The document outlines the steps for conducting practical business process reengineering (BPR). It begins with pre-project preparation and project kick-off. Next are steps to design the current ("as-is") and future ("to-be") business models, study legal impacts, conduct a gap analysis, develop HR manuals and policies/procedures. The final steps are to plan and implement the future processes, and manage organizational change. Key activities include documenting processes, developing process maps, and analyzing gaps between current and future states to drive improvements.
Business process reengineering (BPR) is a fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service, and speed. FinTrak Software proposes a BPR solution for Aiteo Group that focuses on fast wins, dynamism, and unwavering support through all stages of the BPR lifecycle from selecting processes to execute and sustain improvements long-term. Common challenges to avoid include not truly reengineering but only simplifying, weak commitment to change, and failing to align BPR to business objectives.
Agile business analysis the changing role of business analysts in agile sof...Nari Kannan
The document discusses the changing role of business analysts in agile software development. It outlines some of the key principles of agile development, including an iterative approach and valuing working software over documentation. Traditional business analysis can cause problems for agile projects, such as being out of date or acting as a communication barrier. Effective agile business analysis requires skills like collaboration and adapting to changing requirements.
Pacific Bell initiated the Centrex Reengineering Project in 1991 to address the highly complex, labor intensive, and error-prone process of fulfilling Centrex orders. The initial reengineering team documented the existing 11-step process, then designed and tested a new 2-step process allowing single-person order fulfillment within 2 days for 80% of orders. Pilot programs in multiple regional business units demonstrated significant reductions in cost, time, and errors with improved customer satisfaction. Information technology applications and collocated teams supported the new streamlined Centrex order fulfillment process.
BPR, or Business Process Reengineering, is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical performance measures like cost, quality, service, and speed. It involves analyzing and redesigning workflows and processes within and between organizations. BPR is necessary because customer demands and competition are increasing while existing 19th century processes are struggling to keep up with 21st century needs. BPR follows a process of understanding current processes, inventing new improved processes, constructing the new processes, and managing change to implement the new way of working. When done correctly, BPR can significantly improve organizational performance and efficiency.
This document outlines key concepts related to business process reengineering (BPR). It defines BPR as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements. The document describes the three dimensions of BPR - physical/technical, infrastructure, and value dimensions. It also lists objectives of BPR, warning signs that indicate the need for BPR, and situations where BPR can benefit an organization.
The document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. The key is to focus on processes, not tasks or jobs. It outlines the 5 main activities of BPR: 1) Prepare for reengineering 2) Map and analyze the existing ("as-is") process 3) Design the new ("to-be") process 4) Implement the new process and 5) Continuously improve the process. It provides an example of how BPR was used to dramatically improve an insurance application approval process.
The document discusses several topics related to business process reengineering and IT solutions. It describes key indicators that an IT vendor solution may be best for implementing business process reengineering, such as dysfunctionality in the current system. It also discusses the key strengths of service-oriented architectures for modern businesses, including modularity, reusability, and self-contained services. Additionally, it describes how tools like environmental analysis, SWOT analysis, value chain analysis, and business strategy choice can influence business process reengineering and provides examples. Standards for measuring organizational performance and information systems functions are also rated.
Business process reengineering (BPR) is a fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service, and speed. FinTrak Software proposes a BPR solution for Aiteo Group that focuses on fast wins, dynamism, and unwavering support through all stages of the BPR lifecycle from selecting processes to execute and sustain improvements long-term. Common challenges to avoid include not truly reengineering but only simplifying, weak commitment to change, and failing to align BPR to business objectives.
Agile business analysis the changing role of business analysts in agile sof...Nari Kannan
The document discusses the changing role of business analysts in agile software development. It outlines some of the key principles of agile development, including an iterative approach and valuing working software over documentation. Traditional business analysis can cause problems for agile projects, such as being out of date or acting as a communication barrier. Effective agile business analysis requires skills like collaboration and adapting to changing requirements.
Pacific Bell initiated the Centrex Reengineering Project in 1991 to address the highly complex, labor intensive, and error-prone process of fulfilling Centrex orders. The initial reengineering team documented the existing 11-step process, then designed and tested a new 2-step process allowing single-person order fulfillment within 2 days for 80% of orders. Pilot programs in multiple regional business units demonstrated significant reductions in cost, time, and errors with improved customer satisfaction. Information technology applications and collocated teams supported the new streamlined Centrex order fulfillment process.
BPR, or Business Process Reengineering, is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical performance measures like cost, quality, service, and speed. It involves analyzing and redesigning workflows and processes within and between organizations. BPR is necessary because customer demands and competition are increasing while existing 19th century processes are struggling to keep up with 21st century needs. BPR follows a process of understanding current processes, inventing new improved processes, constructing the new processes, and managing change to implement the new way of working. When done correctly, BPR can significantly improve organizational performance and efficiency.
This document outlines key concepts related to business process reengineering (BPR). It defines BPR as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements. The document describes the three dimensions of BPR - physical/technical, infrastructure, and value dimensions. It also lists objectives of BPR, warning signs that indicate the need for BPR, and situations where BPR can benefit an organization.
