1. Business Process Reengineering
Role of IT
T.Y.B.C.B.I

2. RELATIONSHIP BETWEEN IT &
BPR
 “Shared databases, making information
available at many places
 Expert systems, allowing generalists to
perform specialist tasks
 Decision-support tools, allowing decision-
making to be a part of everybody's job
 Wireless data communication and portable
computers, allowing field personnel to work
office independent
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3. RELATIONSHIP BETWEEN IT & BPR
 TEAM ORIENTED WORK
CAPABILITY
 RESHAPE THE HOW THE
BUSINSS IN DONE
 Automatic identification and tracking,
allowing things to tell where they are,
instead of requiring to be found
 BPR AND IT ARE NATURAL
PATNERS
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4. IT CAPABILITIES AND RE
ENGINEERING /
APPLICABILITY IN INDUSTRIES
 Phase 1: before the process is designed (as
an enabler)
 Phase 2: while the process is being designed
(as a facilitator)
 Phase 3: after the design is complete (as an
implementer)
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5. PHASE 1 AS ENABLER
 DEVELOP THE STRATEGIC VISION e.g walmart
 STRENTHS AND WEAKNESS e.g GE
 DIFFERENT APPROCHES
 FLEXIBLE ORGANISATION DESIGN
 EFFECTIVE TEAMWORK
 ALLIANCES COROSS COMPANY COORDINATION
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6. PHASE 2 AS FACILITATOR
FACILITATOR
TECHNICL
DESIGN SOCIAL
DESIGN
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7. PHASE 2 AS FACILITATOR
 GATHERING AND COLLECTION OF
INFORMATION E.G CASE OF XEROX
 PROCESS ORIENTED APPROCH e.g Ford
Motor
 Coordination of different Personnel functions
through LAN e.g Ford CAD
 DIGITALISATION OF DATA e.g 7/11 Janpan
 Collaboration between Marketing and Sales
 Inter Organisational Collaboration
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8. PHASE 3 AS IMPLEMENTER
 IMPLEMNETATION OF NEW PROCESS
 OVERCOME GEOGRAPHIC BARRIRS e.g GM
 Contribution of new process to overall performance
 Redesign of infrastructral arrangement
 Digital Feedback Loop
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9. ROLE OF IT
 TRANSACTIONAL
 GEOGRAPHICAL
 SPEED
 AYTOMATIC
 ANALYTIVAL
 INFORMATIONAL
 KNOWLEDGE MANAGEMENT
 BRIDGE BETWEEN TWO PARTIES

10. Principles of Reengineering by
Hammer
 Organize around outcomes, not tasks
 Have those who use the output of the process
perform the process;
 Subsume information processing work into the
real work that produces the information;
 Treat geographically dispersed resources as
though they were centralized;

11. Principles of Reengineering by
Hammer
 Link parallel activities instead of integrating their
results;
 Put the decision point where the work is
performed, and build control into the process;
 Capture information once and at the source.

12. USE OF IT IN
REENGINEERING PROCESS