My business Process Rengineering presentation, Failure and success factors in Business process re-engineering.

1. Business Process Engineering
Critical Success Factors in Higher Education
Professor: Sir Hafeez (Pimsat)
Presented by : Kamal Panhwar (MBA in MIS)

2. Critical success factors in Higher Education
• Purpose:
The purpose of this paper was to examine the critical success
factors of business process reengineering.
• Design/Methodology/Approach
Empirical case studies collected from three private higher
Education institutions in Malaysia. Case study , questionnaire
and interviewing was used to do research.
• Results
Research find 7 factors of Success
it discussed about failure factors
• Discuss about implementation of success factors.

3. Research Methods
• Case study Approach
For detail case study, institution were selected which have
embarked on BPR successfully.
• Open-end Interviews
Special set of interview questions which emphasis on Critical
Success Factors were put to top management and BPR team
• Decision Explorer for idea mapping
Decision Explorer software used to create a linkage diagram of
participant’s ideas using this software.
• Cross comparison of three case studies
Cross-analysis was conducted with focus on similarities and
differences of all intuition.

4. Common factors across Case

5. 7 Factors for success
• Teamwork and Quality Culture
• Quality management System
• Satisfactory rewards
• Effective Change management
• Less bureaucratic and participative
• Information Technology/Information
System
• Defective project Management
• Adequate financial resources.

6. Failure Factors of BPR
• Manager arrogance, resistance
• Crisis
• Cost
• Vision
• Process Perspective, nonflexible process
• BPR without employees involvement
• Decision making instead of BPR on cost
cutting/downsizing, untrained BPR leader
• Problem of Communication
• Lack of Financial resources, inadequate IT
capabilities
• Lack of support from Organization members
Lack of strategic vision

7. Conclusion
The findings of this research offer a number of strong lessons
for organizations anxious to improve their key processes.
Therefore, readers on the way to find appropriate actions and
practices of CSFs in an organization could benefit from the
findings. We also highlight that OD(Organization
Development) perspective should be taken into consideration
on how to make successful management of change.
We believe that the OD approach is appropriate in order for
the organization to manage change, thus it concerns a soft
systems model for change and by allowing employees access
to acquire knowledge