The document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. The key is to focus on processes, not tasks or jobs. It outlines the 5 main activities of BPR: 1) Prepare for reengineering 2) Map and analyze the existing ("as-is") process 3) Design the new ("to-be") process 4) Implement the new process and 5) Continuously improve the process. It provides an example of how BPR was used to dramatically improve an insurance application approval process.
The document discusses several topics related to business process reengineering and IT solutions. It describes key indicators that an IT vendor solution may be best for implementing business process reengineering, such as dysfunctionality in the current system. It also discusses the key strengths of service-oriented architectures for modern businesses, including modularity, reusability, and self-contained services. Additionally, it describes how tools like environmental analysis, SWOT analysis, value chain analysis, and business strategy choice can influence business process reengineering and provides examples. Standards for measuring organizational performance and information systems functions are also rated.
The document discusses Cisco's business process re-engineering efforts. It describes how Cisco's rapid growth led to inefficiencies in its manual ordering and tracking systems. This prompted Cisco to re-engineer its processes to create an online ordering system called Manufacturing Connection Online. This system streamlined ordering, reduced costs by $24 million and labor costs by $51 million, and cut inventory by 45%. Cisco's re-engineering proved more effective than earlier simplification efforts and better positioned the company for continued growth.
1. Business process reengineering is the fundamental rethinking and radical redesign of core business processes to achieve dramatic improvements in critical performance measures such as quality, cost, and cycle time.
2. It involves fundamentally rethinking processes, disregarding existing structures and procedures, and empowering employees as process teams to achieve end-to-end process alignment rather than departmental focus.
3. Successful reengineering at IBM Credit Corporation reduced credit application turnaround time from a typical 7 days to just 4 hours through radical process changes that streamlined roles and empowered a data structurer to complete applications end-to-end.
The document discusses business process reengineering and the role of information technology. It covers several key points:
1) IT has historically played an important role in enabling new forms of working and collaboration. Early BPR identified technologies like shared databases and expert systems that challenged traditional work models.
2) Business process reengineering aims to fundamentally rethink workflows and processes to improve customer service, cut costs, and increase competitiveness. It focuses on redesigning processes rather than functions.
3) Examples are provided of how companies like Walmart and Ford redesigned their processes using IT to improve efficiency, effectiveness, and transformation. Principles of BPR like organizing around outcomes and linking parallel activities are also outlined.
The document discusses Business Process Reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures like cost, quality, service and speed. The document outlines that BPR advocates going back to basics and reexamining processes rather than making small incremental improvements. It also discusses that BPR focuses on processes rather than tasks, jobs or people. The document provides examples of successful BPR case studies and discusses the key principles and steps to conducting a successful BPR project.
Business Process Reengineering - The Way To Business SuccessSagar Mandal
This document discusses business process reengineering (BPR). BPR involves fundamentally rethinking and redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It summarizes why organizations reengineer processes due to demanding customers, competition, and changing needs. However, complacency, political resistance, and fear of failure can prevent reengineering. BPR seeks to improve cost, service, quality, and speed using a systems perspective focused on end customers and radical process improvement through integrated change. Key steps involve selecting processes, understanding the current process, developing a vision for improvement, and executing the plan.
Business Process Re-engineering/ JIT/ERPVikram Dey
Business processes management involves reengineering processes for improved efficiency. This includes organizing around outcomes rather than tasks, identifying and prioritizing processes for redesign, integrating information processing into real work, treating dispersed resources as centralized, linking parallel activities, putting decision points where work is done, and capturing information at the source. Just-in-time inventory management receives goods when needed through demand forecasting. Enterprise resource planning software integrates functions like finance, inventory, sales, production, and HR into a single system, standardizing processes and information across the organization. This evolution has led to advantages like integrated financials and orders, standardized operations, reduced inventory, and a common database.
Business Process-Reengineering BPR MoghimiBahman Moghimi
The document outlines a presentation on business process reengineering (BPR). It begins with an introduction to BPR and defines it as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in performance metrics. It then discusses various levels of change an organization can undergo from automation to reengineering. The rest of the presentation covers key aspects of implementing a BPR strategy such as selecting processes and teams, understanding the current process, developing a vision for improved processes, identifying action plans, and addressing challenges and IT benefits.
Xerox was spending $4.3 billion annually on non-production procurement (NPP). To reduce costs, Xerox used business process reengineering to analyze and redesign the NPP process. A cross-functional team mapped the existing process and identified inefficiencies. The as-is process had multiple groups procuring different materials, hundreds of redundant activities, numerous supplier contracts, and a specialist group for emergencies. The redesigned process streamlined activities under three sub-processes, reduced suppliers to four major ones, and gave department managers credit cards for emergencies. An information systems team automated the entire process and connected it to American Express for reporting, removing paperwork.
This document provides an overview of business process reengineering (BPR). It defines BPR as the analysis and redesign of workflows within and between enterprises to optimize processes and automate non-value-added tasks. The document discusses the BPR cycle, key components of BPR including its history and advantages such as streamlining work processes to improve quality, time management and profitability. Potential disadvantages of BPR are also mentioned such as using it to justify downsizing. Overall the document serves as an introduction to the topic of business process reengineering.
