2. Reengineering Work: Don’t Automate, Obliterate Jason C.H. Chen, Ph.D. Professor of MIS School of Business Administration Gonzaga University Spokane, WA 99258 chen@jepson.gonzaga.edu

3. Roles/Evolutions of Information Systems Automates (Automation) Automates (Automation) Innovates/ Transforms Innovates/ Transforms Informates (Information) Informates (Information) Efficiency (process huge data) Effectiveness (Decision Making) Innovation (Competitive Advantage) Late 1950-1970 Early 1980-20002000 and Beyond Tools: Traditional programming languages Tools: DBMS, DSS (Decision Support Systems) Tools: BI and others

4. Innovation as a Response to Change in Market and Technology Innovation as a Response to Change in Market and Technology _____________ Socio-political Changes Technological Opportunities Advances in Technology New Products and Services Market Needs EFFICINCY EFFECTIVENESS INNOVATION Time Market INNOVATION

5. What is Business Process and Business Reengineering? n Business process: A set of logically related tasks performed to achieved a defined business outcome n Business reengineering means radically changing how people work - changing business policies and controls, systems and technology, organizational relationships and business practices, and reward programs. Dr. Chen, The Trends of the Information Systems Technology TM -4

6. Principles of Re-engineering (by Michael Hammer) n Organize around outcomes, not tasks n Have those who use the output of the process perform the process n Include information processing work into the real work that produces the information n Treat geographically dispersed resources as though they were centralized n Link parallel activities instead of integrating their results n Put the decision point where the work is performed.

7. BPR Radical Change = New organization +IT Types of Organizational = Strategies Industry Structure + Competitive Strategies + Cooperative Strategies Examples?

8. 1. Develop business vision, process objectives 2. Identify process to be redesigned 3. Understand, measure performance of existing processes 4. Identify opportunities for applying information technology 5. Build PROTOTYPE of new process BUSINESS REENGINEERING STEPS: Dr. Chen, The Trends of the Information Systems Technology TM -7

9. Reengineered Accounts Payable Process (from Hammer[1]) Before Purchasing Vendor Receiving Accounts Payable Goods Payment Invoice Receiving Document Copy of Purchase Order Purchase Order 

10. Reengineered Accounts Payable Process (from Hammer[1]) After Purchasing Vendor Receiving Accounts Payable Goods Purchase Order Payment Database  

11. Deconstruction of the newspaper industry Figure 6.9 (p.196) –e-Biz (Chen) Old newspaper industry value chain Journalists Columnists Editors Printers DistributorsReaders New newspaper industry value chain Journalists Columnists Editors Readers Internet

12. Implementing Re-engineering n The key activities of re-engineering can be organized into three phases referred to as the 3R’s Re-engineering –Redesign –Retool –Reorchestrate

13. Tools for BPR n Simulation n Flow diagrams n Work analysis n Application development n Workflow software

14. Risks of Radical Redesign n Research shows some of the common reasons why companies fail to reach their goals: –Lack of senior management support. –Lack of coherent communications. –Introducing unnecessary complexity. –Underestimating the amount of effort needed. –Combining reengineering with downsizing. Source: Managing and Using Information Systems, Pearlson and Saunders (4e), p. 144 ________ out of FIVE are related to “Human Elements” FOUR

15. The C’s related to Organization Re-engineering Projects The 3C’s of organization Re- engineering: The 4C’s of effective teams: - Customers - Competition - Change - Commitment - Cooperation - Communication - Contribution

16. ENVISION DESIGN BUILD OPERATE SDLC ANALYAIS DESIGN IMPLEMENTATION MAINTENANCE MANAGMENT IS DEVELOPMENT REENGINEERING INFLUENCE CAPABILITY LEADERSHIP CONTROL MANAGERS IS PROFESSIONALS BUSINESS ENVIRONMENT IS CHANGING RAPIDLY RADICALLY and PERPLEXINGLY BUSINESS ENVIRONMENT