KING FAHD UNIVERSITY OF PETROLEUM AND MINERALS

DEPARTMENT OF CONSTRUCTION ENGINEERING AND

MANAGEMENT
CONSTRUCTION QUALITY ASSURANCE
CEM 515
Term Paper

Business Process Reengineering; Overview of Concept and

Application

Prepared for:
DR ABDULAZIZ A. BUBSHAIT
Prepared By:
HASSAN AL-BEKHIT
ID# 910859

Table of Contents

Cover page
Table of Contents------------------------------------------------

page 2

I.

Introduction------------------------------------------------------

page 3

II.

Business Process Reengineering and Organization---------

page 3

III.

Reasons For Reengineer---------------------------------------

page 11

IV.

Reengineering Benefits to a company-----------------------

page 13

V.

Reengineering challenges -------------------------------------

page 15

VI.

Implementing Business Process Reengineering Strategy--

page 16

VII.

Why does BRP fail?--------------------------------------------

page 22

VIII.

Conclusion-------------------------------------------------------

page 24

IX.

References--------------------------------------------------------

page 26

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I. Introduction
Most companies are feeling the pressure caused by globalization and an everchanging economy; many are looking to Business Process Reengineering in order to
survive, to remain competitive, or to simply expand. Often this means changes to what a
company does and how it does it.
The goal of this paper is to provide a comprehensive definition of business
process reengineering and insight into the evolution of business process reengineering
methods. In addition, a detailed summary stating the required steps a company should
take to implement business process reengineering is outlined in the paper. a conclusion is
drawn regarding the obvious positive effects of business process reengineering as a
fundamental rethinking and redesign of business processes to achieve dramatic
improvements.[1],[2][10][12][9]

II. Business Process Reengineering and Organization

If performed properly, business process reengineering can achieve various
different objectives within an organization. Depending upon the goals of the company,
some of these objectives may include: improving efficiency e.g. reducing time to market
and providing quicker response to customers, increasing effectiveness e.g. delivering a
higher quality and achieving cost saving in the long run, providing more meaningful
work for employees, e.g. realizing the vision of a company at all levels of the

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organization, increasing flexibility and adaptability to change, e.g. strategizing against

the ever changing economy and technology enabling new business growth. [1], [3], [4],
[5]
a. What is Business Process Reengineering
The industrialization and later the automation have led to much cheaper products, larger
factories and from producing by order to producing large quantities of one product. The
most important methods over the time to enhance the development of the industrial
revolution are:

Specialization of labour

Mass production

Hierarchical organizational structure following functional specialities with topdown lines of authority

Assembly lines that bring the work to the worker whenever possible

Complex support systems for planning and budgeting, resource allocation,

coordination and control.

These principles have been very successful but for many companies they no longer work.
This is an effect of the world moving into a competitive global environment with
continuous and unpredictable changes. As long as pace of the changes was slow, it was
possible to deal with them by using continuous improvement programs, which included
automation of existing processes, small structural modifications, quality and productivity
improvement and modifications in management procedures. As the pace and the
magnitude of business pressure and the changes accelerate could these programs become
ineffective. This has led to a need for new approaches, which has led to a process called
business process reengineering (BPR). BPR is an approach for rapid change and dramatic
improvement in measures of performance such as quality, cost, speed and services. It can
lead to a complete organization transformation and stabilization.

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Business process reengineering is defined as the analysis and radical redesign of business
processes within and between organizations. A business process is a set of logically
related activities that take one or more kinds of input and create an output of value to the
customer. It implies a strong emphasis on how work is done within an organization. The
processes have two important characteristics: they have customers and they cross
organizational boundaries. Processes are generally identified in terms of beginning and
end points, interfaces, and organization units involved. High impact processes should
have process owners. Examples of processes include: developing a new product, ordering
goods from a supplier, creating a marketing plan, processing and paying an insurance
claim etc. Processes may be defined based on three dimensions:

Entities: Processes take place between organizational entities. They could be

interorganizational, interfunctional or interpersonal.

