This volume provides an in-depth coverage of all the key areas which are essential to the implementation of BPR. It provides unique practical guidance on implementing BPR strategies as formulated by the author and a range of academic practitioners and industry experts. Importantly, it demonstrates how these initiatives can be implemented in a real-world environment and in accordance with stated business objectives, so as to effect positive and productive change.
From the author of the bestselling Object-Oriented Software Engineering, this is the first book to combine object-oriented technology and business p rocess engineering. Jacobson demonstrates how object technology can be used in the BPR model, how the requirements of a new software system can be captured as a result of business engineering, and much more.
A business organization, like a human body, is only as effective as its various processes. Pretty obvious, right? Yet, as V. Daniel Hunt demonstrates in this groundbreaking book, the failure to appreciate this obvious fact is the reason most reengineering schemes fail. Managers whose job it is to improve company performance, like physicians who work to improve patient health, must develop a clear picture of how each process fits into the overall organizational structure; how it ought to function; and how well it is performing at any given moment; before they can form a diagnosis or devise a treatment strategy.
Fortunately, a powerful new analytical tool that has emerged in recent years helps you to do all of that and much more. Developed at General Electric, process mapping has been implemented in companies around the globe, and the results have been simply astonishing. Now find out how to make this breakthrough reengineering technology work for your organization in Process Mapping. The first and only hands-on guide of its kind, Process Mapping arms you with a full complement of state-of-the-art tools and techniques for assessing existing business processes and developing a detailed road map for ongoing change and improvement.
Internationally known management consultant and bestselling author V. Daniel Hunt guides you step-by-step through the entire process. He helps you assess the need for process reengineering in your organization and determine whether or not a process map is what you need.
He shows you how to create a process mapping team and helps you select the best-buy process mapping tools for the job. He explains how to gather vital information about your business processes via focused interviews and other interview techniques, and how to use this data in implementing process mapping. He also offers expert advice on how to apply your process map to significantly improve business functions and bottom-line performance.
Hunt draws upon the experiences of companies around the world whose process mapping success stories will be a source of inspiration and instruction. Find out all about today's most important new management tool and how to put it to work for continuous improvement in your organization in Process Mapping. The first and only hands-on guide to a powerful new process mapping tool The most important new process improvement tool to come along in more than a decade, process mapping enables managers to easily identify and assess the various business processes that make up their organizations and to develop a road map for continued performance improvement.
Now find out how to make this breakthrough management tool work in your organization by applying Process Mapping. Daniel Hunt, the bestselling author of Reengineering, Quality in America, and The Survival Factor, guides you step-by-step through the entire process.
There has never been a Business Process Reengineering Guide like this. It contains 55 answers, much more than you can imagine; comprehensive answers and extensive details and references, with insights that have never before been offered in print. Get the information you need--fast! This all-embracing guide offers a thorough view of key knowledge and detailed insight. This Guide introduces what you want to know about Business Process Reengineering.
A quick look inside of some of the subjects covered: Marketing management - Project, process, and vendor management, Scientific management - Later decades: making jobs disappear, Business processes - Other definitions, Business process Other definitions, Reengineering, BPR, Business analysis - Roles of business analysts, Information engineering - History, Process - Business, Labour specialization - Limitations, Technology alignment - Example: government, Scientific management - Larger theme of economic efficiency, Thomas H.
Davenport, Management fad - Examples, Process Specification Language, Strategic management - Competitive advantage, Business processes - Supporting theories and concepts, Michael Aldrich - Career, Business process reengineering - Business process reengineering topics, Quality management - Quality improvement, Soldiering - Later decades: making jobs disappear, Enterprise modelling - Overview, Workflow - Workflow improvement theories, ISO , List of business theorists - H, Business process Supporting theories and concepts, Information Framework - Overview, Group decision-making - Decision support systems, Job losses caused by the Great Recession - Confounding variables in determining cause and effect, List of business theorists - C, Ivar Jacobson - Publications, Outline of business management - Concepts, Manual labour - Relationship to mechanisation and automation, and much more The field of change management is one of thoroughly studied field, because organizations that have the traditional way of doing business must have to change to the current competing environment.
Business Process Reengineering is one of the change management tool used by enormous organizations, whether for profit or non for profit, throughout the world. Since educational institutions function similar to other types of business organization, they can use Business Process Reengineering BPR to enhance their performances in terms of reducing processes' cost and cycle time, increasing service quality, and increasing customers and employees satisfactions.
However, implementing the redesigned processes indicated as the most challenge prone phase of BPR. Thus, various studies have been conducted to study BPR implementation. Is the business case justification realistic? What indicators quality, cost, time, etc. Has the team identified potential barriers to implementing the process alternatives?