BUSINESS PROCESS REENGINEERING OF A COMPANY AT THE STAGE OF THE STRATEGIC GRO...fluffy_fury
The document discusses business process reengineering (BPR) of a company called "Group Pracsis" that is in the strategic growth stage. It outlines the goal of developing a conceptual framework for fundamentally changing processes with a focus on customers. It analyzes Pracsis' existing magazine editing and financial processes and suggests improvements. For finances, it recommends establishing a payment planning system, prioritization system, and payment notification system. The document also discusses BPR theory, definitions, key steps, examples from Ford Motor Company, and considerations for implementing BPR in Russia.
This document discusses business process reengineering (BPR) at ICICI Bank in India. It defines BPR as fundamentally rethinking and redesigning business processes to achieve dramatic performance improvements in areas like cost, quality, and speed. ICICI implemented BPR to centralize operations, overcome limitations of its legacy branch-focused system, and create a centralized data repository to enable nationwide banking. This involved redesigning core banking, e-banking, treasury, wealth management, and CRM processes. The BPR implementation revolutionized ICICI's operations, provided scalability, and allowed many front-office functions to move to back-office resulting in improved customer service.
Business processes reengineering based on business model conceptOgnyan Drenski
A Business Process Reengineering (BPR) approach is presented, which is based on business model reengineering. It starts with reengineering or design of a new business model using Business Model Canvas. The key activitites are identified and processes which support them are design. Generic processes from ISO management standards and best practice are used to complete the processes set. The same is done to utilize generic processes embedded in ERP, CRM and BPM systems. At the end of the day the organization achieves the business processes organization really need, complied to ISO requirements and easy to automate.
Business process reengineering (BPR) involves analyzing and redesigning workflows within and between enterprises to optimize end-to-end processes and automate non-value added tasks. It requires fundamentally rethinking how business is conducted by disregarding existing structures and inventing completely new ways of working rather than making incremental improvements. The bank plans to expand its branch network from 3,159 to 5,000-7,000 over the next five years, set up a corporate branch in each state, and recruit 3,295 new employees across various departments to streamline operations globally and better serve corporate clients. The bank implemented a core banking solution using Finacle software from Infosys running on an Oracle database to provide centralized, real-
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service and speed. It aims to help companies fundamentally restructure their organizations by focusing on the work and redesigning the work in order to better support the organizational mission and take advantage of technological changes. BPR seeks to achieve breakthrough improvements rather than incremental changes. Common causes of BPR include changes in customer demands, competition and technology. While BPR can dramatically improve performance, it also carries risks if not implemented properly.
This document outlines the key aspects of business process reengineering (BPR). It discusses BPR symbols and rules for documenting processes. It also covers understanding and implementing a BPR strategy, including selecting processes and teams, developing a vision, identifying action plans, and common challenges. The goal of BPR is to fundamentally redesign processes to dramatically improve performance metrics like cost, quality, and speed. Information technology can help implement new business processes.
The document discusses Business Process Reengineering (BPR) at HDFC Bank. It provides an overview of HDFC Bank, describing its services, operating systems, customer classifications, and the CRM system. The CRM system helps manage customer relationships and monitor sales. It streamlines processes like loan applications and allows faster fulfillment of requests like setting up a fixed deposit. BPR through the CRM system has helped HDFC Bank improve turnaround times and better manage its large customer portfolio.
A business process represents a specific business need or goal, such as hiring an employee, processing a sales order, or reimbursing a business expense. Business processes are broken down into logical steps called activities, each of which can comprise one or more tasks. Tasks are assigned roles that determine which participants will perform the tasks. The transitions between activities determine the order in which they are performed and the basic workflow for the process.
WorkSpace lets you interact with business processes based on your assigned roles within your company.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures like cost, quality, service, and speed. It seeks to optimize intra-functional and inter-functional processes within an organization and inter-organizational processes along the entire supply chain. Successful BPR requires top management support, cross-functional process teams, and treating it as a managed project with clear communication.
The document discusses business process reengineering (BPR). It defines BPR and outlines its importance in improving organizational effectiveness, efficiency and competitiveness through radical redesign of processes. The document also describes the impact of BPR on an organization's structure, roles and relationships. It then covers the typical steps to implement BPR and some common challenges faced in the process. Finally, it presents a case study of how a US-based consulting firm successfully implemented BPR to reduce overhead costs.
This document discusses business process reengineering (BPR). It begins by describing how traditional vs. transformed organizations differ, with transformed organizations having more networked structures, knowledge workers, flexibility, customer orientation, and team efforts. It then discusses drivers for BPR like changing customer demands and technology. BPR is defined as fundamentally redesigning operations to dramatically improve cost, quality, and cycle time. The document outlines six principles for BPR and the typical organizational structure. It details the nine dimensions of executing BPR, including establishing business direction, scoping processes for redesign, designing new processes, aligning infrastructure to support new processes, implementation planning, implementation, and change management. Case studies demonstrate benefits like reducing work and costs.
Ideas how to use LinkedIn for the more experienced user - used as a backdrop for a presentation that includes many examples and stories to bring this information to life.
