BUSINESS PROCESS RE-ENGINEERING
Table of Contents
BUSINESS PROCESS RE-ENGINEERING
Re-engineering and Information Technology
Figure 1: Relationship of Mission and Work Processes to Information Technology
6 Caveats to the User
Figure 2: Reengineering Drives Many Changes
FRAMEWORK FOR ASSESSING RE-REENGINEERING
ASSESSING AN ORGANIZATION’S DECISION TO PURSUE RE-ENGINEERING
Reassessing the Organization's mission and priorities
Reassess how well the Organization's products, services, and delivery modes align with the needs of its customers and stakeholders.
Define and map the business processes that are key to meeting customer and stakeholder needs.
MANAGING THE RE-ENGINEERING PROJECT APPROPRIATELY
Establish an owner for the process to be reengineered.
Establish a clear team charter that defines project goals, resources, constraints, and deliverables.
Select and follow a reengineering methodology to guide the project
ANALYZING THE TARGET PROCESS AND DEVELOP FEASIBLE ALTERNATIVES
Analyzing the Target Process
Developing Feasible Alternatives to the Current Process
Identifying and Assessing the Potential Implementation Barriers
Developed a Performance-Based, Risk-Adjusted Analysis of Benefits and Costs for Each Design Alternative
COMPLETING A SOUND BUSINESS CASE FOR IMPLEMENTING THE NEW PROCESS
The re-engineering team should selected a feasible process alternative with a high return on Investment
Updating the organizations initial business case for the new process
The organization should use its capital investment review process to assess the business case
PROJECT IMPLEMENTATION AND RESULTS
The Organization should establish a Transition Team and Developed a Comprehensive Implementation Plan
Workforce Training and Redeployment
Use Pilot tests to evaluate and refine the New Process Design
ADDRESSING CHANGE MANAGEMENT ISSUES
Refining and Implementing the Change Management Plan
Encouraging Acceptance of the New Process
Assisting Staff and Managers in Taking on New Roles and Responsibilities
ASSESSING WHETHER THE NEW PROCESS ACHIEVING THE DESIRED RESULTS
Have Performance Measures in Place for the New Process
Assessing the Performance Goals for new process
Using Performance Information to Continually Improve the New Process
Business Process Re-engineering is the search for and implementation of changes in business processes aimed at improved results in performance level and reduction in unnecessary cost.
Business process reengineering (BPR) began as a private sector technique to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors.
A key stimulus for reengineering has been the continuing development and deployment of sophisticated information systems and networks. Leading organizations are becoming bolder in using this technology to support innovative business processes, rather than refining current ways of doing work.
Not surprisingly, BPR has captured the interest of many companies and organizations, which are faced with an urgent need to reduce costs and improve service delivery.
Organizations are being challenged to reduce the cost of operations while improving their performance. This report deal with issues and activities that re-engineering practitioners should undertake to achieve re-engineering opportunities and goals, ensuring that re-engineering projects are well managed, maximizing the return on resources invested in re-engineering (including information systems), and managing the many changes needed to implement a redesigned work process.
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