Hajo Reijers 25 April 2002 /t Information systems development within a BPR context

/t Business Process Reengineering?

/t Business process

/t Examples of business processes municipality: issuing of construction permits bank: handling applications for mortgages central government: delivering fines for traffic violations insurance company: dealing with damage claims

/t Examples of business processes municipality: issuing of construction permits tasks? people? information systems? bank: handling applications for mortgages tasks? people? information systems? central government: delivering fines for traffic violations tasks? people? information systems? insurance company: dealing with damage claims tasks? people? information systems?

/t Existing business processes Complex structures not transparant: badly controllable, fault intolerant System proliferation overlap, difficult information exchange, uncomfortable, bad maintainability, Inflexible structure change = pulling a house of cards ?

/t Business Process Reengineering Hammer & Champy: “Reengineering the Corporation” (1993): “fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service, and speed” Organize before automation Process thinking

/t Major ingredients BPR Restructuring the business process Applying information technology Examples: –ING Bank: BPR in 2000 of credit application business process –GAK agency: BPR in 1999 of claims handling business process

/t The process ingredient of BPR - example More parallelism leads to improved performance: reduction of waiting times and better use of capacity. Two types of parallelism: semi and real parallelism. AB A B

/t The IT ingredient of BPR DBMS, sharing of data: –An electronic document is everywhere and nowhere! Network technology: –communication: , WWW,... –distribution of information: transportation of data is fast, cheap and convenient Automation of tasks or automated support of tasks Examples: customer involvement (sending forms via the WWW) from synchronous to asynchronous communication

/t Who is involved in a BPR project?

/t Who is involved in a BPR project? Business professionals Management Customers Consultants Information analysts IT developers and integrators IT vendors Employees council Product development specialists Financial specialists Accountant Marketing and Public relations

/t Approach You are the leader of a project team with the mission to reengineer the intake process of patients at an outpatient clinic (‘polikliniek’) Where to start?

/t Typical pitfalls People within organisation do not understand technology Requirements are difficult to obtain No time for thorough analysis, but: – errors during the programming, testing, and maintenance phases are respectively 3, 10 and 100 times more costly than finding it during the design [J. [Martin. Rapid Application Development. MacMillan, New York, 1991.] Mix of existing systems (‘legacy’) and new systems to buy and/or build Prediction of BPR effects ?

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Conclusion BPR is extremely important to achieve improved business performance IT is extremely important in implementing BPR You are trained to become an IT expert

/t Conclusion BPR is extremely important to achieve improved business performance IT is extremely important in implementing BPR You are trained to become an IT expert So: YOU are important

/t Desk work Famous book and enjoyable to read: – M. Hammer and J. Champy. Reengineering the Corporation; A Manifesto for Business Revolution. Harper Business, New York, BPR overview, contains many pointers: – P. O’Neill, A.S. Sohal. Business Process Reengineering: a Review of Recent Literature. Technovation 19(9): , Good article (ahem): – W.M.P. van der Aalst, H.A. Reijers and S. Limam. Product- driven Workflow Design. In W. Shen et al., editors, Proceedings of the Sixth International Conference on Computer Supported Cooperative Work in Design 2001, NRC Research Press, Ottawa, 2001.