From the previous blog, definition of BPR, the processes and critical success and failure factors have been gone through. In this article, the whole framework to derive ways for problem solving during the BPR process - BPR methodologies would be discussed. The 5 steps are the followings:
Visioning: It starts with the discovery of poor performance, no matter the communication between staffs or the efficiency of work.
Mobilizing: The way that different department and stakeholders are grouped together to form several project teams.
Process redesign: This is the planning stage that how modified business processes could work in a smooth way.
Implementation: This is the execution stage that proposed IS strategies are worked out with the implementation of IT infrastructure and business processes reengineering .
Monitoring and maintaining: Supervisors should keep track on the reformation of the businesses processes as well as the IT infrastructure.
A more detailed analysis of the 5 steps would be discussed.
Visioning:
When things go wrong, you would find out the reason behind. This is also true when poor performance, such as work progress could not be traced back simultaneously or lack of collaboration between staffs and departments, is discovered by the managers. In fact, there are many 'triggers' that could raise up the question of 'why it works terribly?'.
For example, many manual mistakes made such that errors are made in the sales order. Over-rely on paper documentation leads to missing of important information.
When managers notice the abnormal performance, they would consider the sequential order of process reformation. And the Matrix of Customer impact with Improvement Opportunity is used to evaluate the priority. When decision is made, this will trigger to the next stage - mobilization.
Mobilization
When decision has been made, managers should think about how could achieve the objective. Defining core BPR team, selecting project leader, making preliminary assessment of IT infrastructure and calculating the existing resources to implement the regineering are the most important criteria to be considered in this stage.
As almost all of the staffs participate in the BPR Project, sophisticated planning should be made before the implementation.
Process redesign
AS-IS process model is used for analysis of the process redesign stage. Then TO-BE design is analysed and their relative performance are compared. This follows the steps of process redesigning: Scoping, modeling, analysis, redesign and integration.
Implementation
The IT infrastructure, the organization and people's skill are adjusted to fit the TO-BE process. The focus is on the design of the IS that support the TO-BE process.
Monitoring and maintaining
The new process is monitored on a continuous basis and modified if required. The TO-BE process and new IT infrastructure should be robust.
