Suraj jaiswal bpr

of 14/14
BUSINESS PROCESS RE-ENGINEERING “An organizational make- over” Suraj Jaiswal (0922213047) I.T.S Engg. college
  • date post

  • Category


  • view

  • download


Embed Size (px)

Transcript of Suraj jaiswal bpr

  • 1. BUSINESSPROCESSRE-ENGINEERINGAn organizational make-over Suraj Jaiswal (0922213047) I.T.S Engg. college

2. Definitions of BPRBPR is the fundamental rethinking &radical redesign of business processes toachieve dramatic improvements in critical,contemporary measures of performancesuch as cost, quality, service & speed by-HAMMER & CHAMPY(1993) 2 3. Why Reengineering? 4. BPR Objectives:4 5. Imp in bpr. Change: To transform an organization, a deep change must occur in the key behavior levels of the organization:jobs, skills, structure, shared values,measurement systems and informationtechnology. Role of IT BPR is commonly facilitated by IT e.g. Organizational efficiency Effectiveness Transformation 5 6. EfficiencyApplications in the efficiency category allow usersto work faster and often at measurable lower cost Mere automation of manual tasks, resulting in efficiency gains (least deep)EffectivenessApplications in the effectiveness category allowusers to work better and often to produce higherquality work. Requires changes not only in technology, but in skills, job roles, and work flow (deeper).6 7. TransformationApplications in the the transformation categorychange the basic ways that people anddepartments work and may even change the verynature of the business enterprise itself. A major change in the organization, including structure, culture, and compensation schemes (deepest). 7 8. When to Use BPR? Failure rate as high as 75-85% Improperly aligned BPR and IT Expensive Organizational resistance4-8 9. Key steps to implement bpr Select The Process & Appoint Process TeamUnderstand The Current Process Develop & Communicate Vision Of Improved ProcessIdentify Action Plan Execute Plan 10. Process to bpr NOTE-Bpr is the concept not a technology, dontconfuse with erp. Bpr preceeds erp & closely 10 associated with erp 11. Common Problems Desire to Change Not Strong Enough Start Point the Existing Process Not a Blank Slate Commitment to Existing Processes Too Strong REMEMBER - If it aint broke Quick Fix Approach 12. Common Problems with BPR Process under review too big or too small Reliance on existing process too strong The Costs of the Change Seem Too Large Allocation of Resources Poor Timing and Planning 13. Summary 14. 14