What measures for the new process does your organization decide to put in place? What are the operational process metrics e. This exclusive Business Process Reengineering self-assessment will make you the reliable Business Process Reengineering domain veteran by revealing just what you need to know to be fluent and ready for any Business Process Reengineering challenge.
How do I reduce the effort in the Business Process Reengineering work to be done to get problems solved? How can I ensure that plans of action include every Business Process Reengineering task and that every Business Process Reengineering outcome is in place?
How will I save time investigating strategic and tactical options and ensuring Business Process Reengineering costs are low? How can I deliver tailored Business Process Reengineering advice instantly with structured going-forward plans?
There's no better guide through these mind-expanding questions than acclaimed best-selling author Gerard Blokdyk. Blokdyk ensures all Business Process Reengineering essentials are covered, from every angle: the Business Process Reengineering self-assessment shows succinctly and clearly that what needs to be clarified to organize the required activities and processes so that Business Process Reengineering outcomes are achieved.
Contains extensive criteria grounded in past and current successful projects and activities by experienced Business Process Reengineering practitioners. Their mastery, combined with the easy elegance of the self-assessment, provides its superior value to you in knowing how to ensure the outcome of any efforts in Business Process Reengineering are maximized with professional results. Your purchase includes access details to the Business Process Reengineering self-assessment dashboard download which gives you your dynamically prioritized projects-ready tool and shows you exactly what to do next.
Your exclusive instant access details can be found in your book. You will receive the following contents with New and Updated specific criteria: - The latest quick edition of the book in PDF - The latest complete edition of the book in PDF, which criteria correspond to the criteria in This Fortune companies claimed to either have initiated drive for realizing dramatic improvements by fundamen- reengineering eorts, or to have plans to do so.
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 re-engineering 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 rening current ways of doing work. Since then, considering business processes as a starting point for business analysis and redesign has become a widely accepted approach and is a standard part of the change methodology portfolio, but is typically performed in a less radical way than originally proposed.
More recently, the concept of Business Process Management BPM has gained major attention in the corporate world and can be considered as a successor to the BPR wave of the s, as it is evenly driven by a striving for process eciency supported by information technology. Equivalently to the critique brought forward against BPR, BPM is now accused of focusing on technology and disregarding the people aspects of change.
In , Michael Hammer, a former professor of computer science at the Massachusetts Institute of Technology MIT , published the article Reengineering Work: Don't Automate, Obliterate in the Harvard Business Review, in which he claimed that the major challenge for managers is to obliterate forms of work that do not add value, rather than using technology for automating it. Even well established management thinkers, such as.
Research and methodology plementation of the change in all its complex technological, human, and organizational dimensions. BPR is dierent from other approaches to organization development OD , especially the continuous improvement or TQM movement, by virtue of its aim for fundamental and radical change rather than iterative improvement. For being able to reap the achievable benets fully, the use of information technology IT is conceived as a major contributing factor.
While IT traditionally has been used for supporting the existing business functions, i. BPR derives its existence from dierent disciplines, and High performance computing, allowing on-the-y four major areas can be identied as being subjected to planning and revisioning change in BPR - organization, technology, strategy, and people - where a process view is used as common framework for considering these dimensions. In the mids, especially workow management sysBusiness strategy is the primary driver of BPR initiatives tems were considered as a signicant contributor to imand the other dimensions are governed by strategys en- proved process eciency.
The organization dimension reects the source Planning vendors, such as SAP, JD Edwards, Orstructural elements of the company, such as hierarchical acle, PeopleSoft, positioned their solutions as vehicles for levels, the composition of organizational units, and the business process redesign and improvement. Technology is concerned with the use of computer systems and other forms 3. In BPR, information technology is generally considered as playing a role as enabler of new forms of organizing and collaborating, rather than supporting existing business functions.
The concept of business processes - interrelated activities aiming at creating a value added output to a customer - is the basic underlying idea of BPR. These processes are characterized by a number of attributes: Process ownership, customer focus, value adding, and crossfunctionality.
Information technology IT has historically played an important role in the reengineering concept. BPR literature [11] identied several so called disruptive technologies that were supposed to challenge traditional Although the labels and steps dier slightly, the early wisdom about how work should be performed. The following outline is one such model, based on.
Structural organization with functional units 2. Introduction of New Product Development as crossfunctional process 3. Re-structuring and streamlining activities, removal of non-value adding tasks Beneting from lessons learned from the early adopters, some BPR practitioners advocated a change in emphasis to a customer-centric, as opposed to an IT-centric, methodology.
One such methodology, that also incorporated a Risk and Impact Assessment to account for the impact that BPR can have on jobs and operations, was described by Lon Roberts It can also potentially create substantial improvements in business operations, quality, customer service, or other business objectives.
Reengineering can help an aggressive company to stay on top, or transform an organization on the verge of bankruptcy into an eective competitor. The successes have spawned international interest, and major reengineering eorts are being conducted around the world.