Objects: Processes result in manipulation of objects. These objects could be

Physical or Informational.

Activities: Processes could involve two types of activities: Managerial (e.g.

develop a budget) and Operational (e.g. fill a customer order).
Hamper and Champy define business process reengineering as,
The fundamental rethinking and radical redesign or change of
business processes (such as the process of receiving a sales
order to billing the customer and receiving and payment), in
the way in which an organization performs its business
activities, to bring about dramatic improvements in critical,
contemporary measures of performance, such as cost, quality,
service and speed. [1][2]

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b. Origins of business process reengineering

Business process reengineering, as a term and as a practice, has a tarnished
history. Reengineering became very popular in the early 1990s, however, the
methodology and approach was not fully understood nor appreciated. Many times,
improvement projects labeled with the title "BPR" were poorly planned and executed.
Employees and organizations cringed at the thought of another "BPR" experience. The
term itself is being used less, or is being altered so that these types of initiatives are not
associated with the "BPR" of the past. The concept of BPR has been with us since about
1990, however it is widely misunderstood and has been equated to downsizing,
client/server computing, quality, ABC, and several other management nostrums of the
past several years.
Despite this abuse of the practice and tarnished name, the practice of redesigning
business processes and the associated technology and organizational structure is more
popular today than ever. Companies continue to reexamine and fundamentally change the
way they do business. Competitive pressures and a sluggish economy provide the
impetus for continued efforts to "deliver more with less." Reengineering remains an
effective tool for organizations striving to operate as effectively and efficiently as
possible [2] [3] [8]

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c. The principles of business process reengineering

Many of the concepts of BPR have been known for many decades but they were
formalized only in the late 1980s and early 1990s when the term BPR was invented.
Lately its extreme viewpoints has been changed that it is no longer obligatory to destroy
all and start from a scratch; instead BPR is viewed as a flexible approach that can be
executed by proven methods and principles, some of which are presented below. Certain
common characteristics exist in business reengineering and the major characteristics are:
1. Several jobs are combined into one
2. Employees make decisions (empowerment of employees). Decision-making
becomes part of the job.
3. Steps in the business process are performed in a natural order, and several jobs get
done simultaneously.
4. Processes may have multiple versions. This enables the economies of scale that
result from mass production, yet allows customisation of products and services.
5. Work is performed where it makes most sense, including at the customers or
suppliers sites. Thus, work is shifted, if necessary, across organizational and even
international boundaries.
6. Controls and checks and other non-value-added work are minimized.
7. Reconciliation is minimized by cutting back the number of external contact points
and by creating business alliances.
8. A hybrid centralised/decentralised operation is used.
The application of BPR techniques can lead to a new world of work. The major
differences between this world and the conventional world are summarized below: [2] [3]

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From conventional

To BPR

Functional departments

Process teams

Simple tasks (division of labour)

Multidimensional work

Controlled people (by management)

Empowered employees

Training of employees

Education of employees

Compensation for skill and time spent

Compensation for results

Pay raises based on promotions and

Low pay plus high performance related

seniority

bonuses

Advancement based on ability

Advancement based on performance

Protective organisational culture

Productive organizational structure

Managers supervise and control

Managers coach and advise

Hierarchical organizational structure

Horizontal (flat) structure

Executives as scorekeepers

Executives as leaders

Separation of duties and functions

Cross-functional teams

Linear and sequential processes

Parallel processes, concurrent processes

Mass production

Mass customisation

Working in the office; extensive checks

Working everywhere; minimum checks

and controls

and controls

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d. Business process reengineering is NOT

