BPR Methodology

8/3/2019 BPR Methodology

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BPR - ITBPR - MODEL

Implementation Methodogy


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Capability Impact

Transactional

Geographical Automation

Informational

Analytical

Sequential Knowledge management

Tracking

Reduction of middleman

Unstructural to standardised Independent of locations

Reduce manpower Vast volume of detailed infn Bring complex analytical

methods to bear on process Allow multiple task to perform

simultaneously Capture and dissemination of

knowledge and expertise toimprove the process

Tracking of status Direct dealing

IT in Reenginering


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Reengineering Area Role of IT

Analysis phase

Design phase Implementing phase

accoutibility-leadership

Plan and implement

Project Management Technology expertise

Identify the process to bereenginerred

Partneship with

process owner,leader,team and management

who is responsible forimplementinon of

reengineering

Role of IT


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Information technology

Human resource

Organisation

Total quality management

Storage,retrival,sharing,Transfer,forwardingNew skill motivation

Structural,culturalchanges

Open communication,Functional integration,Team work

Enablers of Process Reengineering


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Team characteristic

Spend time on planning

Increase team training Careful section of team

members

Learn about bpr best

practices before start Establish clear goal

Clarify role andcontribution of each

Best,brightestrespectedand welnetworked andspend 80% time in bpr

BPR Implementation methodology


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Phases of changes ofemployee

Sucessful change

Buisness need

Concept and design Implementation

Post iplementation

Awareness

Desire Knowledge

Ability

Reinforcement

Start up activities


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Implementation model

Inducement Engagement Reinforcement Realisation empowerment

Step forFacilitation

Step by step logical approach Incorporate feed back to evaluate the

result and take corrective actions Team based implementation process OD based intervention to create

awareness

Framework


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BPR Implementation Model

Enviornmentchanges

Economy Technology Demography Market

Organisation

Impact upon >>

Decision rules


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Implementation BPR in organisation

Analysis phase

Base line Customer

requiement Design specification Current process

review Design option

Design Phase

High level design Detailed design Build in continuous

improvementfeedback

Model /validate newdesign

Pilot new design

ImplementationPhase

Planning forimplementation

Executinginitialchange

Manage transition


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Role played by People

Leader Process owner ReendineeringTeam

Steering commitee Reengineering czar


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Common steps to be taken for implementation

Phase 1 Beginning of organisationl change

Phase 2 Building the reorganisational change

Phase 3 Identifying BPR oppertunity

Phase 4 Understanding the existing process

Phase 5 Reengineerig the existing processPhase 6 Blue print the new buisness sustem

Phase 7 Performing the transformation


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Phase 1 -Beginning organisational chage

Asserting Current stateof organisation

Explain the need forchange

Illustating the desiredstate and communicate

compaign for change


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Phase 2-Building reengineering organisation

Establishing BPRorganisational structure

Establishing role forperforming BPR

Choosing the people


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Phase 3 -Identifying BPR opportunity

Identify the high level process Recognise potential change enablers Gathering performance matrixs within industry Gathering performance matrixes outside industry

Selecting process that should reengineer Priotising selecte process Evaluatingpre existing buisness strategies Consulting customer for their desire Determine customer actual need

Formulating new process performance objective Establishing key process characteristics Identity potential barriers to implementation


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Phase 4-Understand existing process

Understand why the current step is performed

Modelling the current process

Understand how the technology is cuurrently used

Understand how information is cuurrently used Understand how current organisational structure

Comparing current process with new process


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Phase 5 Reengineering processes

Ensuring the diversity of team

Question current operating assumption

Brainstroming through change lever

Brainstromng through BPR principles Evaluating ipact of new technology

Considering perspective of stackholders

Using customer value as focal point


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Phase 6-Blueprinting new buisness system

Defining new flow of work

Modelling new process step

Modelling new information requirement

Documenting new organisational structure Describing the new technology specification

Recording new personnal management system

Describing the new value and culture required


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Phase 7-Performing Transformation

Developing migration strategy Crating migration action plan Developing matrix for measurng performance Involving impacted staff Implementaing in an iterative fashion Establishing new organisational structure Assessing current skill of workers Mapping new skill of workers Reaallocating workforce Develpoing a training curriculam

Educating staff about new process,technology,managemt Desides how new technology is introduced Transition to new technologies Incorporating process improvement mechanism


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Performance measure of BPR

Technical process measurement

Speed

Accuracy Cycle time reduction

Normal financial parameter

Profit Market share

Return on investment


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Classification of BPR Projects- (A ) Type

INTRAFUNCTIONALAimed at

single activity

Intra functionalTarget cross functional process but single buisness

unit

Inter functionalProject bridgebetween two

or morebuisness unit


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Classification ( b)Process improvement

Costreduction

Eliminating costly paper work for internal and externalcommunication

Creating simplified one page form for loan up to 1 lakh

Single source concept


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Classification (c)-Acheving best in class

Lowest cost suppliers are being suppliers

Self directed work team in mfr co.

Just in time m/c and parts suppliers


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Classification- (d) Break point

Using degital voice recording to improvecommunication

Bank dissolving all branches and introducing user

friendly direct banking system online. Externalising all employees except for small no of

specialised staff.


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Request for proposal -RPF

Key objectives

Obtain correct information to enable sound business decisions. Decide correctly on strategic procurement. Leverage the company's purchasing power to obtain a favorable deal. Enable a broader and creative range of solutions to be considered.

Key benefits

Informs suppliers that your company is looking to procure and encourages them to make theirbest effort.

Requires the company to specify what it proposes to purchase. If the requirements analysis hasbeen prepared properly, it can be incorporated quite easily into the Request document.

Alerts suppliers that the selection process is competitive.

Allows for wide distribution and response. Ensures that suppliers respond factually to the identified requirements. By following a structured evaluation and selection procedure an organization can demonstrate

impartiality - a crucial factor in public sector procurements.
http://en.wikipedia.org/wiki/Strategic_sourcinghttp://en.wikipedia.org/wiki/Procurementhttp://en.wikipedia.org/wiki/Requirements_analysishttp://en.wikipedia.org/wiki/Requirements_analysishttp://en.wikipedia.org/wiki/Procurementhttp://en.wikipedia.org/wiki/Strategic_sourcing


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RICE repository


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Threads of BPR in various phases

Initiation Aquisation Implementation Sustainmentand continuousimprovement

Integration

services RFP

RICE Repository

Buisness case

Evaluate againstRFP requirement

Continuousprocessimprovement

Incorporateagainst design taskorder

Execute BPRmethodology

Aquisation

strategy

Build task order to

specification ofC bj

BPR Methodology

Documents

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