Please enable JavaScript.

Coggle requires JavaScript to display documents.

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

- - - - to survive in the current business environment.
  - - - based on value and customer requirements
    - - improving product, service and profitability
    - - 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
    - - powerful and more accessible information technologies
    - - developing, producing and delivering goods and services
  - - - – Trigger (which triggers the process to act)
      - – Input and output
      - – Duration
      - – Frequency
      - – Effort
      - – Responsibility (process owner)
      - – 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. :
- - - - (1) the confluence (combining and merging ) of software development, information security and IT operations groups and
      - (2) the use of automation in those activities.
- - - - 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.
    - - 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.
    - - agreement with the partner organization, a
        data collection plan and a method to facilitate proper observation.
      - next step is to collect data and visit the benchmarking partner.
    - - 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 needs to translate the findings into a few core principles and work down from principles to strategies to action plans
    - - Continuous improvement is the key focus in a benchmarking exercise.
      - Benchmarking links each process in an organization with an improvement strategy and organizational goals.