BPR may sometimes be mistaken for the following five tools:
1. Automation is an automatic, as opposed to human, operation or control of a
process, equipment or a system; or the techniques and equipment used to achieve this.
Automation is most often applied to computer (or at least electronic) control of a
manufacturing process.
2. Downsizing is the reduction of expenditures in order to become financial stable.
Those expenditures could include but are not limited to: the total number of employees at
a company, retirements, or spin-off companies.
3. Outsourcing involves paying another company to provide the services a
company might otherwise have employed its own staff to perform. Outsourcing is
readily seen in the software development sector.
4. Continuous improvement emphasizes small and measurable refinements to an
organization's current processes and systems. Continuous improvements origins were
derived from total quality management (TQM) and Six Sigma. Davenport notes that

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Quality management often referred to as total quality management (TQM) or continuous

improvement refers to programs and initiatives that emphasize incremental improvement
in work processes and outputs over an open-ended period of time. Six Sigma is a
methodology, a metric, a philosophy, involving data to reduce variation in everything we
do. By reducing variation any organization can significantly reduce cost, improve cycle
times, eliminate customer complaints and drastically improve the bottom line.
Different Between TQM One of the key concepts of BPR is that it is fundamental and
radical. The alternative business improvement methodology is TQM (Total Quality
Movement). TQM and BPR share a cross-functional orientation. Quality management
often referred to as total quality management (TQM) or continuous improvement
emphasizes small and measurable refinements to an organizations current work
processes, systems and outputs over an open-ended period of time. In contrast,
Reengineering, also known as business process redesign or process innovation, refers to
discrete initiatives that are intended to achieve radically redesigned and improved work
processes in a bounded time frame. Contrast between the two:
Improvement

Innovation

Level of Change

Incremental

Radical

Starting Point

Existing Process

Clean Slate

Frequency of Change

One-time/Continuous

One-time

Time Required

Short

Long

Participation

Bottom-Up

Top-Down

Typical Scope

Narrow, within functions

Broad, cross-functional

Risk

Moderate

High

Primary Enabler

Statistical Control

Information Technology

Type of Change

Cultural

Cultural/Structural

5. Business process simplification includes improving the way work is done by

providing value-added services which deliver the results necessary to transform

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and grow the business faster, better and cheaper than the competition. Business
process simplification builds on an understanding and simplification of the
processes relative to a task to eliminate waste and improve the overall quality of
the output. Generally, the areas focused upon include elimination of waste (or
non-value added activities), reduction of cycle time, elimination of defects or
disconnects within the process, employee involvement, and continuous
improvement. [1][2][3]

e. What is a process?
A process is defined as a series of actions directed toward a particular aim or a series
of natural occurrences that produce change or development. Processes are generally
identified in terms of beginning and end points, interfaces, and organization units
involved, particularly the customer unit. High impact processes should have process
owners. Examples of processes include: developing a new product; ordering goods from
a supplier; creating a marketing plan; processing and paying an insurance claim; etc.

Davenport and Short define processes based on three dimensions:

Entities: Processes take place between organizational
entities. They could be inter-organizational (e.g. EDI),

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inter-functional or interpersonal (e.g. CSCW). Objects:

Processes result in manipulation of objects. These objects
could be physical or informational. Activities: Processes
could involve two types of activities: Managerial (e.g.
develop a budget) and operational (e.g. fill a customer
order).
Davenport and Short go further to define a business process by understanding the key
characteristics involved in a process.
A business process is a set of logically related tasks
performed to achieve a defined business outcome a
process is a structured, measured set of activities designed
to produce a specified output for a particular customer or
market. It implies a strong emphasis on how work is done
within an organization. Processes have two important
characteristics: (i) They have customers (internal or
external), (ii) They cross organizational boundaries, i.e.
they occur across or between organizational subunits. One
technique for identifying business processes in an
organization is the value chain method proposed by Porter
and Millar (1985).
In order for the business processes to flow at maximum efficiency, and with the
fewest number of disruptions possible, the organization must eliminate all sources of
process variability to the greatest extent possible. This is done by embracing process
standards whenever possible. A process standard is an understanding or an understood
statement regarding the single way that the organization expects the process to be

