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„ Dzthe FUNDAMENTAL rethinking and RADICAL
redesign of business PROCESSES to achieve
DRAMATIC improvements in critical,
contemporary measures of performance, such as
cost, quality, service, and speeddz
 › 
 

„ Must ask DzWhy do we do what we do? (steps)
„ Question the tacit rules and assumptions underlying the
organizationǯs culture.
„ Begin with logical specification of what a company must
do. (Again goals and steps)
„ Then specify the physical design of how to perform these
activities better and simpler
 ›


„ Must examine the Dzrootdz of business processes,
structures, and policies.
„ Donǯt fiddle with the old; cast it away and begin anew.
(rethink rather than only change)
„ Reengineering is reinvention, not modification or
enhancement.
 ›


 
„ Not small, incremental improvements; BPR seeks
order of magnitude improvements in cost, quality,
service, and speed. Use of IT to assist in these.
 ›


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„ Companies in deep trouble -- need order of magnitude
improvements!
„ Companies who foresee trouble -- Dzan ounce of
prevention ....dz
„ Companies in peak condition who want to further
their competitive advantage.
„ Very similar to reason why Systems Analysis Project
Originate
 ›
  
„ Dza collection of activities that takes one or more kinds
of inputs and creates an output that is of value to the
customerdz.
„ Collection of activities -- the DzPdz of the IPO; related
by common goal.
„ Inputs -- raw material to be processed.
„ Output -- something that has value to the customer.
„ Customer -- internal or external.
„ Information Systems Data converted to Information
that is useful to customer
 
  
„ Streamline Ȃ remove waste, consolidate
„ Lose Wait Ȃ squeeze out delays
„ Orchestrate Ȃ let the most able enterprise execute,
outsource
„ Mass Customize Ȃ any time, any place, any way
„ Synchronize Ȃ both the physical and virtual parts of
the process, real time processing of data
 
  
„ Digitize and Propagate Ȃ capture information digitally
at the source and propagate it through the process
„ Vitrify Ȃ provide glass like visibility of the process
„ Sensitize Ȃ fit the process with sensors and feedback
loops for prompt action
„ Analyze and Synthesize Ȃ generate added value by
enhancing the process, constant improvement and
iteration
 Œ

 
©
 

 


Ñ Develop vision & strategy Ã
 
 
2 Create desired culture  
  
3 Integrate & Improve enterprise     
4 Develop technology solutions 
   
5 
  
©
 

 


Ñ Set Direction Motivating Reengineering

2 Baseline and Benchmark Justifying Reengineering

3 Create the Vision Planning Reengineering

4 Launch Problem Solving Projects Setting up for Reengineering

5 Design Improvements As Is Description & Analysis

6 Implement Change To-Be Design and Validation

7 Embed Continuous Improvement Implementation

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„ State the reason(s)

„ State the BPRǯs objectives

„ Improved operational performance by closing performance gaps (business
management)
„ Reduced costs and increased manpower savings (through analysis tools and
techniques)
„ Improved competencies by closing skill and competency gaps (human
capital)

„ Identify affected activities and employees

„ Identify impacted customers and stakeholders

 !"
 

 


„ Describe desired organizational change outcomes,
including metrics
„ Improved operational performance/customer satisfaction
(increased service timeliness and quality)
„ Cost and manpower savings (e.g., reduced costs via process
streamlining and automation, etc.)
Improved workforce competency/sustainability (e.g., competency/
staffing gap closure, reduced turnover, timely recruitment, etc.)
„ Improved results (e.g., Leadership and Knowledge Management,
results-oriented Performance Culture, Talent Management, etc.)
„ Others
„ Identify business and human resource metrics
„ Brief leadership and employees/union/others
  # 
 




„ Identify and assign development team members (e.g.,
program manager, project manager, Human Resource
Advisor (HRA), AS-IS and TO-BE members,
communications representative, etc.)
„ Develop action plan with milestones
„ Develop communications plan
„ Establish data analysis requirements and collection
methods (viz. interviews, surveys, workforce statistics,
etc.)
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„ Implement communications plan
„ Conduct AS-IS organization analysis
„ Develop Performance Work Statement
„ Collect data (e.g., workload, workforce statistics,
competency, survey, equipment, materials, performance
etc.)
„ Identify and collect baseline data including costs
„ Identify industry benchmarks/metrics for modeling TO-
BE organization (e.g., professional associationǯs
competency model, timeliness and quality standards,
etc.)
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„ Develop TO-BE Process
„ Develop proposal (e.g., organization, staffing plan, gap
closure plan, workforce plan, equipment plan,
contractor support plan, quality control plan, etc.)
„ Identify proposed costs
„ Measure gaps between AS-IS and TO-BE organizations
in terms of performance, competencies, staffing,
operating cost, etc.)
„ Develop phase-in and human resources (HR)
transition plan
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„ Identify and assign implementation team members
„ Establish responsibility
„ Initiate transitions
  '
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Using metrics identified in Step Ñ, measure the success
of
„ closing performance,
„ achieved savings,
„ improving operational quality and timeliness,
„ closing skill and competency, and
„ improved results.
 &   

„ Development and Implementation team members
„ Development team
„ Working group responsible for designing the to-be process
„ Should include functional experts, budget/management
analysts, personnel specialists, etc.
„ Implementation team
„ Working group responsible for implementing the
reengineered process
„ Should include
„ Development team members

„ Employees who will work in the reengineered process

 &   

„ Manager to process pre-scheduled activities
„ Human Resource Advisor
„ Representative of Human Resource Department and
advises both teams on human resources and
implementation of goals specific to human resources
(e.g., closing competency and skill gap, application of
human capital flexibilities, etc.)
„ Others, as needed
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