The document discusses reengineering work done at Gujarat Cancer Research Institute in India. It overviews principles of reengineering and provides examples of reengineering processes at Ford Motor Company and MBL Insurance. At Gujarat Cancer Research Institute, the existing organizational structure and processes for vendor selection, purchase orders, and inventory management were reengineered. The new systems implemented a computerized database and standardized coding which reduced purchase orders from 1200 to 12 per month while improving inventory management and vendor selection.
The document discusses Cisco's business process re-engineering efforts. It describes how Cisco's rapid growth led to inefficiencies in its manual ordering and tracking systems. This prompted Cisco to re-engineer its processes to create an online ordering system called Manufacturing Connection Online. This system streamlined ordering, reduced costs by $24 million and labor costs by $51 million, and cut inventory by 45%. Cisco's re-engineering proved more effective than earlier simplification efforts and better positioned the company for continued growth.
1. Business process reengineering is the fundamental rethinking and radical redesign of core business processes to achieve dramatic improvements in critical performance measures such as quality, cost, and cycle time.
2. It involves fundamentally rethinking processes, disregarding existing structures and procedures, and empowering employees as process teams to achieve end-to-end process alignment rather than departmental focus.
3. Successful reengineering at IBM Credit Corporation reduced credit application turnaround time from a typical 7 days to just 4 hours through radical process changes that streamlined roles and empowered a data structurer to complete applications end-to-end.
The document discusses business process reengineering and the role of information technology. It covers several key points:
1) IT has historically played an important role in enabling new forms of working and collaboration. Early BPR identified technologies like shared databases and expert systems that challenged traditional work models.
2) Business process reengineering aims to fundamentally rethink workflows and processes to improve customer service, cut costs, and increase competitiveness. It focuses on redesigning processes rather than functions.
3) Examples are provided of how companies like Walmart and Ford redesigned their processes using IT to improve efficiency, effectiveness, and transformation. Principles of BPR like organizing around outcomes and linking parallel activities are also outlined.
The document discusses Business Process Reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures like cost, quality, service and speed. The document outlines that BPR advocates going back to basics and reexamining processes rather than making small incremental improvements. It also discusses that BPR focuses on processes rather than tasks, jobs or people. The document provides examples of successful BPR case studies and discusses the key principles and steps to conducting a successful BPR project.
Business Process Reengineering - The Way To Business SuccessSagar Mandal
This document discusses business process reengineering (BPR). BPR involves fundamentally rethinking and redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It summarizes why organizations reengineer processes due to demanding customers, competition, and changing needs. However, complacency, political resistance, and fear of failure can prevent reengineering. BPR seeks to improve cost, service, quality, and speed using a systems perspective focused on end customers and radical process improvement through integrated change. Key steps involve selecting processes, understanding the current process, developing a vision for improvement, and executing the plan.
Business Process Re-engineering/ JIT/ERPVikram Dey
Business processes management involves reengineering processes for improved efficiency. This includes organizing around outcomes rather than tasks, identifying and prioritizing processes for redesign, integrating information processing into real work, treating dispersed resources as centralized, linking parallel activities, putting decision points where work is done, and capturing information at the source. Just-in-time inventory management receives goods when needed through demand forecasting. Enterprise resource planning software integrates functions like finance, inventory, sales, production, and HR into a single system, standardizing processes and information across the organization. This evolution has led to advantages like integrated financials and orders, standardized operations, reduced inventory, and a common database.
Business Process-Reengineering BPR MoghimiBahman Moghimi
The document outlines a presentation on business process reengineering (BPR). It begins with an introduction to BPR and defines it as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in performance metrics. It then discusses various levels of change an organization can undergo from automation to reengineering. The rest of the presentation covers key aspects of implementing a BPR strategy such as selecting processes and teams, understanding the current process, developing a vision for improved processes, identifying action plans, and addressing challenges and IT benefits.
Xerox was spending $4.3 billion annually on non-production procurement (NPP). To reduce costs, Xerox used business process reengineering to analyze and redesign the NPP process. A cross-functional team mapped the existing process and identified inefficiencies. The as-is process had multiple groups procuring different materials, hundreds of redundant activities, numerous supplier contracts, and a specialist group for emergencies. The redesigned process streamlined activities under three sub-processes, reduced suppliers to four major ones, and gave department managers credit cards for emergencies. An information systems team automated the entire process and connected it to American Express for reporting, removing paperwork.
This document provides an overview of business process reengineering (BPR). It defines BPR as the analysis and redesign of workflows within and between enterprises to optimize processes and automate non-value-added tasks. The document discusses the BPR cycle, key components of BPR including its history and advantages such as streamlining work processes to improve quality, time management and profitability. Potential disadvantages of BPR are also mentioned such as using it to justify downsizing. Overall the document serves as an introduction to the topic of business process reengineering.
BUSINESS PROCESS REENGINEERING OF A COMPANY AT THE STAGE OF THE STRATEGIC GRO...fluffy_fury
The document discusses business process reengineering (BPR) of a company called "Group Pracsis" that is in the strategic growth stage. It outlines the goal of developing a conceptual framework for fundamentally changing processes with a focus on customers. It analyzes Pracsis' existing magazine editing and financial processes and suggests improvements. For finances, it recommends establishing a payment planning system, prioritization system, and payment notification system. The document also discusses BPR theory, definitions, key steps, examples from Ford Motor Company, and considerations for implementing BPR in Russia.