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performed e.g. who reviews documents, when is the review done, where are documents
maintained. The organization should consider alternative ways to perform the process,
and select the best way. Once a process standard has been determined, all members must
adhere to the standard. The organization may modify its process standards from time to
time, for any of a number of reasons. If this happens, all members must be informed of
the modification.
The scope of business process reengineering may be intra-functional, a small
scope within department having the least impact on the organization as a whole; interfunctional, a horizontal view across departments, with slightly more impact to the
company; inter-organizational, a broad view including entire supply and delivery chain,
carrying the greatest impact with regards to scope.
As mentioned various definitions of business processes have been provided in the
literature. Table 1 lists a broad sample of suggested definitions. The definitions listed in
Table 1 interpret a business process as a workflow, a set of activities aimed at creating
something of value to the customer (Keen and Knapp, 1996). Clearly, the customer,
being the recipient of the defined business outcome, plays a central role in the process
view of the business. In this regard, a useful distinction can be made between processes
that involve direct contact with external customers and back-room processes on which the
customer-facing processes are dependent (Davenport, 1993).

Table 1 Definition of Business Process

Definition
Reference
- a set of logically related tasks performed to - Davenport and Short, 1990,
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achieve a defined business outcome

any activity or group of activities that take an -

p.12
Harrington, 1991, p.9

input, add value to it, and provide an output to

-

an internal or external customer

a collection of activities that takes one or more -

Hammer and Champy, 1993,

kind of inputs and creates an output that is of

p.35

value to the customer

A process is a structured, measured set of -

Davenport, 1993, p.5

activities designed to produce a specified output

for a particular customer or market A
process is thus a specific ordering of work
activities across time and space, with a
beginning, an end, and clearly identified inputs
-

and outputs: a structure for action.

A process is most broadly defined as an -

Morris and Brandon, 1993, p.

activity carried out as a series of steps, which

38

produces a specific result or a related group of

-

specific results
A process is a set of linked activities that take an input and transform it to an output

III. Reasons For Reengineer

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Johansson et al., 1993, p. 57

In todays competitive society, companies encounter substantial forces of change.

The business process reengineering effort is undertaken for some reason. For example,
perhaps something is broken. Customer satisfaction is low, profits are not what they
should be or employees are not performing. Reengineering is not about making marginal
improvements or modification but about achieving dramatic improvements in
performance. Reengineering profoundly changes all aspects of business and people. Part
of the organization is easy to change by reinventing a way to work. There are three kinds
of companies that undertake reengineering in general. First are companies that find
themselves in deep trouble. Second are companies that foresee themselves in trouble
because of changing economic environment. Third are companies that are in the peak
conditions. They see reengineering as a chance to further their lead over their
competitors. Whatever the reason, a strong business case will begin with a thorough
understanding of the issues facing the organization and your teams' conclusions about
what is wrong, broken or under performing. If an organization is to survive, it must
respond to changes in its environment. Therefore, companies should have an effective
program, such as business process reengineering, to help redesign the operation processes
so companies can function well in the new environment. Three crucial changes having
significant impact on a business are customer demand, competition extent, and
technology development.
The customers role is changing. They have the power to tell companies what they
want, when they want it, and how they want it. They are demanding better products and
services and companies must keep in tuned with the ever changing needs of consumers in
order to compete. For most market-oriented companies, customer satisfaction becomes a

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major obstacle. As a result, organizations are forced to change their original business
processes and design entirely new procedures to accommodate these trends.
Moreover, the extent of competition is broadening. Organizations are no longer
confined to local levels due to globalization. Effectively coordinating various
subsidiaries, suppliers, and retailers located in different countries have become important
issues for companies in todays global economy. To find the best solution and vision for
the company, organizations are engaging in business process reengineering.
The advancement of technology is another change force. The popularity of
computers and implementation of networks have changed the face of our work styles and
actions. The Internet, intranets, and extranets facilitate information gathering, sharing,
and integration. However, companies can not simply buy these facilities to support
current operations. They must develop more efficient processes in which new technology
and companies value-adding processes are integrated to create a new distinctive
competency.[1],[2],[5],[6]

