2. Agenda
1. What is BPR?
2. Why BPR?
3. Principles & Methodologies of BPR
4. Issues & Challenges in BPR
5. Critical Success/ Failure Factors in BPR
6. An example of BPR
7. Conclusion
4. What is BPR?
Business Process Re-engineering or BPR is
the analysis and redesign of
workflow and processes
within and between
Organizations
- Michael Hammer & James Champy, 1993
5. A Definition of BPR
BPR is the
Fundamental rethinking and
Radical redesign of
Business Processes
to achieve Dramatic improvements in
critical measures of performance
.. such as Cost, Quality, Service and Speed.
6. What is a Business Process (BP)?
• BP is a collection of activities that takes one or
more kinds of input and creates an output that is
of value to customers
• Examples of BP, in the context of e-Government,
are:
• Issuance of a Driving License or Passport
• Registration of a Company
• Audit of a Tax Return
• Release of a Grant
7. Reengineering is not …….
• Automation of existing ineffective
processes
• Sophisticated computerization of obsolete
processes
• Playing with organization structures
• Downsizing – doing less with less
8. Effectiveness Vs Automation
• Automation : use technology to automate the
“AS IS” process to make it happen faster -
often wrongly perceived as eGovernment.
• Effectiveness: To improve service and
satisfy customer needs, while lowering costs.
9. Automation & BPR
• Automation is using technological tools to
perform OLD processes, in a NEW way.
• Like putting OLD Wine in a NEW bottle.
• BPR is about Innovation
• Making NEW Wine and putting it in a NEW bottle
10. BPR & Quality Initiatives
• Quality Initiatives attempt continuous improvement
• Six Sigma
• TQM (Total Quality Management)
• BPR attempts a radical redesign or transformation
• Big Bang approach
• Quantum Leap
12. Problem Statement
The Problem is that
we are governing in the 21st century
with Processes and Organizations
designed in the 19th Century
to work well in the 20th Century!
We need entirely different
PROCESSES & ORGANIZATIONS
for Governance in the 21st Century
13. Problem restated…
• All processes are simple & efficient when
originally designed
• User-friendly
• Deploying contemporary tools & techniques
• Processes become complex & inefficient with
passage of time
• with addition of sub-processes to handle exceptions
• with changes in environment and
• with increase in customer expectations
• with increase in volumes
We need to
Reinvent
the
processes
14. Symptoms of Poor Governance
• Air of Mystification about procedures
• Long Queues at delivery points
• Multiple Visits to Government Offices
• Pillar-to-Post
• Outcome is in Suspense
• OK or NOT OK !
• Gatekeepers at every turn
• Poor Quality of Service
• Service is a Mercy - not a Right
• Too many Intermediaries, Shortcuts
15. 5 Symptoms of Poor Processes
1. Extensive information exchange, data
redundancy and re-keying
1. Huge inventory, buffers and other assets
1. Too many Controls and Checks
1. Rework, Iteration & Duplication of work
1. Complexity, Exceptions & Special cases
16. Root Causes of
Poor Service Delivery
Legislati
ve
Intent
Pro
ces
s
Pro
ble
ms
Deli
very
Cha
nnel
Pro
ble
ms
Deli
very
Pro
ble
ms
BPR is an important part of the Solution
17. 3 Goals of BPR
1. Customer Friendliness
• Meeting customer requirements closely
• Providing convenience
2. Effectiveness
• Outcome-based approach
• Gaining loyalty of customers
• Image and branding
3. Efficiency
• Cost
• Time
• Effort
18. 12 Attributes of
Customer-friendly Services
1. Simple
2. Need-based
3. Certainty
4. Speed
5. Convenience
• Place
• Time
• Channel
6. Equitable
7. Responsive
8. Customer-centric
9. Quality of Service
10.Cost-effective
11.Accessible
12.Assisted
20. 7 Basic Principles of BPR
1. Organize around outcomes, not tasks.
2. Identify all the processes in an organization and
prioritize them in order of redesign urgency.
3. Integrate information processing work into the
real work that produces the information.
4. Treat geographically dispersed resources as
though they were centralized.
5. Link parallel activities in the workflow instead of
just integrating their results.
6. Put the decision point where the work is
performed, and build control into the process.
