Despite over 20 years of Information Systems is known in India, the implementation of government offices (both central and local) is still relatively low compared with the private sector. This caused other than due to blockages in the bureaucracy, which started from the Act, national and local policies, to the organization and work that is not easy to be changed or improved, as well as limitations have on the government offices to encourage the implementation of information systems in accordance with the limits available.

Unlike the situation in government offices, the implementation of information systems in the private sector has no significant barriers, making it easier to make adjustments in the utilization of information systems. For the private sector, information systems and business process reengineering is used to find optimal solutions in improving the efficiency and quality of work.

Based on experience and observation over the years, still the low implementation of information systems in government offices due partly because:
• lack of work units in a government office responsible structurally in the establishment and development of information systems;
• limitations on the mastery of information systems with a solution to overcome the 'IT-oriented' development resulting islands of information systems;
• design of information systems developed partially in accordance with the needs of each entity of government offices (work unit), making it difficult to be integrated;
• information systems implemented independently in each unit of work without any coordination among the information systems unit of work, including developing information that is not the responsibility of the builder work unit system;
• data and information created and is outside the authority / tupoksi a work unit / agency can not guarantee the accuracy and feasibility of responsibility, so it will be a high-risk areas;
• cultural awakening has not worked with a pattern that terintegrsi each government office environment;
• limited human resource capacity for the management of information systems.

Implementation of information systems in government offices may be held if:
• there is a kerterbukaan process and data management and information orderly and planned;
• bureaucracy no longer be an obstacle;
• development of information systems tupoksi returned to each unit of government organizations;
• need to be made a strategy and supporting policies for information systems can be harmonized with the existing bureaucracy in the private sector;
• need to increase human resources;
• there is need for change management in government office environment.

Change Management E-Government

One of the problems encountered in the development and e-government development is human resources. When speaking of e-government, there are two main activities undertaken to build back office in this building and build an information system by utilizing the front office of information and communication technology.

If you see the conditions existing in some government offices, both national and regional human resources background field of information and communication technology is still relatively inadequate, necessitating a change management effort, better known as change management.

The background is the need for change management:
• Globalization is a phenomenon that countries in the world directly or indirectly, to expect the occurrence of an inter-community interaction is much more effective and efficient compared with previous times (Douglas, 2001)
• Three types of changes:
- Continuous Improvement - the changes made gradually and continuously, which results in the form of incremental improvements in performance;
- Leapfrogging - changes made in stages by following a certain period, which result in performance improvement is significant in a particular sector;
- Reengineering - the changes made from time to time but could produce a performance improvement is significant.

In regard to the changes that need to be done, there are some things that should be addressed to change the existing conditions into the desired conditions, namely:
• rules or policies;
• human resources and work culture;
• process and the performance of an office;
• products;
• organizational structure;
• technology.
For the above items need to be institutional development through communication, education and training, participation, and commitment.

Several steps change management efforts of e-government, namely:

trying to understand why resistance occurs. This analysis is extremely important to find the cause and root of the problem;

invite the stakeholders of e-government projects - especially the potential direct users or user - to sit together in planning-related projects. This is a good thing to do considering that they who would benefit from the application of the e-government;

with consistent, continuous, and intense to explain to the public about what e-government, because it is a fact that is very alien concept among laymen that in fact the majority of the stakeholders of e-government projects;

by organizing training for those who want to or interested to know more about the concept and application of e-government;

involving external parties such as expert consultants or experts in the field of e-government who have experience and high flying hours in the field of planning and development of e-government - to be a resource person in an attempt to evaluate and improve the performance of the project is in progress.