IV. Reengineering Benefits to a company

Business process reengineering brings about numerous benefits to organizations.
Some of the more obvious and common benefits are cost reduction, quality improvement,
service improvement, and efficiency enhancement.
First, business process reengineering can help companies reduce cost. Large
numbers of non-value adding activities emerge when companies expand their businesses.
Those activities result in higher cost and are often overlooked by companies. Through

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rethinking and redesigning business processes, management minimizes non-value adding

activities leading to cost reduction.
Second, business process reengineering can aid organizations in delivering a higher
quality to their customers. In process-centered organization, a work team handles a
product manufacturing process. They understand each step of the process and have full
control of the whole process. Any problems occurring during manufacturing can be
detected as early as possible and the work team can take corrective actions to resolve
problems. As a result, companies can produce better products than before.
Third, a companies customer service can be improved by implementing business
process reengineering. In a functional company, people in each part of the process only
understand what their day-to-day job involves. On the other hand, when an organization
is cross-functional, a process owner oversees the whole process and its result. They can
tell the customer where the order is and when it will arrive. Therefore, customers can
track their orders any time and get feedback rapidly.
Finally, reorganizing business processes can enhance efficiency. In a traditional,
functional structure, departments are separated and process flows in different departments
can be extremely complex. After developing horizontal, cross-functional processes, a
company can prevent work from overlapping between departments. As a result, a great
deal of time can be saved and work productivity can be increased. [3], [7], [8]

V. Reengineering challenges
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Although business process reengineering provides many benefits, many companies

are not willing to or fail to implement it. There are three major challenges in redesigning
the business processes: complacency, resistance, and fear of unknown and failure.
The first challenge is complacency. From some leading companies point of view,
they have superior expertise and largest market share so business process reengineering is
not relevant to them but they ignore the fact that any business may become outdated due
to environmental changes. In addition, many companies were unable to reorganizing their
processes successfully because they were too content with status quo. As a result,
companies that want to succeed in reengineering must recognize the problem of
complacence.
Resistance is the second challenge. Managers may be resistant to changes because
their established powers are threatened. In addition, resistance may also come from
employees. Their fear of layoff may result in loss of commitment to the work and they
could undermine the redesigned processes. Therefore, it is crucial get buy-in from all
departments before organizations start to change. Without corporate-wide commitment,
business process reengineering will not be successful.
The last challenge is fear of unknown and failure. No one can ensure the success of
business process reengineering so this becomes a barrier to change. Many companies do
not know the methodology of reengineering and they fear that dramatically reorganizing
the processes may lead to collapse. To enhance their confidence, change agents should
effectively convey the reengineering project to whole organization and ensure fully
understanding of new processes. [1], [9]

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VI.

Implementing a business process reengineering

strategy
When implementing business process reengineering, companies must undergo a very
detailed process. There are two critical steps to implementing business process
reorganization that include: selecting the process and appointing the process team.
[1], [3], [10]

a. Select the Process

First, selecting the process requires defining the processes, systems and
organizations included within the scope of the reengineering effort. This can be
accomplished by reviewing the business strategy, understanding the customers needs,
and selecting the core processes.
The company can simply ask questions, hold meetings, or conduct focus groups to
determine where improvements need to be made. For example, Texas Instruments
calculator business was plagued by long cycle times in new product development,
writes Hammer and Stanton in Harvard Business Review, (1990). Texas Instruments
long cycle time for production of calculators was the process for improvement, and was
identified by management who recognized that they were losing sales to their more
nimble competitors. Typically, those interviewed are directly involved and are
knowledgeable. The company will gain firsthand knowledge about day-to-day operations

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but must be careful not to closely identify with how things are currently being done. The
interviewer must keep an independent frame of mind. Typical questions might include:

1. Describe the activities you perform.

2. What forms or materials do you need in order to perform these activities?
3. Is anything passed on to another group? Is further approval required?
4. What resources do you use such as computers or software?
5. What problems are you experiencing with the current process?
6. What are your recommendations for future improvement?
Many times companies take a different look at their existing business strategy to
find foreshadowing problems. For instance, Duke Power identified a different process in
their company which revolved around the delivery of value or service to their customers.
Research was not clear whether the management team identified this problem, however
Duke Power most likely reviewed their business strategy and realized with deregulation
looming that they would have to do a much better job of customer service to compete.
Most failures of reengineering are attributable to the process being viewed and applied at
a tactical, rather than a strategic level.
The final step in selecting the process is the identification of the core processes,
the ingredients of a process. In the case of Texas Instruments, cycle time for
production was the process and can be broken down into a number of activities or
processes. Cycle time refers to the beginning of the first step of the process until the
beginning of the first step of the next process. Texas Instruments found these cycle times
in producing calculators to be long; affecting sales negatively based on shear numbers of
production compared to competitors. Some core processes that can be identified in this
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step would include customer order, product development, production, and distribution.
To solve Duke Powers problem with customer service, they identified five core
processes that together made up the work that Customer Operations performed for their
customers. These core processes included: Develop Market Strategies, Acquire and
Maintain Customers, Provide Reliability and Integrity, Deliver Products and Services,
and Calculate and Collect Revenues.

b. Identify characteristics of the process team and the BPR Champion

The second critical step involves appointing the team. To do this a company must
first understand what characteristics they would like the process team to hold. For
example, the team should view the organization as a whole rather than as departments.
The team should also be able to focus on the end customer which will drive the results of
implementation in the correct direction. The team should look at a process without bias
which is extremely difficult considering top candidates to be involved in a team will
typically be tenured employees of an organization. They must have the ability to
challenge assumptions and the courage to deliver. Those employees who do not assume
individual responsibility should not be considered for a business process reengineering
team.
c. Appoint the Process Team
Selecting the team of choice within an organization is the next step after the
desired characteristics have been defined. Each process should have a designated

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Business Process Champion with authority over how the company operates in these
processes. For example, Duke Energys Customer Operations unit was divided into four
regional profit centers, and the regional vice presidents, overwhelmed by an endless
stream of administrative duties, had little time for wrestling with the details of service
provision. Harvard Business Review, (1990). To fix the problem, each process they
identified was assigned an owner who reported directly to the head of Customer
Operations. The regional vice presidents continued to manage their own workforces, but
the champions or process owners are responsible for the design of the processes, setting
performance targets, establishing budgets, and distributing those budgets. While the
regions continue to have authority over people, they are evaluated on the basis of how
well they meet the targets set by the process owners. Harvard Business Review, (1990).
This forced a partnership between the Vice Presidents and the process owners.
d. Understand the current process
After selecting process for redesign and the team, the first two critical steps in the
implementation of business process reengineering are finished. Now, each team must
understand the current process in place at the company. To accomplish this, the
champion should develop a process overview by partnering with their respective team
members to clearly define the mission. An example of a mission that Duke Power may
have implemented could resemble a plan similar to this:
The business process reengineering team should plan and
implement an efficient and effective system of delivering quality
customer service through the delivery of products and services.
The mission may require the team to participate in the following:
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1. Identification of all value added and non value added activities

in the production and delivery process
2. Mapping the process flow and tracking time for each of the
events in analysis
3. Consolidation of production support services, including clerical
and administrative support services and information resources
support services, with support services provided to or by the
production group itself.
After the champion defines the mission, the scope or boundaries of the process
must also be understood. The goal in compressing time is not to devise the best way to
perform a task, but rather to either eliminate the task altogether or perform it parallel with
other tasks so that the overall system response time is reduced. The measurements for the
business and the customers must also be clearly set so that there is an understanding of
the customer expectations from the process. Once a mission is in place and the current
process is understood, improvement opportunities can be identified. For example, the
process owner at Duke Energy realized a new way to organize warehouse facilities.
Parts that will be required by installation crews, for example, are laid out the night
before for easy pickup in the morning, so that crews can load their trucks and be on the
road in ten minutes, a fraction of the 70 minutes it used to require. - Harvard Business
Review, (1990).
This process must be documented on the terms of cost, time, and value data. This
is the step where companies could build a process map. A process map or matrix
illustrates the relationship between business processes and functional entities. In some