This document discusses business process reengineering (BPR) at ICICI Bank in India. It defines BPR as fundamentally rethinking and redesigning business processes to achieve dramatic performance improvements in areas like cost, quality, and speed. ICICI implemented BPR to centralize operations, overcome limitations of its legacy branch-focused system, and create a centralized data repository to enable nationwide banking. This involved redesigning core banking, e-banking, treasury, wealth management, and CRM processes. The BPR implementation revolutionized ICICI's operations, provided scalability, and allowed many front-office functions to move to back-office resulting in improved customer service.
Business processes reengineering based on business model conceptOgnyan Drenski
A Business Process Reengineering (BPR) approach is presented, which is based on business model reengineering. It starts with reengineering or design of a new business model using Business Model Canvas. The key activitites are identified and processes which support them are design. Generic processes from ISO management standards and best practice are used to complete the processes set. The same is done to utilize generic processes embedded in ERP, CRM and BPM systems. At the end of the day the organization achieves the business processes organization really need, complied to ISO requirements and easy to automate.
Business process reengineering (BPR) involves analyzing and redesigning workflows within and between enterprises to optimize end-to-end processes and automate non-value added tasks. It requires fundamentally rethinking how business is conducted by disregarding existing structures and inventing completely new ways of working rather than making incremental improvements. The bank plans to expand its branch network from 3,159 to 5,000-7,000 over the next five years, set up a corporate branch in each state, and recruit 3,295 new employees across various departments to streamline operations globally and better serve corporate clients. The bank implemented a core banking solution using Finacle software from Infosys running on an Oracle database to provide centralized, real-
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service and speed. It aims to help companies fundamentally restructure their organizations by focusing on the work and redesigning the work in order to better support the organizational mission and take advantage of technological changes. BPR seeks to achieve breakthrough improvements rather than incremental changes. Common causes of BPR include changes in customer demands, competition and technology. While BPR can dramatically improve performance, it also carries risks if not implemented properly.
This document outlines the key aspects of business process reengineering (BPR). It discusses BPR symbols and rules for documenting processes. It also covers understanding and implementing a BPR strategy, including selecting processes and teams, developing a vision, identifying action plans, and common challenges. The goal of BPR is to fundamentally redesign processes to dramatically improve performance metrics like cost, quality, and speed. Information technology can help implement new business processes.
The document discusses Business Process Reengineering (BPR) at HDFC Bank. It provides an overview of HDFC Bank, describing its services, operating systems, customer classifications, and the CRM system. The CRM system helps manage customer relationships and monitor sales. It streamlines processes like loan applications and allows faster fulfillment of requests like setting up a fixed deposit. BPR through the CRM system has helped HDFC Bank improve turnaround times and better manage its large customer portfolio.
A business process represents a specific business need or goal, such as hiring an employee, processing a sales order, or reimbursing a business expense. Business processes are broken down into logical steps called activities, each of which can comprise one or more tasks. Tasks are assigned roles that determine which participants will perform the tasks. The transitions between activities determine the order in which they are performed and the basic workflow for the process.
WorkSpace lets you interact with business processes based on your assigned roles within your company.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures like cost, quality, service, and speed. It seeks to optimize intra-functional and inter-functional processes within an organization and inter-organizational processes along the entire supply chain. Successful BPR requires top management support, cross-functional process teams, and treating it as a managed project with clear communication.
The document discusses business process reengineering (BPR). It defines BPR and outlines its importance in improving organizational effectiveness, efficiency and competitiveness through radical redesign of processes. The document also describes the impact of BPR on an organization's structure, roles and relationships. It then covers the typical steps to implement BPR and some common challenges faced in the process. Finally, it presents a case study of how a US-based consulting firm successfully implemented BPR to reduce overhead costs.
This document discusses business process reengineering (BPR). It begins by describing how traditional vs. transformed organizations differ, with transformed organizations having more networked structures, knowledge workers, flexibility, customer orientation, and team efforts. It then discusses drivers for BPR like changing customer demands and technology. BPR is defined as fundamentally redesigning operations to dramatically improve cost, quality, and cycle time. The document outlines six principles for BPR and the typical organizational structure. It details the nine dimensions of executing BPR, including establishing business direction, scoping processes for redesign, designing new processes, aligning infrastructure to support new processes, implementation planning, implementation, and change management. Case studies demonstrate benefits like reducing work and costs.
Ideas how to use LinkedIn for the more experienced user - used as a backdrop for a presentation that includes many examples and stories to bring this information to life.
The document discusses reengineering work done at Gujarat Cancer Research Institute in India. It overviews principles of reengineering and provides examples of reengineering processes at Ford Motor Company and MBL Insurance. At Gujarat Cancer Research Institute, the existing organizational structure and processes for vendor selection, purchase orders, and inventory management were reengineered. The new systems implemented a computerized database and standardized coding which reduced purchase orders from 1200 to 12 per month while improving inventory management and vendor selection.
Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
The document discusses business process reengineering (BPR), which aims to dramatically improve processes through radical redesign. It provides the history and principles of BPR, including organizing around outcomes rather than tasks. The basic phases of BPR are rethink, redesign, and retool processes. BPR can achieve benefits like cost reduction and improved quality. Going beyond BPR, the document also introduces holonic business systems, which allow continuous process reinvention through flexible holonic networks focused on customers and opportunities.
BPR was implemented at Mahindra & Mahindra in the mid-1990s to address manufacturing inefficiencies and improve productivity. It involved reengineering processes and implementing cellular manufacturing. This led to significant benefits like reducing headcount while increasing output, improving inventory control, and establishing a transparent process-oriented culture. BPR differed from TQM in seeking a complete redesign rather than incremental changes and helped transform Mahindra & Mahindra's operations and performance.
Business Process Re-Engineering is a vast and large concept. Trying to simplify BPR in this article with research done extensively on the subject. Also have tried to shed light on its cohesion with IT, comparison with PI and criticism around BPR.
Bpr business process reengineering ppt excellentSwaraj
BPR seeks to fundamentally rethink and redesign business processes to achieve dramatic improvements in key areas like cost, quality, and speed. It differs from process simplification or continuous improvement in aiming for radical rather than incremental change. Successful BPR requires selecting the right process, appointing a team to lead the effort, understanding the current process, developing a vision for improvement, creating an action plan, and executing that plan while overcoming common challenges.
Business process reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical areas like cost, quality, service, and speed. It focuses on redesigning processes, not functions, departments, or tasks. Reengineering is necessary during times of high competition and demand when organizations need to be more efficient and flexible. It allows companies to eliminate unnecessary work and become more customer-focused. Examples of successful reengineering include reducing order delivery times by 40% and doubling profits by eliminating $200 million in inventory. Reengineering has also helped Indian organizations improve processes like customer ordering, manufacturing, and marketing to better meet customer needs.
Business process reengineering (BPR) seeks dramatic improvements in critical performance measures like cost, quality, service and speed through fundamentally rethinking and redesigning business processes. It requires taking a clean-sheet approach to processes rather than assuming current processes are optimal. Key steps involve selecting processes for reengineering, appointing cross-functional teams, understanding the current "as-is" process, developing and communicating a vision for an improved "to-be" process, identifying an action plan, and executing the plan through process simplification and standardization while removing non-value adding activities. Common challenges include processes being too broadly or narrowly defined, over-reliance on existing processes, and failure to align BPR with business objectives.
Introduction to Business Process Analysis and RedesignMarlon Dumas
Special course on business process analysis and design delivered at University of Granada on 23-24 January 2014. The course covers qualitative and quantitative process analysis techniques and redesign heuristics. Based on the textbook Fundamentals of Business Process Management by Dumas et al.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures like cost, quality, service and speed. It focuses on how work is done, moving away from functional silos to a process view that cuts across organizational boundaries. BPR aims for breakthrough goals through fundamental changes that question existing structures and procedures, taking nothing for granted. Key steps in BPR include selecting processes for reengineering, understanding the current process, developing a vision for an improved process, identifying an action plan, and executing the plan. Common challenges include not making changes radical enough, over-reliance on the existing process, and failure to gain organizational commitment.
Project Identification and Initiation Tool Kit Dave Angelow
The Project Initiation Document outlines the initiation of a project to standardize the product roadmapping process across business functions. It defines the current problem as inconsistent roadmapping that inhibits growth. The ideal state is described as a corporate-wide standard process supported by IT tools to deliver faster output. Key sections include defining the problem statement and impact, solution objective to standardize the process and select tools, scope, and high-level timeline.
BPR (Business Process Reengineering) aims to radically redesign business processes to achieve dramatic improvements in performance. It involves fundamentally rethinking how work is done to better meet customer needs. The document outlines the seven steps of a typical BPR project including documenting current processes, establishing performance measures, developing and testing new processes, and implementing changes. It also discusses why some BPR projects fail and argues that when done properly, BPR can provide significant competitive advantages by better serving customers.
TPC is a management consultancy focused on business intelligence solutions with hubs in the UK and Prague. They provide expert data and strategy consulting services to businesses of all sizes. TPC's services include outsourcing reporting and data management needs, providing consultant placements for specific projects, and managing projects end-to-end. They work with clients to understand their BI needs and develop sustainable, risk-reducing solutions aligned with business goals.
PPT contain the study of the business process management of IT industry , It mainly deals with the customer and billing system . To avoid the time of serving the customer
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SR10, een certificeerbare norm voor maatschappelijk verantwoord ondernemen d...Agoria
ISO 31000 and ISO 26000 are new types of standards called "metastandards" that focus on social responsibility and stakeholder integration. ISO 31000 focuses on management processes and efficiency, while ISO 26000 focuses on content, principles, and stakeholder engagement. IQ Net SR 10 is a certification standard based on ISO 26000 that provides requirements for a social responsibility management system, including stakeholder identification and management. It implements a process approach and PDCA cycles to continuously improve social responsibility performance and stakeholder interactions.
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1. Business process reengineering (BPR) aims to radically redesign business processes to achieve dramatic improvements in areas like quality, output, cost, service, and speed.
