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Business Process Reengineering

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Business Process Reengineering

  1. 1. BUSINESS PROCESS REENGINEERING BPR Business Process Redesign or, Business Transformation Or, Business Process Change Management PPT By :- Chandan Kumar Mehta
  2. 2. Definition of BPR <ul><li>Business process reengineering (BPR) is a management approach aiming at improvements by means of elevating efficiency and effectiveness of the processes that exist within and across organizations. </li></ul><ul><li>The key to BPR is for organizations to look at their business processes from a &quot; clean slate &quot; perspective and determine how they can best construct these processes to improve how they conduct business. </li></ul>
  3. 3. Hammer and Champy (1993) define BPR as:- <ul><li>BPR :=The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed.&quot; </li></ul>
  4. 4. THE ROLE OF INFORMATION TECHNOLOGY IN THE REENGINEERING CONCEPT <ul><li>1. Shared databases, making information available at many places </li></ul><ul><li>2. Expert systems, allowing generalists to perform specialist tasks </li></ul><ul><li>3. Telecommunication networks, allowing organizations to be centralized and decentralized at the same time </li></ul><ul><li>4. Decision-support tools, allowing decision-making to be a part of everybody's job. </li></ul>
  5. 5. THE ROLE OF INFORMATION TECHNOLOGY IN THE REENGINEERING CONCEPT <ul><li>5. Wireless data communication and portable computers , allowing field personnel to work office independent </li></ul><ul><li>6. Interactive videodisk , to get in immediate contact with potential buyers </li></ul><ul><li>7. Automatic identification and tracking , allowing things to tell where they are, instead of requiring to be found </li></ul><ul><li>8. High performance computing , allowing on-the-fly planning and revisioning. </li></ul>
  6. 6. Methodology <ul><li>Based on the PRLC (Process Reengineering Life Cycle) approach developed by Guha et.al. </li></ul><ul><li>1. Envision new processes </li></ul><ul><ul><li>Secure management support </li></ul></ul><ul><ul><li>Identify reengineering opportunities </li></ul></ul><ul><ul><li>Identify enabling technologies </li></ul></ul><ul><ul><li>Align with corporate strategy </li></ul></ul>
  7. 7. Methodology- Continue… <ul><li>2. Initiating change </li></ul><ul><ul><li>Set up reengineering team </li></ul></ul><ul><ul><li>Outline performance goals </li></ul></ul><ul><li>3. Process diagnosis </li></ul><ul><ul><li>Describe existing processes </li></ul></ul><ul><ul><li>Uncover pathologies in existing processes </li></ul></ul>
  8. 8. Methodology- Continue… <ul><li>4. Process redesign </li></ul><ul><ul><li>Develop alternative process scenarios </li></ul></ul><ul><ul><li>Develop new process design </li></ul></ul><ul><ul><li>Design HR architecture </li></ul></ul><ul><ul><li>Select IT platform </li></ul></ul><ul><ul><li>Develop overall blueprint and gather feedback </li></ul></ul>
  9. 9. Methodology- Continue… <ul><li>5. Reconstruction </li></ul><ul><ul><li>Develop/install IT solution </li></ul></ul><ul><ul><li>Establish process changes </li></ul></ul><ul><li>6. Process monitoring </li></ul><ul><ul><li>Performance measurement, including time, quality, cost, IT performance </li></ul></ul><ul><ul><li>Link to continuous improvement </li></ul></ul><ul><li>7. -> Loop-back to diagnosis . </li></ul>
  10. 10. <ul><li>Strict focus on efficiency and technology and the disregard of people in the organization that is subjected to a reengineering initiative. </li></ul><ul><li>Very often, the label BPR was used for major workforce reductions </li></ul><ul><li>lack of management support for the initiative and thus poor acceptance in the organization. </li></ul><ul><li>exaggerated expectations regarding the potential benefits from a BPR initiative and consequently failure to achieve the expected results. </li></ul>Critique against the BPR concept
  11. 11. Critique against the BPR concept <ul><li>Underestimation of the resistance to change within the organization. </li></ul><ul><li>Implementation of generic so-called best-practice processes that do not fit specific company needs. </li></ul><ul><li>Overtrust in technology solutions . </li></ul><ul><li>Performing BPR as a one-off project with limited strategy alignment and long-term perspective. </li></ul><ul><li>Poor project management. </li></ul>

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