On the other hand, BPR projects can fail to meet the inherently high expectations of reengineering. In , it was reported that only 30 percent of reengineering projects were regarded as successful. Other organizations have succeeded only in destroying the morale and momentum built up over their lifetime.
These failures Some items to use on a process analysis checklist indicate that reengineering involves a great deal of risk [16] are: Reduce handos, Centralize data, Reduce delays, besides remarkable rewards.
Free resources faster, Combine similar activities. Also There are many reasons for sub-optimal business prowithin the management consulting industry, a signi- cesses which include: cant number of methodological approaches have been developed.
One department may be optimized at the expense of another. Lack of time to focus on improving business process 3. Lack of recognition of the extent of the problem. BPR projects and eorts have revealed some interesting ndings for both academics and practitioners. Many lessons were learned and many elements were identied as essential to the success of a BPR activity.
Some important BPR success factors, which will be discussed in further details later, include, but are not limited to the following: 1. BPR team composition. Business needs analysis. Adequate IT infrastructure. Eective change management. Ongoing continuous improvement Generally, BPR does not only mean change, but rather dramatic change. The constituents of this drastic change include the overhaul of organizational structures, management systems, employee responsibilities and performance measurements, incentive systems, skills development, and the use of IT.
BPR can potentially impact every aspect of how business is conducted today. Lack of training 5. People involved use the best tool they have at their disposal which is usually Excel to x problems 6. Inadequate infrastructure 7. Overly bureaucratic processes 8.
Organizations were well aware that changes needed to be made, but did not know which areas to change or how to change them. As a result, process reengineering is a management concept that has been formed by trial and error or, in other words, practical experience. As more and more businesses reengineer their processes, knowledge of what caused the successes or failures is becoming apparent. Otherwise, BPR is only a short-term eciency exercise.
Major changes to business processes have a direct impact on processes, technology, job roles, and workplace culture. Signicant changes to even one of those areas require resources, money, and leadership.
Changing them simultaneously is an extraordinary task. Since BPR can involve multiple areas within the organization, it is important to get support from all affected departments. Through the involvement of selected department members, the organization can gain valuable input before a process is implemented; a step which promotes both the cooperation and the vital acceptance of the reengineered process by all segments of the organization.
Getting enterprise wide commitment involves the following: top management sponsorship, bottom-up buy-in from process users, dedicated BPR team, and budget allocation for the total solution with measures to demonstrate value. Before any BPR project can be implemented successfully, there must be a commitment to the project by the management of the organization, and strong leadership must be provided.
However, top management commitment is imperative for success. This team will form the nucleus of the BPR eort, make key decisions and recommendations, and help communicate the details and benets of the BPR program to the entire organization. The determinants of an eective BPR team may be summarized as follows: competency of the members of the team, their motivation,[24] their credibility within the organization and their creativity,[25] team empowerment, training of members in process mapping and brainstorming techniques,[26] eective team leadership,[27] proper organization of the team,[28] complementary skills among team members, adequate size, interchangeable accountability, clarity of work approach, and specicity of goals.
Team members who are selected from each work group within the organization will have an impact on the outcome of the reengineered process according to their desired requirements.
The BPR team should be mixed in depth and knowledge. For example, it may include members with the following characteristics:. Members who do not know the process at all. Leadership has to be eective, strong, visible, and creative in thinking and understanding in order to provide a Members who know the process inside-out. By informing all af Members representing impacted departments. The ultimate success of BPR depends on the strong, consistent, and continuous involvement of all de Members from outside of the organization [20] partmental levels within the organization.
It also depends on the people who do it and how well they can be motivated to be creative and to apply their detailed knowledge Moreover, Covert recommends that in order to have an eective BPR team, it must be kept under ten to the redesign of business processes.
If the organization fails to keep the team at a manageable size, the entire process will be much more dicult to execute eciently and eectively. The ef4. Another important factor in the success of any BPR eort is performing a thorough business needs analysis. Too often, BPR teams jump directly into the technology without rst assessing the current processes of the organization and determining what exactly needs reengineering.
In this analysis phase, a series of sessions should be held with process owners and stakeholders, regarding the need and strategy for BPR. These sessions build a consensus as to the vision of the ideal business process. They help identify essential goals for BPR within each department and then collectively dene objectives for how the project will impact each work group or department on individual basis and the business organization as a whole. The idea of these sessions is to conceptualize the ideal business process for the organization and build a business process model.
Those items that seem unnecessary or unrealistic may be eliminated or modied later on in the diagnosing stage of the BPR project. It is important to acknowledge and evaluate all ideas in order to make all participants feel that they are a part of this important and crucial process. Results of these meetings will help formulate the basic plan for the project.
