کتاب Business Re-engineering Process

Table of Contents
Title page
Preface 8
Introduction 17
History 19
Reengineering Work 20
The role of information technology 23
Research and methodology 23
Framework 25
Factors for success and failure 26
Organization-wide commitment 27
Team composition 29
Business needs analysis 30
Adequate IT infrastructure 32
Effective change management 34
Ongoing continuous improvement 36
Critique 37
Reengineering Work: Don’t Automate, Obliterate 39
What Ford and MBL Did 40
The Essence of Reengineering 45
Principles of Reengineering 48
Think Big 54
Business process 56
Business Process Examples 57
Client Onboarding Process 57
Content Marketing Process 58
Business Process Mapping 59
Business Process Improvement (BPI) 59
Business Process Automation (BPA) 59
Business Process Re-Engineering (BPR) 60
What’s a Process? 61
How BPM Works 61
IT 67
A Comparison of TQM and BPR 72
Continuous vs. Radical Process Change 75
The Definition of BPR 98
The Key Concepts 101
BPR as Radical Change 102
BPR, DSS and TQM 103
Process-Orientation: From Structure to Process 104
Problems Facing BPR 105
Human Factors in BPR 108
Resistance to Change 108
System Development and Business Process Reengineering 110
The Relationship between Information Systems and Organizations 110
Software Systems, Information Systems and Organizations 111
The Impact of Information Systems upon Organizations 113
The Defects of the Conventional System Development in BPR 115
EM Approach to BPR: Preliminary 118
Participative BPR 119
People Participating in BPR 120
Requirements for BPR Models 124
Design-In Change 126
Business Process Reengineering Assessment 127
Business process reengineering: one means to performance improvement 128
Reengineering and information technology 130
The Information Technology Tradition 133
Enterprise Resource Planning Applications 138
How to Identify Core Elements of BPM? 138
The BPM Ontology 142
The BPM ontology as a folksonomy: sharing fundamental process concepts 143
How to Develop As-Is and To-Be Business Process Reengineering? 146
As-is Process 147
To-be Process 147
Gap Analysis and Action Plan 147
Steps for Conducting Gap Analysis 148
Conduct Business Process Improvement using BPD 149
A Methodology for BPR 151
A Case Study of BPR 157
Reasons for Reengineering 159
Select process to be reengineered 159
Establish process team 160
Understand the current process 161
Develop a vision of the reengineered process 162
Identify the actions needed to move to the new process 163
Negotiate/execute a plan to accomplish these actions 164
Lessons Learned 165
Layout problem 167
Grading 171
Unification 172
Autonomy 172
Pure autonomy 173
No special status 173
Convergence of business entities 174
Service-oriented modeling 175
Identify services 176
Service characterization 177
Service Research 178
Service Identification Solutions 178
Top down method 179
Bottom-up methods 180
Intermediate methods 180
Organizational Business Processes 180
Organization business goals 182
6 essential steps in business process reengineering (BPR) 183
Core questions 185
Business Process Reengineering (BPR) Examples 185
Does BRP always work? 187
How should we approach business process re-engineering? 188
The 3 Layers of Transformational BPR: The Strategic Layer 189
The Strategic Layer 189
The 3 Layers of Transformational BPR 192
The Operational Layer 192
The 3 Layers of Transformational BPR 196
Inteq’s BPR360/Framework 203
The Business Platform 203
Inteq’s BPR360/Framework – Overview 205
Business Process Gap Analysis: 3 Essential Concepts 207
Total Quality Management 210
Integration of TQM and BPR 212
BPR in the public sector 216
BPR and employee involvement 219
BPR as a catalyst for change 221
The link with Business Process Reengineering 223
Overview of the various BPR-programmers 223
Working according to the Copernic philosophy 226
Actors involved 227
Access 227
Composition 229
The margin of participation 229
Trade unions 231
Cabinet 232
Top of the administration 232
Consultants 233
BPR: suited for the public services 237
BPR and the continuity of change 238
The nature of business process re-engineering 239
Is BPR a new concept? 246
What are business processes? 247
Business Process Re-engineering in Europe 251
The enabling factors of information technology 254
Linking re-engineering to business strategy 262
Strategic Re-engineering 266
The Nature of Organizational Culture 267
Organizational culture and change 270
References 276

Business process reengineering (also known as business process redesign, business transformation, or business process change management) is originally pioneered in the early 1990s, focusing on the analysis and design of workflows and business processes within an organization. BPR involves discovering how business processes currently operate, how to redesign these processes to eliminate the wasted or redundant effort and improve efficiency, and how to implement the process changes to gain competitiveness.
Business process re-engineering (BPR) is a business management strategy, originally pioneered in the early 1990s, focusing on the analysis and design of workflows and business processes within an organization. BPR aimed to help organizations fundamentally rethink how they do their work in order to improve customer service, cut operational costs, and become world class competitors.
BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes. According to early BPR proponent Thomas H. Davenport (1990), a business process is a set of logically related tasks performed to achieve a defined business outcome. Re-engineering emphasized a holistic focus on business objectives and how processes related to them, encouraging full-scale recreation of processes rather than iterative optimization of sub-processes. Business process reengineering is also known as business process redesign, business transformation, or business process change management.
Overview
Business process reengineering (BPR) is the practice of rethinking and redesigning the way work is done to better support an organization’s mission and reduce costs. Organizations reengineer two key areas of their businesses. First, they use modern technology to enhance data dissemination and decision-making processes. Then, they alter functional organizations to form functional teams. Reengineering starts with a high-level assessment of the organization’s mission, strategic goals, and customer needs. Basic questions are asked, such as “Does our mission need to be redefined? Are our strategic goals aligned with our mission? Who are our customers?” An organization may find that it is operating on questionable assumptions, particularly in terms of the wants and needs of its customers. Only after the organization rethinks what it should be doing, it does go on to decide how best to do it.
Within the framework of this basic assessment of mission and goals, re-engineering focuses on the organization’s business processes the steps and procedures that govern how resources are used to create products and services that meet the needs of particular customers or markets. As a structured ordering of work steps across time and place, a business process can be decomposed into specific activities, measured, modeled, and improved. It can also be completely redesigned or eliminated altogether. Re-engineering identifies, analyzes, and re-designs an organization’s core business processes with the aim of achieving improvements in critical performance measures, such as cost, quality, service, and speed.
Re-engineering recognizes that an organization’s business processes are usually fragmented into sub-processes and tasks that are carried out by several specialized functional areas within the organization. Often, no one is responsible for the overall performance of the entire process. Reengineering maintains that optimizing the performance of sub-processes can result in some benefits, but cannot yield improvements if the process itself is fundamentally inefficient and outmoded. For that reason, re-engineering focuses on re-designing the process as a whole in order to achieve the greatest possible benefits to the organization and their customers. This drive for realizing improvements by fundamentally re-thinking how the organization’s work should be done distinguishes the re-engineering from process improvement efforts that focus on functional or incremental improvement.

