Reengineering

The BRP Project Stage-Activity Framework

In deriving the BPR Project S-A framework, researchers surveyed methodologies practiced by leading reengineering consulting firms, such as Gemini Consulting, Ernst & Young, ISS, DMR Group, Andersen Consulting, Nolan & Norton Inc., CSC / Index, McKinsey Co., D. Appleton Co., and Price Waterhouse. These consulting houses make use of proprietary BPR methods embodying their own philosophical assumptions. It was found that consultants tailor their methods to fit clients’ unique needs.

It was also determined that many of the tools and technology vendors provide BPR services based on proprietary methodologies.
Following a step-by-step inductive procedure a 6 stage, 21-activity, composite S-A Framework for BPR, as shown below, was derived. Each stage in this framework was subdivided into major activities.

A typical BPR Project consists of the following six stages:

  1. Envision
  2. Initiate
  3. Diagnose
  4. Redesign
  5. Reconstruct
  6. Evaluate
S1
Envision
 
S1A1
Establish Management Commitment
 
S1A2
Discover Reengineering Opportunities
 
S1A3
Identify IT Levers
 
S1A4
Select Process
   
S2
Initiate
 
S2A1
Inform Stakeholders
 
S2A2
Organize Reengineering Teams
 
S2A3
Conduct Project Planning
 
S2A4
Determine External Process Customer Requirements
 
S2A5
Set Performance Goals
S3
Diagnose
 
S3A1
Document Existing Process
 
S3A2
Analyze Existing Process
           
S4
Redesign
 
S4A1
Define and Analyze New Process Concepts
 
S4A2
Prototype and Detailed Design of New Process
 
S4A3
Design Human Resources Structure
 
S4A4
Analyze and Design IS
   
S5
Reconstruct
 
S5A1
Reorganize
 
S5A2
Implement IS
 
S5A3
Train Users
 
S5A4
Process Cut-Over
   
S6
Evaluate
 
S6A1
Evaluate Process Performance
 
S6A2
Link to Continuous Improvement Programs
           

Stage-Activity Framework for Business Process Reengineering

Stages

  • Envision (S1)
  • Initiate (S2)
  • Diagnose (S3)
  • Redesign (S4)
  • Reconstruct (S5)
  • Evaluate (S6)

Envision ( S1): This stage typically involves a BPR project champion engendering the support of top management. A task force, including senior executives and individuals knowledgeable about a firm’s processes, is authorized to target a business process for improvement based on a review of business strategy and IT opportunities in the hopes of improving the firm’s overall performance.

Initiate (S2): This stage is classified as the documentation of the existing process and its sub-processes in terms of process attributes such as activities, resources, communication, roles, IT and cost. In identifying process requirements and assigning customers value, root causes for problems surface and non-value-adding activities are identified.

Diagnose (S3): This stage encompasses the assignment of a project team, setting of performance goals, project planning, and stakeholder/employee notification and “buy-in.” This is frequently achieved by developing a business case for reengineering via benchmarking; identifying external customer needs and cost benefit analysis.

Redesign (S4): In the redesign stage a new process design is developed. This is accomplished by devising process design alternatives through brainstorming and creativity techniques. The new design should meet strategic objectives and fit with the human resource and IT architectures. Documentation and prototyping of the new process is typically conducted and a design of new information systems to support the new process is completed.

Reconstruct (S5): This stage relies heavily on change management techniques to ensure smooth migration to new process responsibilities and human resource roles. During this stage, the IT platform and systems are implemented and the users go through training and transition.

Evaluate (S6): The last stage of a BPR methodology requires monitoring of the new process to determine if it met its goals and often involves linkage to a firm’s total quality programs.


Source: MIS Quarterly, Internet