This plan includes the following:. Moreover, without strategic alignment, the organizations key stakeholders and sponsors may nd themselves unable to provide the level of support the organization needs in terms of resources, especially if there are other more critical projects to the future of the business, and are more aligned with the strategic direction. The business needs analysis contributes tremendously to the re-engineering eort by helping the BPR team to prioritize and determine where it should focus its improvements eorts.
The business needs analysis also helps in relating the BPR project goals back to key business objectives and the overall strategic direction for the organization. This linkage should show the thread from the top to the bottom of the organization, so each person can easily connect the overall business direction with the re-engineering eort. This alignment must be demonstrated from the perspective of nancial performance, customer service, associate value, and the vision for the organization.
These are vital factors that contribute to building an effective IT infrastructure for business processes. An eective IT infrastructure composition process follows a top-down approach, beginning with business strategy and IS strategy and passing through designs of data, systems, and computer architecture. BPR projects that are not in alignment with the organizations strategic direction can be counterproductive.
There is always a possibility that an organization may make signicant investments in an area that is not a core competency for the company and later outsource this capability. Such reengineering initiatives are wasteful and steal. Linkages between the IT infrastructure components, as well as descriptions of their contexts of interaction, are important for ensuring integrity and consistency among the IT infrastructure components.
IT strategic alignment is approached through the process of integration between business and IT strategies, as well as between IT and organizational infrastructures. Walmart, for example, would not have been able to reengineer the processes used to procure and distribute mass-market retail goods without IT.
Ford was able to decrease its headcount in the procurement department by 75 percent by using IT in conjunction with BPR, in another well-known example. This, in turn, is determined by the types of activities embedded in a business process, and their sequencing and reliance on other organizational processes. Al-Mashari and Zairi suggest that BPR involves changes in people behavior and culture, processes, and technology.
As a result, there are many factors that prevent the eective implementation of BPR and hence restrict innovation and continuous improvement. Change management, which involves all human and social related changes and cultural adjustment techniques needed by management to facilitate the insertion of newly designed processes and structures into working practice and to deal eectively with resistance,[26] is considered by many researchers to be a crucial component of any BPR eort.
Most projects underestimate the cultural impact of major process and structural change and as a result, do not achieve the full potential of their change eort. Many people fail to understand that change is not an event, but rather a management technique. Change management is the discipline of managing change as a process, with due consideration that employees are people, not programmable machines. An important step towards any successful reengineering eort is to convey an understanding of the necessity for change.
Organizational culture is a determining factor in successful BPR implementation. Culture in an organization is a self-reinforcing set of beliefs, attitudes, and behavior.
Culture is one of the most resistant elements of organizational behavior and is extremely dicult to change. BPR must consider current culture in order to change these beliefs, attitudes, and behaviors eectively. Messages conveyed from management in an organization continually enforce current culture. Change is implicitly driven by motivation which is fueled by the recognition of the need for change. The rst step towards any successful transformation effort is to convey an understanding of the necessity for change.
Implementing BPR successfully is dependent on how thoroughly management conveys the new cultural messages to the organization. People should be the focus for any successful business change. BPR is not a recipe for successful business transformation if it focuses on only computer technology and process redesign.
In fact, many BPR projects have failed because they did not recognize the importance of the human element in implementing BPR. Understanding the people in organizations, the current company culture, motivation, leadership, and past performance is essential to recognize, understand, and integrate into the vision and implementation of BPR. If the human element is given equal or greater emphasis in BPR, the odds of successful business transformation increase substantially.
Many companies used reengineering as a pretext to It will need to eciently capture appropriate data downsizing, though this was not the intent of reengineerand allow access to appropriate individuals. If it does not perform satisfactorily, more In many circumstances, reengineering has not always time should be taken to modify the process until it lived up to its expectations.
Some prominent reasons include: does. A fundamental concept for quality practitioners is the use of feedback loops at every step of the process and an environment that encourages constant evaluation of results and individual eorts to improve. This will also contribute to a continuous risk assessment and evaluation which are needed throughout the implementation process to deal with any risks at their initial state and to ensure the success of the reengineering eorts.
Anticipating and planning for risk handling is important for dealing eectively with any risk when it rst occurs and as early as possible in the BPR process. Hammer and Champy use the IBM Credit Corporation as well as Ford and Kodak, as examples of companies that carried out BPR successfully due to the fact that they had long-running continuous improvement programs.
In conclusion, successful BPR can potentially create substantial improvements in the way organizations do business and can actually produce fundamental improvements for business operations.
However, in order to achieve that, there are some key success factors that must be taken into consideration when performing BPR. Reengineering assumes that the factor that limits an organizations performance is the ineectiveness of its processes which may or may not be true and oers no means of validating that assumption. Reengineering assumes the need to start the process of performance improvement with a clean slate, i.
According to Eliyahu M. Goldratt and his Theory of Constraints reengineering does not provide an eective way to focus improvement eorts on the organizations constraint.
0コメント