History
BPR began as a private sector technique to help organizations rethink how they do their work in order to improve customer service, cut operational costs, and become world-class competitors. A key stimulus for re-engineering has been the continuing development and deployment of information systems and networks. Organizations are becoming bolder in using this technology to support business processes, rather than refining current ways of doing work.

Reengineering Work
Don’t Automate, Obliterate, 1990
In 1990, Michael Hammer, a former professor of computer science at the Massachusetts Institute of Technology (MIT), published the article “Reengineering Work: Don’t Automate, Obliterate” in the Harvard Business Review, in which he claimed that the major challenge for managers is to obliterate forms of work that do not add value, rather than using technology for automating it. This statement implicitly accused managers of having focused on the wrong issues, namely that technology in general, and more specifically information technology, has been used primarily for automating existing processes rather than using it as an enabler for making non-value adding work obsolete.

Hammer’s claim was simple: Most of the work being done does not add any value for customers, and this work should be removed, not accelerated through automation. Instead, companies should reconsider their inability to satisfy customer needs, and their insufficient cost structure [citation needed]. Even well-established management thinkers, such as Peter Drucker and Tom Peters, were accepting and advocating BPR as a new tool for (re-)achieving success in a dynamic world. During the following years, a fast-growing number of publications, books as well as journal articles, were dedicated to BPR, and many consulting firms embarked on this trend and developed BPR methods. However, the critics were fast to claim that BPR was a way to dehumanize the work place, increase managerial control, and to justify downsizing, i.e. major reductions of the work force, and a rebirth of Taylorism under a different label.

Despite this critique, reengineering was adopted at an accelerating pace and by 1993, as many as 60% of the Fortune 500 companies claimed to either have initiated reengineering efforts, or to have plans to do so. This trend was fueled by the fast adoption of BPR by the consulting industry, but also by the study Made in America, conducted by MIT, that showed how companies in many US industries had lagged behind their foreign counterparts in terms of competitiveness, time-to-market and productivity. Development after 1995
With the publication of critiques in 1995 and 1996 by some of the early BPR proponents, coupled with abuses and misuses of the concept by others, the reengineering fervor in the U.S. began to wane. Since then, considering business processes as a starting point for business analysis and redesign has become a widely accepted approach and is a standard part of the change methodology portfolio, but is typically performed in a less radical way than originally proposed.
More recently, the concept of Business Process Management (BPM) has gained major attention in the corporate world and can be considered a successor to the BPR wave of the 1990s, as it is evenly driven by a striving for process efficiency supported by information technology. Equivalently to the critique brought forward against BPR, BPM is now accused of focusing on technology and disregarding the people aspects of change.

The most notable definitions of reengineering are:
•”… The fundamental rethinking and radical redesign of business processes to achieve … improvements in critical contemporary modern measures of performance, such as cost, quality, service, and speed.”
•”Encompasses the envisioning of new work strategies, the actual process design activity, and the implementation of the change in all its complex technological, human, and organizational dimensions.”
BPR is different from other approaches to organization development (OD), especially the continuous improvement or TQM movement, by virtue of its aim for fundamental and radical change rather than iterative improvement. In order to achieve the major improvements BPR is seeking for, the change of structural organizational variables, and other ways of managing and performing work is often considered insufficient. For being able to reap the achievable benefits fully, the use of information technology (IT) is conceived as a major contributing factor. While IT traditionally has been used for supporting the existing business functions, i.e. it was used for increasing organizational efficiency, it now plays a role as enabler of new organizational forms, and patterns of collaboration within and between organizations
BPR derives its existence from different disciplines, and four major areas can be identified as being subjected to change in BPR – organization, technology, strategy, and people – where a process view is used as common framework for considering these dimensions.
Business strategy is the primary driver of BPR initiatives and the other dimensions are governed by strategy’s encompassing role. The organization dimension reflects the structural elements of the company, such as hierarchical levels, the composition of organizational units, and the distribution of work between them. Technology is concerned with the use of computer systems and other forms of communication technology in the business. In BPR, information technology is generally considered to act as enabler of new forms of organizing and collaborating, rather than supporting existing business functions. The people / human resources dimension deals with aspects such as education, training, motivation and reward systems. The concept of business processes – interrelated activities aiming at creating a value added output to a customer – is the basic underlying idea of BPR. These processes are characterized by a number of attributes: Process ownership, customer focus, value adding, and cross-functionality.