Reengineering BPR: a critical exploration

Purpose and aims of the thesis: This thesis critically reviews the current BPR literature through the perspective of the systemic/holistic management thinking, in such a way as to bring the study of BPR into a new era. Central to this holistic type of thinking are the concepts of Processes, Radicality, IT/IS, Culture and Human Element awareness: these concepts are used to explore core publications in reengineering literature. More specifically the aims of the thesis are to (i) explain why BPR needs redefining, (ii) redefine it as a holistic activity, (iii) provide guidelines to do that and also (iv) show the feasibility of this approach.Research Method: For the achievement of the above aims, a combination of research methodology strategies and techniquesw as used.T hesei nclude a documentary review approach and a comparative analysis for gathering and disseminating the data. These were complemented by case study material, which is used to assess the plausibility of the suggestions made in this particular thesis.Findings: While exploring the notion of BPR it was identified that (i) the notion has no universally accepted definition, (ii) largely the definitions and numerous core reengineering readings (Davenport 1993, Johansson et al.1993, etc.) give emphasis to different extreme orientations (e.g., IT oriented, processes oriented) and thereby attract negative criticism (Jones 1996, Case 1999), (iii) there is no code of practice (no formal guidelines) when practising reengineering, and largely (iv) there is a great amount of inconsistency between what the examined BPR authors say they do, and what they actually do in practice (e. g., Hammer and Champy 1993).Recommendations: Recognising the novel link between a number of major fields of activity (Processes, Radicality, IT/IS, Culture and Human Element), enabled a new holistic definition and a new form of guidelines to emerge, and be operationalised; that is, for this author to present a set of theoretical and practical ways of improving the BPR managerial tool. Such guidance, though, is not intended to be sterile and staid. Indeed, this guidance will itself incorporate critical thinking around the issues involved in an intervention like BPR, by the further enhancement of multi disciplinary discourse about organisational learning and awareness. It is concluded that this set of recommended guidelines could provide a framework for an enriched, holistic and successful BPR initiative

A capability maturity approach for construction process improvement: use of case studies approach

During the recent past, the effectiveness of process improvement strategies and the role of information technology have been discussed as a mechanism of achieving the performance improvements within the UK construction industry. However there are visible gaps within the current research status in process maturity and IT maturity studies in construction. This paper is based on an ongoing PhD research which is aiming at exploring the full potential of process capability and maturity approach and the role of IT as an enabler, as a method of improving the UK construction industry. In particular, this paper will concentrate on the methodological issues of the above study in justifying the applicability of the case study approach

Critical analysis of existing business process reengineering models: towards the development of a comprehensive integrated model

Over the past two decades, business process reengineering (BPR) has been one of the most popular approaches to improving the efficiency and effectiveness of an organisation. However, a review of the relevant literature reveals that available BPR models that have been widely in use have some serious limitations and fail to take into consideration the human factor and change management. The theoretical gap identified in academic research is also reflected in industrial practice. This article analyses existing BPR models in order to set the stage for the development of a comprehensive integrated model to address their theoretical deficiencies. The article will provide an overview of the main issues, limitations and challenges of existing BPR models. The limitations will then be itemised, described and analysed to provide evidence for the need of a more systematic model that would help organisations to successfully carry out BPR initiatives and projects.

Navigating Through the Maze of Business Process Change Methods

Business Process Management (BPM) is an approach adopted by many organizations for improving their business processes in order to serve their customers more efficiently and effectively. Literature on BPM offers a plethora of methods used as a guide when improving business processes. Some are promoted as methods for process reengineering, while others as methods for improvement, redesign, or innovation. The number of BPM methods is overwhelming, such that organizations are faced with the challenge to select one that best fits their needs. In this paper, we follow a systematic literature review approach to investigate the characteristics of existing BPM methods. We find that the ambition, nature and perspective of the methods are important to determine whether they can be used for radical or incremental process change. Our findings point to the lack of research done on methods for radical process change

A Project Life Cycle (PLC) Based Approach for Effective Business Process Reengineering (BPR)

Over the past two decades, business process reengineering (BPR) has been one of the most popular approaches to improving the efficiency and the effectiveness of organizations. However, a review of existing BPR models that are widely in use reveals a wide variation in the number of phases or stages of such models.  In an attempt to overcome this challenge, this paper presents an optimal model with comprehensive phases that are based on best project management practices within the framework of well-established and industry proven project life cycles.  The paper will provide an overview of the proposed model, describe its phases and highlight their application to help organizations successfully carry out BPR initiatives and projects in an effective manner leading to better chances of success. Keywords: Business process reengineering (BPR), BPR models, project management, change management, project life cycle

Impact of Organizational Resistance to Change on BPR Implementation: A Case of State Bank of Pakistan

The purpose of this research study is to find the impact of organizational resistance to change on BPR implementation. This paper proposed that Human related factors, Organization related factors and IT training are responsible for explaining the organizational resistance and have a positive impact on the success of BPR implementation. A questionnaire survey is conducted in the State Bank of Pakistan where BPR is done. The results have shown that explanatory factors influence the BPR implementation up to 65.7% and have a significant and positive impact on the latter. When the human related factors and organizational factors are taken care of, and proper IT training is given to the employees, it helps the organization to manage any resistance coming up with a change process, and hence it results in the successful implementation of BPR. Keywords: Business Process Reengineering, Organizational Resistance, Change, Organization Related Factors, Human Related Factors, IT Training.