24 Nov

BPR projects can fail to meet the inherently high expectations of re-engineering. In 1998, it was reported that only 30 percent of re-engineering projects were regarded as successful (Galliers 1998).

Some firms have put forth extensive BPR efforts, only to achieve marginal, or even negligible benefits, while other organisations have succeeded only in destroying the morale and momentum built up over their lifetime. These failures indicate that re-engineering involves a great deal of risk.

It is obvious that major changes to business processes have a direct impact on processes, job roles, workplace culture. Significant changes to even one of those areas requires resources, money and leadership.

Implementing re-engineering requires the talents and energies of a broad spectrum of get support from all affected

Organisation can implement BPR through the following steps:

  • BPR Team Organisation: Once a wide commitments has been secured from department involved in the re-engineering effort and at all levels, critical steps is taken to select a BPR program for the entire organisation. The most effective BPR team includes active representatives from the following work group: top management, business area responsible for the process being addressed, technology groups,finance. Ref: Al-mashari, mohamed zairi(Bradford university management centre,UK

  • Business Needs Analysis: This is another important factor in the success of any BPR effort. Very often, BPR teams jumps directly into the technology without first accessing the current process of the organisation and determining what exactly needs re-engineering. In this analysis phase, a series of sessions are 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 will help to identify essential gaols for BPR within each department and then collectively define objectives for how the project will impact each department on an individual basis and the business organisation as a whole;

  • Adequate IT Infrastructure: it is considered by researchers that adequate IT Infrastructure reassessment and composition is a vital factor in successful BPR implementation. ( Al- Mashari & Zairi 1999). Organisations tries to build effective IT Infrastructures, proper information Systems integration;

  • Ongoing Continuous Improvement: Many organisations carryout continuous improvement as they see BPR as a successive and ongoing process that should be regarded as an improvement strategy (Hamscher, walter).

Wanting to gain competitive advantage and business values from implementing business process management has become more and more relevant for organisations today.

BPM requires careful understanding and appropriate steps taken in order to be successful. A few steps through which organisations implement BPM will include: Analyze, Re-design and model, Implement Monitor, Manage and Automate.

Organisation try to understand their current situation and the design and implement a better one. They also try to do some form of modelling by taken the theoretical design and introduces a combinations of variables. for example, changes in rent or materials cost which determine how the process might operate under different circumstances. They develop application that will help to execute the required steps though these applications sometimes rarely execute all the steps accurately. Monitoring also plays an important role in implementing a successful BPM. Firms track individual process to identify and correct problems in the


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