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companies, there are time collection processes within a customer care functional group
that needed to be integrated into the overall core time collection process. A process map
will show these relationships.
Next, the organization must carefully resolve any inconsistencies from the old
plan with the new reengineered idea. Certain questions must be asked at this point to
make sure the reengineering effort is moving in the right direction and that the
reengineering effort is realistic or ideal for the company goal. In the case of Duke
Energy, the goal is clear, straight forward transaction with the customer. The emphasis
has gone from looking up the command chain to looking out at the customer. Once the
goals of business process reengineering have been carefully evaluated compared to the
existing systems in place at an organization, the entire team must be informed f the new
vision.
e. Develop and communicate vision of improved process
In business process reengineering, moving from a very narrow, routine job to one
that's broader and allows an employee to think more is very challenging. Change in
general at an organization is a challenge and requires strong communication to
employees. There can be a good deal of initial wariness of business process
reengineering by employees worried about losing their jobs. Keeping the company
informed about the project from the start through a series of all-hands meetings to allay
fears or using internal networks to keep communications up, are two ways in which
organizations may calm nerves and deliver a clear vision. In addition to communicating,
the company must identify actions required and those responsible.

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The most visible difference between a process enterprise and a

traditional organization is the existence of process
owners.Process ownership has to be a permanent role, for two
reasons. First, process designs need to evolve as business
conditions change, and process owners need to guide that
evolution. Second, in the absence of strong process owners, the
old organizational structures will soon reassert themselves.

VII.

Why does BRP fail?

70% of the BPR projects fail. Biggest obstacles that reengineering faces are lack of
sustained management commitment and leadership, unrealistic scope and expectations
and resistance to change.
The positive preconditions for BPR success are: senior management commitment and
sponsorship, realistic expectations, empowered and collaborative workers, strategic
context of growth and expansion, shared vision, sound management practices,
appropriate people participating fulltime and sufficient budget. The negative
preconditions related to BPR are the wrong sponsor, a "do it to me" attitude, cost-cutting
focus and narrow technical focus. The negative preconditions relating to the organization
include unsound financial condition, too many projects under way and fear and lack of
optimism. To turn around negative conditions, firms should do something smaller first
and conduct personal transformation.
The primary reason of BPR failure is often seen as overemphasis on the tactical aspects
and the strategic dimensions being compromised. The most failures of reengineering are
attributable to the process being viewed and applied at a tactical rather than a strategic
level. There are important strategic dimensions to BPR, for example developing and
prioritizing objectives, defining the process structure and assumptions, identifying trade-

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offs between processes, identifying new product and market opportunities coordinating
the reengineering effort and developing a human resources strategy. The ultimate success
of BPR depends on the people who do it and on how well they can be motivated to be
creative and to apply their detailed knowledge to the redesign of business processes.
To avoid failure of the BPR process it is recommended that:

BPR must be accompanied by strategic planning, which addresses leveraging

Information technology as a competitive tool.

Place the customer at the centre of the reengineering effort, concentrate on

reengineering fragmented processes that lead to delays or other negative
impacts on customer service.

BPR must be "owned" throughout the organization, not driven by a group of

outside consultants.

Case teams must be comprised of both managers as well as those who will
actually do the work.

The Information technology group should be an integral part of the

reengineering team from the start.

BPR must be sponsored by top executives, who are not about to leave or
retire.

BPR projects must have a timetable, ideally between three to six months, so
that the organization is not in a state of "limbo".

