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3.3 (9) (Business Process Reengineering and Process Change (As a…

- - - - based on value and customer requirements
    - - improving product, service and profitability
    - - developing, producing and delivering goods and services
    - - powerful and more accessible information technologies
    - - outsourcing, joint development, quick response, just-in-time inventory and support
    - - providing them with more direct and active participation in the enterprise’s business process
  - - - – Duration
      - – Trigger (which triggers the process to act)
      - – Frequency
      - – Effort
      - – Responsibility (process owner)
      - – Input and output
      - – External interfaces
      - – System interaction
      - – Risk and control information
      - – Performance measurement information
      - – Identified problematic areas and their root causes
  - - - If the controls are key preventive controls, an IS auditor must ensure that
        
        management is aware of the removal of the control
        
        willing to accept the potential material risk of not having that preventive control.
    - - • The organization’s change efforts are consistent with the overall culture and strategic plan of the organization.
      - • The reengineering team is trying to minimize any negative impact the change might have on the organization’s staff.
      - • The BPR team has documented lessons to be learned after the completion of the BPR/process change project. :
- - - - (2) the use of automation in those activities.
      - (1) the confluence (combining and merging ) of software development, information security and IT operations groups and
- - - - next step is to collect data and visit the benchmarking
        partner.
      - agreement with the partner organization, a
        data collection plan and a method to facilitate proper observation.
    - - involves summarizing and interpreting the data collected and analyzing the gaps between an organization’s process and its partner’s process.
      - Converting key findings into new operational goals is
        the goal of this stage.
    - - team collects baseline data about the processes of its own
        organization
      - next step is to identify the reference products or companies through sources such as business newspapers and magazines, quality award winners, trade journals, and consultants
      - several scenarios may result:
        
        – Benchmarks that satisfy the organization’s interest already exist at no charge from professional associations, journals or analysis firms.
        
        – The organization may join or promote a survey launched by a single or multi-industry specialized web portal (e.g., a bookmark portal).
        
        – The organization may conduct or subcontract business intelligence.
        
        – The organization may enter into an agreement with one or more “benchmark partners” who agree to share information.
    - - team needs to translate the findings into a few core
        principles and work down from principles to strategies to action plans
    - - benchmarking team identifies the critical processes and gains
        an understanding of how they are measured
      - kinds of data that are needed and how the data need to be collected.
    - - Continuous improvement is the key focus in a benchmarking
        exercise.
      - Benchmarking links each process in an organization with an
        improvement strategy and organizational goals.