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Reengineering A Business Process (Steps of Reengineering a Business…
Reengineering A Business Process
Steps of Reengineering a Business Process
Selecting the Process for Reengineering
Identify Change Enabler
Developing a Business Vision and Process Objectives
Understanding and Improving Existing Process
Designing the New Processes and Organization
Implementing the New Process-Based Organization
Key Activities of Selecting the Process for Reengineering
Enumerate Major Processes
Determine Process Boundaries
Prioritize Processes for Reengineering
Key Activities of Identifying Enablers of Change
Assess Information Technology Enablers of Reengineering
Assess Organizational and Human Resource Enablers of Reengineering
Determine Which Constraints Will Be Accepted
Key Activities of Developing a Process Vision
Assess Existing Business Strategy for Process Directions
Consult with Process Customers to Determine Performance Objectives
Benchmarking for Process Performance Targets and Examples of Innovation
Formulate Process Perfomance Objectives
Develop Spesific Process Attributes
Key Activities of Understanding and Improving Existing Processes
Assess the Current Process Flow
Measure the Process in Relation to the New Process Objectives and Attributes
Identify Problems with or Shortcomings of the Process
Assess Current Information Technology and Organization
Identify Short-Term Improvements in the Process
Key Activities of Designing and Prototyping the New Processes and Organization
Brainstorm Design Alternatives
Assess Feasibility, Risks and Benefits of Design and Select the Preferred Process Design
Prototype the New Process Design
Develop the Migration Strategy
Implement New Organization Structures and Systems
Implementing the New Process-Based Organization
A firm organized around product structure has a difficult time ascertaining total business done with individual customers or "cross-selling" different products to the same customers
Although the problem of rigid functional organizations is widely recognized, the proposed solution to abandon any form of structure other than business processes may be worse than the problem, or at least much less well defined
Firms and Organization today tend to be structured in a way that mitigates against the success of their new process design
Innovation and the creation of a new organizational structure must be followed by detailed system design, development of new perfomance-measurement system and skills, and system construction and deployment
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