1. BUSINESS
PROCESS
RE-ENGINEERING
“An organizational make-over”
Suraj Jaiswal
(0922213047)
I.T.S Engg. college
2. Definitions of BPR
“BPR is the fundamental rethinking &
radical redesign of business processes to
achieve dramatic improvements in critical,
contemporary measures of performance
such as cost, quality, service & speed”
by-HAMMER & CHAMPY(1993)
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5. Imp in bpr………….
Change:
To transform an organization, a deep change must
occur in the key behavior levels of the
organization:
jobs, skills, structure, shared values,
measurement systems and information
technology.
Role of IT
BPR is commonly facilitated by IT e.g.
Organizational efficiency
Effectiveness
Transformation 5
6. Efficiency
Applications in the efficiency category allow users
to work faster and often at measurable lower cost
Mere automation of manual tasks, resulting
in efficiency gains (least deep)
Effectiveness
Applications in the effectiveness category allow
users to work better and often to produce higher
quality work.
Requires changes not only in technology,
but in skills, job roles, and work flow
(deeper).
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7. Transformation
Applications in the the transformation category
change the basic ways that people and
departments work and may even change the very
nature of the business enterprise itself.
A major change in the organization, including
structure, culture, and compensation schemes
(deepest).
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8. When to Use BPR?
Failure rate as high as 75-85%
Improperly aligned BPR and IT
Expensive
Organizational resistance
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9. Key steps to implement bpr
Select The Process & Appoint Process Team
Understand The Current Process
Develop & Communicate Vision Of Improved Process
Identify Action Plan
Execute Plan
10. Process to bpr…………
NOTE-Bpr is the concept not a technology, don’t
confuse with erp. Bpr preceeds erp & closely
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associated with erp
11. Common Problems
Desire to Change Not Strong Enough
Start Point the Existing Process Not
a Blank Slate
Commitment to Existing Processes
Too Strong
REMEMBER - “If it ain’t broke …”
Quick Fix Approach
12. Common Problems with BPR
Process under review too big or too
small
Reliance on existing process too
strong
The Costs of the Change Seem Too
Large
Allocation of Resources
Poor Timing and Planning
