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Essay / Research Paper Abstract
Business Process Management(BPM)does not necessarily deal with 'hard aspects' only. Many of the re-engineering or re-design projects have failed because far too much attention was given to the hard aspects, the IT infrastructure, at the detriment of people issues and cultural aspects. This 7 page paper discusses the critical aspects that organisations need to consider during the effective implementation of major change programs such as Business Process Reengineering. The bibliography cites 11 sources.
Page Count:
7 pages (~225 words per page)
File: TS14_TEsoftbrp.rtf
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Unformatted sample text from the term paper:
environment. One system of change has been business process re-engineering. However, like any system of change there are failures, for re-engineering the failure rate is in the region of 30%
(Maurer, 1997). It has been argued that many of the re-engineering and re-design projects have failed because far too much attention was given to the hard aspects, the IT
infrastructure, at the detriment of people issues and cultural aspects. If we look at the process re-engineering we may find support for this argument. Business process reengineering (BPR)
will usually occur when there is a need to change the way a business operates. A useful definition of what is meant by reengineering, is given by Hammer and
Champy (1994), this is a useful definition from which to begin a paper on this subject. It is defined as "fundamental revision and radical redesign of processes to reach
spectacular improvements in critical and contemporary measurements of efficiency, such as costs, quality, service and quickness". The definition is one that is biased towards the task. This indicates a
very basis and grass roots level of change, this will impact on all of the process and systems as well as the culture. The need here is for the changes
to be focused on the entire process and not the component tasks of that process (Silvestro and Westley, 2002). If we look at the work of theorists such as Zairi
(2002), then the need for change need to consider the way learning will take place to facilitate the change, which cannot ignore the human elements. Ironically many companies remain
in systems that look to scientific management and Taylorism with task oriented processes that also appears to be the format of the logic used to manage the companies (Olalla, 2000).
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