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Essay / Research Paper Abstract
This 4-page paper examines business process management (i.e., reengineering), using a case study by Aiken and Girling as a jumping-off point. The paper determines that business reengineering is more doomed to failure than success. Bibliography lists 6 sources.
Page Count:
4 pages (~225 words per page)
File: D0_MTbusproana.rtf
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Unformatted sample text from the term paper:
its struggles to implement a new PeopleSoft-based system. In this particular study, the authors introduced the Commonwealths attempts to integrate PeopleSoft into is current organizational parameters. Though the process was
somewhat long and arduous, the authors credited business reengineering as the way in which the Commonwealth implemented its new software with a minimum of backlash. The authors have built an
entire web site dedicated to the idea that business process management analyses - such as reengineering - can lead to happy endings. But is this really the case? Or was
the Commonwealth of Virginia a one-time fluke with a happy ending? First, its a good idea to understand what, exactly, data reengineering
is about. Aiken and Girling define it as a technique that analyzes existing data stores and model construction, then considering prototype solutions before the system is implemented. "Structured techniques provide
data engineers with tools enabling them to comprehend certain otherwise unfathomable situations..." the authors add (2004). In the case of the Commonwealth of Virginia, and following an exhaustive "what if"
strategy of the organizations existing structures, the authors were able to implement the PeopleSoft system with a minimum of hassle and backlash.
However, authors such as Eric Clemons (1995) caution that reengineering is a "risky business" - companies attempting to either do too little or too much in reengineering efforts end up
failing because there isnt enough focus on the future environmental (and operational) uncertainty. As a result, once millions has been committed to the process, and redesign, and new application code
development, "after completing a reengineering project, the organization lacks both resources and a will to undertake a second reengineering effort to resolve the first projects major deficiencies," Clemons points out,
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