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Microsoft Data Warehouse Business Intelligence Lifecycle - The Kimball ApproachMark Ginnebaugh
Data Warehouse - Business Intelligence Lifecycle Overview by Warren Thronthwaite
This slide deck describes the Kimball approach from the best-selling Data Warehouse Toolkit, 2nd Edition. It was presented to the Bay Area Microsoft Business Intelligence User Group in October 2012.
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Business process reengineering (BPR) is a business management strategy that focuses on analyzing and redesigning workflows and business processes. The goal of BPR is to help organizations fundamentally change how work is done to improve customer service, cut costs, and enhance competitiveness. BPR seeks to help companies radically restructure by focusing on ground-up redesign of business processes and empowering employees. Case studies on BPR implementation in Indian Railways and Mahindra & Mahindra show benefits like increased revenues, improved productivity, and optimized operations. Key success factors include top management support, strategic alignment, change management, and overcoming resistance from employees.
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The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
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The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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3. Agenda (BPR Steps)
Pre-Project Preparation
Project Kick-off
Design and planning
Developing BPR conventions manual
Documenting the Current Business Model (As Is)
Developing and Testing Future Business Model (To Be)
Studying legal impact
Gap Analysis (ITPOSMO as an example for Gap Analysis methodologies)
HR manual
Policies and Procedures
Planning the Implementation (Action Plans)
Implementing the Future Processes
Change Management
3
4. Big Words, we use them only to sell our services
BPR
ISO BPI
Service
Improvement
Good
BPM
Practices
Best
TQM
Practices
4
5. BPR Definition
One of the definitions
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
5
6. The one million dollars question
Is BPR what we are really
looking for??????
6
7. Initial Questions
Mission
and
Strategic Goals
Has the agency identified
performance problems and set
improvement goals
Should the agency engaged in reengineering
7
8. Rule #1 & Rule #2
There is nothing wrong
You need to think of or right; What matters
BPR as an Art not a is whether a particular
Science solution works for a
particular situation.
8
10. Process Improvement Environment
Elements
Strategies and
Policies
Operations
Suppliers (Services and
Processes)
Human
Customers
Resources
Infrastructure
Partners and other
Resources
Legalization
10
11. BPR Seven Steps
1. Project Kick-off
2. Document the Current Processes
3. Establish Key Performance Measures
4. Develop and Test Future Processes
5. Prioritize and Commit to Future Processes
6. Plan the Implementation
7. Implement the Future Processes
11
12. Actual BPR Steps in Jordan
1 • Pre-BPR
2 • Design and Planning
Change Management
3 • BPR Conventions Manual
4 • Discovery and As Is Analysis
5
• To Be Design
6 • Legalization
7 • Gap Analysis
8 • HR Manual
9 • Policies and Procedures
10 • Implementation
12
14. 2. Design & Planning
This phase is aimed at setting the ground for the BPR
work. On one part it will familiarize the project team
with the nature of the services and key contact
people, as well as the setting of the communication
channels, structure and detailed project plan that
includes workshops, interviews and other reviews
that will take place.
14
16. 3. Develop and agree on Conventions
Manual
On the other hand, the project team will setup the
work conventions that will govern the technical
deliverables of the BPR component. These will include
reports structures and mapping conventions,
covering the methods of mapping, the tools, model
types and objects to be used.
16
19. Methods and Deliverables
Method
Desk based work putting together convention and plan
Meeting to discuss and agree plan and conventions
Deliverables
BPR Conventions
Reports format and structure
Forms
Graphical representations
19
20. 4. Discovery and “As-Is” Analysis
The aim of this phase is to create a good
understanding of the business processes that are to
be reengineered with the entire related environment
covering organization, data, system and other
external factors influencing those processes. During
this phase, the documented As-Is Processes and their
analysis will be delivered
20
21. Methods and Deliverables
Method
Interviews and Workshops for Data Gathering.
Desk based work for reviewing existing documentation.
Desk based work for performing process mapping and process analysis.
Workshop/meetings and review with and other involved stakeholders to confirm the “As-Is” results.
Deliverables
As-Is Report that includes:
Current Organization chart, high level application model and service tree.
High level process maps of key processes that includes the cross governmental
processes
Detailed business process maps showing the concerned processes with relation to
organizational units, application and data elements.
Description of process observations and possible constraints
Process analysis covering process weak points including those related to controls
and covering process Key Performance Indicators (KPIs).
21
22. Document Organization Structure
TV Channel as example
Manager
Internal
Audit
Acquisition Production Library Channel 1 Channel 2 Marketing
22
23. Identify Main Services
TV Channel as example
Acquisition / Dobbing / Store at
Scheduling Broadcasting
Production Translation Library
23
25. Identify Stakeholder
Service 1 Service 2 Service 3
TV Ministry of Interior Municipality
(Broadcasting) (Residency) (Licensing)
Foreigners
Audience Individuals
Residents
Advertisers Guarantor Contactors
Ministry of Governmental
Regulators
Health Agencies
Ministry of
Labor
PSD
25
27. Prioritize Stakeholders According to
our Strategic Goals
High High
Keep Satisfied Manage Closely
Advertisers
Audience Production Companies
Power
Monitor (minimum Keep Informed
effort)
Furniture Suppliers Some Partners
Low
Interest27 High
28. Power/ Interest Grid
High power, interested people: these are the people you
must fully engage with, and make the greatest efforts to
satisfy.
