Business Process Reengineering Life Cycle

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Presentation transcript:

Business Process Reengineering Life Cycle Define corporate visions and business goals Identify business processes to be reengineered Analyze and measure an existing process Identify enabling IT & generate alternative process redesigns Evaluate and select a process redesign Implement the reengineered process Continuous improvement of the process Visioning Identifying Analyzing Redesigning Evaluating Implementing Improving Manage change and stakeholder interests BPR-LC Ó Enterprise-wide engineering Process-specific engineering Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BPR_all_Part_I.ppt

Phase 1: Visioning Define corporate vision and business goals Apply to enterprise-wide reengineering effort. Develop overview of current and future business strategies, organizational structure, and business processes. Develop organizational commitment to reengineering. Develop and communicate a business case for action. Create a new corporate vision. Set stretched goals. Prioritize objectives. Assess implementation capabilities and barriers. Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BPR_all_Part_I.ppt

Case for Action Business context: What is happening, what is changing, and what is newly important in the environment in which the company operates. Business problem: The major concern of the company. Marketplace demands: New performance requirements that cannot be met by the company. Diagnostics: Why the company cannot meet the new performance requirements? Why the incremental improvement is not enough? Cost of inaction: Consequences of not reengineering. Source: Hammer and Champy, 1993. Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BPR_all_Part_I.ppt

Objectives for Business Reengineering Improve customer satisfaction Shorten cycle time Improve output quality Cut down costs Increase competitiveness Maintain the leadership position Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BPR_all_Part_I.ppt

Business Vision, Strategy, and Processes Determine who we are and what we are doing about Enterprise-Wide Vision Define the right things to do Business Strategy Do the right things right Process Visualization sumber: John L. Barrett, “Process Visualization: Getting the Vision Right Is Key,” Information Systems Management, Spring 1994, pp. 14-23. Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BPR_all_Part_I.ppt

Vision A statement of the future business environment and how the company will operate in that environment. Vision is the result of dreams in action . It is a positive image of the future that is the strongest motivator for change. Characteristics Common purpose: worth the effort Positive feeling and diffuse fear Clarity and values Capture the imagination Inspires and empowers Should have "reach" and "range" Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BPR_all_Part_I.ppt

Mission A statement of the basic purpose or reason for the company to exit. Lines of questioning What business are we in? What is the geographic scope? What markets do we serve? What products and services do we provide? What are the critical successful factors of the organization? How can we achieve our competitive advantage? Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BPR_all_Part_I.ppt

Strategic Visioning Process Visions Stories Context Insight Foresight Future Present Past Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BPR_all_Part_I.ppt

SUmber: The Grove Consultants International, 1996. Five Bold Steps Vision Vision Mission 1. step 2. 3. 4. 5. Supporting Trends Challenges Value Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BPR_all_Part_I.ppt SUmber: The Grove Consultants International, 1996.