wish to leave the responsibility for computerisation to computer professionals. Management must take the responsibility directly, however. 4.2 Need for Planning The benefits to be gained from computerisation are significant. In fact, those who currently using