High power, less interested people: put enough work in
with these people to keep them satisfied
Low power, interested people: keep these people
adequately informed, and talk to them to ensure that no
major issues are arising. These people can often be very
helpful with the detail of your project.
Low power, less interested people: monitor these people,
with minimum effort
28
29. Identify Needs, Expectations and
Aspiration
Client Surveys
Clients Complaints
Focus Groups
Structured Interviews
29
30. Document As Is
•Organizational Structure
1
•Human Resources
2
•Main Services
3
•Detailed Processes
4
•General Findings
5
30
31. To Be
present to develop the Analysis
New high level Proposed Apply and test
senior detailed between the
process organizational the current
managers for business “To-Be” and
concept model constraints
approval processes “As-Is”
31
32. To Be - Details
During this phase, the project team develop the “To-Be” concept which will include definitions and recommendations on how the
services and processes should be modified and the new business model.
The first step will be to come out with a new high level process concept. (white board approach)
Then develop the proposed organizational model reflecting from the new business processes concept.
Then Apply and test the current constraints and accordingly developing the list of potential workarounds and needs for
modifications or pre-approvals.
The modified concept is then presented to senior managers and decision makers for approval.
After the approval of the high level process concept we shall develop the detailed business processes. Various techniques shall be
used:
Process simplification
Process automation level
Reduction of in process manual checks and controls
Reducing redundancies
Reducing media changes
Parallel processing and others.
Structuring the new services and developing the new business Model
A comparative qualitative, and if appropriate, quantitative analysis will be conducted between the “To-Be” processes and “As-Is”
processes KPIs to validate the improvement.
In addition, medium and long term improvement measures and IT system change requirements will be identified and
documented. These shall form a key input for further development and system improvement and integration work, which can be
implemented later in the project.
32
33. Deliverables
To-Be Report that includes:
Description of the main concept for the to-be processes, channels,
services, and customers.
Description of the proposed Organizational Structure.
High level process maps of key processes covering cross
departmental processes.
To-Be high level application model and service tree.
Detailed business process maps showing the proposed processes
with relation to organizational units, application and data elements.
Description of process improvement measures including those that
are system related.
Process comparative analysis covering process design quality KPIs.
33
34. Where can you improve ?
New
Processes
HR
Regulations
Development
Space
Tools
Management
Technology
34
35. legal impact
Review and analyze all related laws, regulations and
instructions related to the services that may effect
the implementation of new processes or
improvements
Prepare recommendations for:
Legal material amendments
Work around
35
36. Gap Analysis
During this phase you shall take the approved “To-Be” design
document into a document that is actionable and with practical
timeframes and assignment to implement in order to facilitate
moving client from current “As Is” to the proposed “To Be”
processes. The tasks will include:
Gap analysis between the existing and new process
requirements. You will define the gaps between the As-Is and
the target process definitions.
Identify gaps related to readiness for the new processes.
Hand over the reengineered processes to the development team
for implementation (in case of automation)
36
37. Methods and Deliverables
Method
Negotiating implementation timeframe and responsibility
with the involved stakeholders particularly for the process
and organization related changes.
Desk based work for completing the gap analysis and
implementation plan.
Workshops and review by the involved stakeholders to
confirm the plan.
Deliverables
Gap Analysis Report
37
38. ITPOSMO
ITPOSMO methodology focus on
Information
Technology
Processes
Objectives and Values
Staffing and Skills
Management systems and structure
Other resources such as Time and Money
This methodology represents the most advanced and used way
to identify and analyze gaps within e-Government projects and
was developed by Heeks (cf. Heeks 1999, Heeks 2001, Heeks
2003)
38
39. HR Manual
Develop Job description for the related positions as
impacted by the organizational and process changes in
relation to the processes in scope.
The new job description will empower employees with,
traditionally held, decision making and approval
authorities. In case the employee has responsibility over
other non-scope related work, that part of the job
description will not be done by the project team. Current
performance appraisal systems will be revised for more
compliance and integration with the performance
measures set beforehand.
39
40. Method and Deliverables
Method
Desk based work
TNA (the one conducted at Change management phase)
Meeting for getting feedback and finalization of
deliverables.
Deliverables
Job Descriptions
40
41. Polices and Procedures
Develop the policies, procedures that are related to
the scope work areas in compliance with the
government laws and regulations. Those that could
be system supported shall be passed to the solution
development team.
Develop or modify the forms and templates that are
to be used to support the new processes
41
42. Method and Deliverables
Method
Desk based work
Meeting for getting feedback and finalization of
deliverables.
Deliverables
Policies and Procedures
Forms and templates
42
44. Implementation
Implement
Identify Areas
Monitor &
of
Evaluate
Improvement
44
45. Change Management
Source of Change
The changes that shall be
The introduction introduced through the BPR
efforts and the introduction of
of new approach a new organizational structure,
and the associated processes and systems.
cultural change.
The changes in
the structure,
processes, and
procedures
Change
45
46. Change Management Requirements
Awareness
Training Needs Assessment.
Training Planning.
Conduct training in different aspects, including soft
skills.
Change Management and Internal Communication.
Key players involvement
46