Table of Contents2
BUSINESS PROCESS RE-ENGINEERING5
Re-engineering and Information Technology5
Figure 1: Relationship of Mission and Work Processes to Information Technology6 Caveats to the User7
Figure 2: Reengineering Drives Many Changes7
FRAMEWORK FOR ASSESSING RE-REENGINEERING8
1ASSESSING AN ORGANIZATION’S DECISION TO PURSUE RE-ENGINEERING9 1.1Reassessing the Organization's mission and priorities9 1.2Reassess how well the Organization's products, services, and delivery modes align with the needs of its customers and stakeholders.9 1.3Define and map the business processes that are key to meeting customer and stakeholder needs.10 2MANAGING THE RE-ENGINEERING PROJECT APPROPRIATELY11
2.1Establish an owner for the process to be reengineered.11 2.2Establish a clear team charter that defines project goals, resources, constraints, and deliverables.11 2.3Select and follow a reengineering methodology to guide the project11 3ANALYZING THE TARGET PROCESS AND DEVELOP FEASIBLE ALTERNATIVES12 3.1Analyzing the Target Process12
3.2Developing Feasible Alternatives to the Current Process12 3.3Identifying and Assessing the Potential Implementation Barriers13 3.4Developed a Performance-Based, Risk-Adjusted Analysis of Benefits and Costs for Each Design Alternative13 4COMPLETING A SOUND BUSINESS CASE FOR IMPLEMENTING THE NEW PROCESS15 4.1The re-engineering team should selected a feasible process alternative with a high return on Investment15 4.2Updating the organizations initial business case for the new process15 1.1The organization should use its capital investment review process to assess the business case16 5PROJECT IMPLEMENTATION AND RESULTS17
5.1The Organization should establish a Transition Team and Developed a Comprehensive Implementation Plan17 1.2Workforce Training and Redeployment17
1.3Use Pilot tests to evaluate and refine the New Process Design17 6ADDRESSING CHANGE MANAGEMENT ISSUES19
6.1Refining and Implementing the Change Management Plan19 6.2Encouraging Acceptance of the New Process19
6.3Assisting Staff and Managers in Taking on New Roles and Responsibilities20 7ASSESSING WHETHER THE NEW PROCESS ACHIEVING THE DESIRED RESULTS21 7.1Have Performance Measures in Place for the New Process21 7.2Assessing the Performance Goals for new process21
7.3Using Performance Information to Continually Improve the New Process21 References25
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.