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INTRODUCTION TO BPR: CONCEPTS & PRINCIPLES - Coggle Diagram
INTRODUCTION TO BPR: CONCEPTS & PRINCIPLES
Business Reengineering Dimensions
The Infrastructure Dimensions - Support the
physicals/technical operational dimensions
a) Reward structure
- Regulate behavior
b) Measurement systems
- The feedback processes the
provide information on process performance
c) Management methods
- Consist of the practices and
techniques used to supervise, develop and support the
people who perform the business process
The Value Dimensions - Least visible, most difficult to
change
a) Organizational culture
- Consists of the unspoken,
collective rules and beliefs of the organization
b) Political power
- Individual can manipulate and shape
the actions and behaviors of others
c) Individual belief systems
- Attitudes and mental models
that individual apply to themselves
The Physical/Technical Dimensions - Most visible, most concrete
a) Process structure
- consist of business process, their outcome and the policies, practices ad procedures.
b) Technology structure
- consists of the automated communication, networking and computer systems, data, applications and related technologies.
c) Organization structure
- Defines who performs, manages, and is accountable for each business process.
Diagnosis of Processes of Suspect Products and Services
Focus on correction, not error prevention
Measurement problems
Designers arrogance and customer exclusion
Focus only external customer
Inattention to detail
Lack of a "big picture" concept and poor communication
Situations in Which Reengineering Benefit the Organization
Increase the organization's ability to customize products and services
Increase customer satisfaction with products and services
Make it easy and pleasant for customers to do business with your organization
Bring customers into the information channels
Warning Signs
Automation of existing bureaucracy
Bottlenecks and disconnects in critical cross-organizational work process
Thinking of customers
Elusiveness of accountability
The explosion of chaos and bureaucracy
Chaos of downsizing
The turmoil of integration and merger
Creating the Business Case
1. The Necessary for Change
- Translate "what everyone already knows" into facts and numbers
2. Alternatives to Change
- If not change, what will happen
Commitments
Build detailed process redesign of the business operations
Plan the implementation
Create vision, values and goals
Conduct a proof of concepts (if needed)
Frame the project
Critical Success Factors for Business Reengineering Projects
3. Time
- Executives must be able to stick with the program
4. Partnership participation
- Requires flexibility and trained teams
2. A methodology and project approach
- Requires discipline and structure; must be systematic and fact focused
5. Visible, active leadership
- Requires long term commitment to BR
1. A business focus
- focus on all dimensions
Critical Success Factors
Quality is defined in terms of added value, cost sensitivity, responsiveness and functionality
BR must enable people to handle more change successfully
Must be customer driven
Begins the process of transforming a dysfunctional organization into learning, productive, quality-focused, customer driven