7. Capture information once and at the source.
22. A 4-Pronged Approach to
Transformation
Transfor
mation
• Eliminate
• Simplify
• Automate
• Base on Trust
• Integrate
• Join Up
• Legislate
Transforming
Process
• Multiple Channels
• 24x7
• Access
• Common Service Centres
• Mobile
• Self-Service
• Licensed Intermediaries
Transforming Channels
• Enterprise Architecture
• Standards
• Unified Databases
• Unified Networks
• SOA
• Portals
Using Technology
•
•Training
• Change Management
• CRM skills
• Consultation
• Empowerment
• Education
• Awareness
Transforming People
23. 4 Steps in BPR
1. Understanding the Current Processes
• ‘AS IS’ study – mapping current processes
• Analysis of Root Causes for Inefficiencies
• Identifications of Problems, Issues
2. Inventing a NEW Process (‘TO BE’ Process)
• Survey of Best Practices
• Consultation of Stakeholders
3. Constructing the NEW Process
• Bringing in new Laws and Rules
• Adopting Disruptive Technologies
4. Selling the NEW way of functioning
• Change Management
• Communication Strategy
26. Challenges in a BPR Exercise
1. Identifying Customer Needs & Performance
Problems in the current Processes
2. Reassessing the Strategic Goals of the
Organization
3. Defining the opportunities for Re-engineering
4. Managing the BPR initiative
5. Controlling Risks
6. Maximizing the Benefits
7. Managing Organizational Changes
8. Implementing the re-engineered Processes
27. 9 Changes occasioned by BPR
1. Work Units change
• from functional departments to process teams
2. Jobs change
• from simple tasks to multi-dimensional work
3. People’s roles change
• from controlled to empowered
4. Job preparation changes
• from training to education
5. Measures of Performance & compensation change
• from activity to results
6. Criteria for career advancement change
• from performance to ability
7. Values change
• from protective to productive
8. Organizational Structures change
• from hierarchical to flat
9. Executives change
• from scorekeepers to leaders
28. Critical Success Factors in BPR
1. Clear Vision for Transformation
2. Top management commitment
3. Identification of Core Processes for BPR
4. Ambitious BPR team
5. Knowledge of Reengineering techniques
6. Engaging external consultants
7. Tolerance of “genuine failures"
8. Change Management
29. Critical Failure Factors in BPR
1. Trying to Fix a process instead of Changing it
2. Lack of focus on Business-critical Processes
3. Lack of holistic approach
4. Willingness to settle for minor results
5. Quitting too early
6. Limiting the scope of BPR by existing constraints
7. Dominance of existing corporate culture
8. Adopting bottom-up approach
9. Poor leadership
10.Trying to avoid making anyone unhappy
11.Dragging the BPR exercise too long.
31. Land Records in India
– Existing System (AS IS)
▪ Legacy of British System
▪ Land Records created mainly for ‘Land Revenue’
▪ Based on ‘Presumptive Ownership’ of land parcels
▪ Managed by multiple departments
▪ Title
▪ Survey
▪ Registration
▪ Local Government
▪ Processes & services, mostly manual
▪ Citizens have to visit several offices & wait for months for title
changes
32. Buyer &
Seller
Complete
Documents
Pay fees
Submit
Appln.
Registration of
deeds
Verify and
change
records
Buyer &
Seller
Buyer Complete
application
Submit
Appln for
Mutation.
Verify
documents
and register
Buyer
Submit
Appln for
Sub-division
Complete
appl.
Land Title Office
Sub-divide
the parcel
and change
records
Land Surveyor
Buyer
Buyer
Buyer gets proof
of transaction
Buyer gets
ownership
records
Buyer gets
boundary
info.
Cannot verify
ownership
Existing System – Land Transactions
33. International Best Practices in
Land Records Management
a. New Zealand
– Land Information Online
b. Canada
– Land Title & Survey Authority
c. Singapore
– Singapore Land Authority
d. Australia
– Land Victoria
35. Conclusion
• BPR is about Radical Redesign of business
processes
• BPR brings Efficiency, Effectiveness & Customer-
friendliness
• BPR needs adoption of a structured methodology
• Top management commitment & Change
Management are critical to success
37. Legislative Intent
• Old and Antiquated Laws
• Registration Act 1905
• Stamp Act 1899
• Survey & Boundaries Act 1923
• Revenue Code 18xx
• Basis of legal system is Mistrust, not Service
• Acts are department-centric, not citizen-centric
• Rules are complex and tedious
• 10,000 rules, 0.1 mil forms!
• Rulers are not accountable
38. Process Problems
• Controls instead of facilitation
• Asking for too much information
• by every agency, on every occasion
• Burden of proof thrown on Citizen
• Attachments, Annexures, Attestations
• Too many areas of discretion
• Complexity of rules & regulations
• Anything to do with money is more complex
• Heavy reliance on manual systems
• No concept of Quality Assurance
39. Delivery Channel Problems
• Jurisdiction
• too many ‘narrow domestic walls’ !
• too many ‘single windows’
• Restricted timings
• Disparate and sub-optimal delivery networks
• No choice of delivery channels
• Process & Delivery Channel often combined
• resulting in delay, malpractice
40. Delivery Problems
• Mindset & attitudinal problems
• Delivery Agents unsuitable
• Unqualified
• Untrained
• Unequipped
• Lack of empowerment of front-end people
• Lack of dedicated delivery teams
• Delivery is handled on a part-time basis
• Lack of service levels, measurement systems
41. 8 Rules of Disruptive Technologies (1/2)
Information can appear
at
only one place at a time
Shared
Databases
Information can appear
simultaneously
at all the places it is
needed
Only experts can perform
Complex work
Expert
Systems
A generalist can do
the work of an expert
We should choose
between
Centralization &
Decentralization
Networks
We can get the benefits of
Centralization &
Decentralization
simultaneously
Managers make
ALL the decisions
Decision
Support
Systems
Decision-making is a
part of everyone’s job
42. 8 Rules of Disruptive Technologies (2/2)
Field personnel need
a fixed place for
communications
Wireless,
Laptops &
PDAs
Field personnel can
send and receive
Information
anytime, anywhere
Personal contact with
customer
Is the best contact
Interactive
Video
Virtual contact with
Customer
is more conveneint
You have to find out
where things are..
RFID
Things tell you
where they are !
Plans get revised
periodically
High
Performance
Computing
Plans get revised
dynamically