BPR must not ignore corporate culture and must emphasize constant
communication and feedback.

It has been criticized that BRP it is often used as a euphemism for "denominator
reduction." One may view productivity as a function of revenue or sales divided by the
number of people required to generate the revenue. BPR increases productivity by cutting
costs but does nothing to increase the revenues or sales. BPR is often undertaken by firms
"playing catch up" to avoid disaster, but it does nothing to "regenerate core strategies,"
which can lead to a real growth in revenues. Other critics warn that although BPR may

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lead to a competitive advantage, it is destined to be short-lived. When one company

lowers its costs of doing business, other companies will immediately follow, and the
competitive advantage is lost. [1], [5], [12]

VIII.

Conclusion
In this paper a comprehensive review of Business Process Reengineering has been

presented. As have been reviewed the Reengineering is a fundamental rethinking and

redesign of business processes to achieve dramatic improvements. BPR has emerged
from key management traditions such as scientific management and systems thinking.
Rules and symbols play an integral part of all BPR initiatives. Dont assume anything remember BPR is fundamental rethinking of business processes. BPR also encourages
companies to perform the unheard
of in todays business: Trust Yourself and remember that BPR is a model that assumes
that the individuals working there are professionals and understand the industry that they
work. BPR makes companies better by shedding the old image of conflict between
departments over money and favor to one where everyone needs to work together to
ensure the viability of the company. BPR also takes its mantra to the customer himself..
Oversees competition makes BPR even more imperative. Furthermore, all members of
the organization work toward a single identifiable goal that does necessarily exist in their
domain. The feedback from Customers will be indicative of how the company is
perceived. If the organization has a long-term commitment to building trust and quality

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with their accounts, then these firms would be likely candidates for success.
However, if the same organization is known for fighting, and a cut-throat
approach to sales, then this type of firm probably is in trouble. BPR allows the rest of us
to examine our organizations, identify weakness and propose changes that challenge the
way we run companies. Admittedly, the catalyst has been a response to economic
difficulties, but more and more organizations are embracing the need to operate smarter,
faster, with more horizontal integration and at a greater speed than ever before. Once
again, BPR is the alternative to the famed consultants coming into your business to ask
the two following questions: Why are you not making any money? if so, You could be
making a lot more. However, the people who make the products still have the inside
track on making it run efficiently.

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IX.

References:
1. Erik Brynjolfsson, Amy Austin Renshaw, Marshall van Alstyne The Matrix
of Change:A Tool for Business Process Reengineering from internet.
2. Hammer, M. and Champy, C. Reengineering the Corporation: A Manifesto
for Business Revolution, (ISBN 0-88730-640-3), Harper Business, New York,
1993.
3. Tua Sundholm Business Process Reengineering from internet
4. Ian Mizrahi Business Reengineering With Standard Software from internet
5. Alan R. Dennis, Traci A. Carte, Gigi Kelly Breaking the Rules: Success and
Failure in Groupware-Supported Business Process Reengineering from
internet
6. Leslie Johnson, Maria Stergiou The Link Between BPR, Evolutionary
Delivery and Evolutionary Development from internet
7. Geetha Abeysinghe, Peter Henderson, Keith Phalp and Robert Walters
Presentation of Business Process Models using Process Oriented Systems
Description from internet
8. Dipl.-Ing. Juergen W. Thun Cost reduction through Business Process
Reengineering (BPR) .TMC International 2003. from internet
9. Fred Nickols Reengineering the Problem- Solving Process Distance
Consulting 2004

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10. M. Al-Mashari, M. Zairi Next-Generation Business Process Reengineering

(BPR): A Holistic Model for Effective Implementation First Gulf
International Quality Conference, April 2000.
11. Hans J. Stockenberger Total Quality Management & Business Process
Reengineering: An Integrated Approach First Gulf International Quality
Conference, April 2000.
12. Oka Training Ltd. 2002 Business Process Reengineering in New Era in
Development. from internet

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