The PPR-model is described in the research paper on

"E-government maturity models: Extension of the Layne and Lee model"
Published in "Government Information Quarterly", Volume 23, Issue 2, 2006, Pages 236-248. The paper can be purchased through Interscience

In 2004 the book *"E-government And Public Sector Process Rebuilding: Dilettantes, Wheel Barrows, And Diamonds"
was published at Kluwer Publishers.

The book on PPR can be ordered through Amazon.

An Italian version of the book titled "E-government in azione. Tecnologie e cambiamento organizzativo nel settore pubblico" with contribution from Maddalena Sorrentino was published late 2005. Orders can be placed the Italian publisher

A Chineese version is being published in 2006.

Through 11 chapters, this title emphasizes information systems as a vehicle for redirecting the public sector towards its key customers. The book stresses serious capability challenges inhibiting the digital transformation using activity and customer centric applications.

We present a series of studies and observations that suggest that governments at present are taking the wrong track if the benefits of e-government is to be any different from the benefits achieved from information technology (IT) so far. The PPR-approach we launch in this book is not a guarantee for reaching the right goals. The goals and aims of the IT applications need to be identified in the organization of the activities that starts and ends with the customers. This book provides guidelines and inspiration for how this objective can be approached.

/Public Sector Process Re-building Using Information Systems: Dilettantes, Wheel Barrows, and Diamonds/ is chosen as the title of this book to reflect three overall goals.

First, the aim is to give a constructive input to rebuild and improve the processes in which the public sector perform activities and interact with the citizens, companies, and the formal elected decision-makers. The ambition is not to attack the public sector per se or to argue that no public sector should exist. That would a wrong motivation to adopt this book and would contradict the objectives of the PPR-approach launched in this book.

Second, we want to emphasize information systems as the vehicle for change, but also to acknowledge that we need to broaden the view from focusing on internet technologies only. The book covers a range of applications and technologies other than internet technologies to demonstrate the plethora of technologies that are part of PPR.

Third, the subtitle of the book reflects that there are serious capability challenges in the public sector inhibiting the transformation towards activity and customer centric applications. The dilettantes in the public sector are in need of upgrading, rethinking, and refocusing their use of IS. Part of this involves a revisit of the extensive use of digital wheel barrows to transmit data, and complement the transaction focus with IT-enabled analysis of the activities. Also, there is a need to recognize that IS are not only flashy and shining diamonds to be shown off on special occasions. IS are, as are most diamonds, produced to be part of a set of activities and are intended for replacement whenever the diamonds are no longer serving their intended purpose.