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BUSINESS PROCESS
REENGINEERING
An ICT Approach
BUSINESS PROCESS
REENGINEERING
An ICT Approach

Edited by
Heru Susanto, PhD
Fang-Yie Leu, PhD
Chin Kang Chen, PhD
Apple Academic Press Inc. Apple Academic Press Inc.
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Library and Archives Canada Cataloguing in Publication

Title: Business process reengineering : an ICT approach / Heru Susanto, PhD,

Fang-Yie Leu, PhD, Chin Kang Chen, PhD.
Names: Susanto, Heru, 1977- author. | Fang-Yie, Leu, author. | Chen, Chin Kang, author.
Description: Includes bibliographical references and index.
Identifiers: Canadiana (print) 20190062932 | Canadiana (ebook) 20190063017 |
ISBN 9781771887113 (hardcover) | ISBN 9780429488573 (PDF)
Subjects: LCSH: Reengineering (Management) | LCSH: Information technology. |
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ABOUT THE AUTHORS

Heru Susanto, PhD

Heru Susanto, PhD, is currently Head of the
Information Department, BOSDM, LIPI and
Researcher of Computational Science & IT
Governance Research Group, Research Center
for Informatics, LIPI. At present, he is also
an Honorary Professor at the Department of
Information Management, College of Manage-
ment, Tunghai University, Taichung, Taiwan.
Dr. Susanto has worked as an IT professional
in several roles, including Web Division Head
of IT Strategic Management at Indomobil
Group Corporation and Prince Muqrin Chair for
Information Security Technologies at King Saud
University. His research interests are in the areas of information security,
IT governance, computational sciences, business process reengineering, and
e-marketing. Dr. Susanto received a BSc in Computer Science from Bogor
Agricultural University, an MBA in Marketing Management from the School
of Business and Management Indonesia, an MSc in information systems
from King Saud University, and a PhD in information security system from
the University of Brunei and Tunghai University.

Fang-Yie Leu, PhD

Fang-Yie Leu, PhD, is currently a Professor in the
Computer Science Department, Tunghai University,
Taiwan, and on the editorial boards of several jour-
nals. Prof. Leu organizes Mobile Commerce, Cloud
Computing, Network and Communication Security
(MCNCS) and Compact Wireless EVA Communi-
cations System (CWECS) international workshops.
He is an IEEE member and now serves as the
Technical Program Committee (TPC) member of many international confer-
ences. He was also a visiting scholar of Pittsburgh University, Pennsylvania.
vi About the Authors

His research interests include wireless communication, network security, grid

applications, and security. Dr. Leu received his bachelor, master, and PhD
degrees all from the National Taiwan University of Science and Technology,
Taiwan.

Chin Kang Chen, PhD

Chin Kang Chen, PhD, is a Lecturer at the Univer-
siti Brunei Darussalam, Begawan, Brunei. He also
has industry experience from working on projects
with the local telecommunications companies and
government ministries and agencies. His research
interests include information security management
system, IT governance, mobile devices, cloud
computing, and e-government. Dr. Chen received his
Bachelor of Engineering from the Royal Melbourne
Institute of Technology, Australia; his Master of Digital Communication
from Monash University; and his Master of Information Technology from
Queensland University of Technology; and his PhD from the University of
Brunei.
CONTENTS

Abbreviations ..............................................................................................ix
Preface.........................................................................................................xi

1. The Success of Information Technology: The Greatest

Empowering Agent of Business Process Reengineering .......................1
2. Heading Toward a New Direction of Development Through
ICT Emerging Technology ..................................................................17
3. Information Technology-Enabled Business Process Reengineering:
Organizational and Human Resource Dimensions ..............................37
4. Rethinking, Replanning, and Rebuilding: Customer Expectations .....53
5. ICT as a Driver of Business Process Reengineering ...........................69
6. Corporate Goals and Creating Value: Improving Organizational
Innovation ............................................................................................83
7. Reengineering Processes: Key Toward Information Technology
Improvements ......................................................................................99
8. Crafting Possibility Improvement: An Information System
Approach ........................................................................................... 115
9. Process Restructuring: Customers, Suppliers, and Business
Partner Dimensions ...........................................................................131
10. Application of Six Sigma in Information Technology: A Business
Process Redesign Perspective ...........................................................151
11. Managing the Role of Information Technology: Alteration of
Corporate Changes ............................................................................169
12. The Role of Information Technology: A Driving Force Behind
the Productivity of Organizations......................................................185
13. Business Process Reengineering: Producing a Higher Level of
Output to a Specific Product in a Specific Time ...............................201
viii Contents

14. Technology Enhancement Redesign Business Structure:

From Functional to Cross-Functional................................................215

Index ........................................................................................................231
ABBREVIATIONS

AIS accounting information system

BPR business process redesign
BPR business process reengineering
CAD computer-aided design
CAIS computerized accounting information systems
CAM computer-aided manufacturing
CG Comp Group
CORE Comp Operations Reengineering
CPC centralized processing centre
CRM customer relationship management
CSF critical success factors
DMAIC define, measure, analyze, improve, and control
DSS decision support system
EDI electronic data interchange
ERP enterprise resource planning
HRM human resource management
ICT information and communication technology
IS information systems
ISACA Information Systems Audit and Control Association
ISD information system department
IT information technology
ITD Income Tax Department
ITR income tax returns
JIT just-in-time
LAN local area network
LR logistic regression
MIS management information system
OLPIT Ontology for Linking Processes and IT infrastructure
RFID radiofrequency identification
ROI return of investment
SMART smart, measurable, achievable, realistic, and time bound
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x Abbreviations

SMEs small and medium enterprises

TPS transaction processing system
TQM total quality management
UC unified communication
PREFACE

Nowadays, information technology (IT) is widely used as it provides the

ability to collect, manipulate, store, disseminate data and information, and
provide feedback mechanism to help business organizations in achieving
their objectives. IT plays a vital role in enabling improvement in business
process reengineering (BPR) activity cycles as it provides many compo-
nents that enhance the performance and leads to competitive advantages. In
addition, IT also helps to redesign business processes to achieve common
corporate goals and create value to customers.
IT can help to improve main business processes in terms of communica-
tion, inventory management, data management, management information
systems, customer relationship management, computer-aided design,
computer-aided manufacturing, and computer-aided engineering.
In today’s world, competition level has been increasing dramatically
for business. BPR provides a solution to this issue. Many corporations had
become successful with BPR. Reengineering is the continuous modifica-
tion and redesigning of business processes to achieve more improvement
in quality, cost, performance, services and response in a business, whereas
business process is the activity which implement what consumer or market
desire for a product or service. With process reengineering, business can
increase in value for consumer both in internal and external. IT allows an
efficient and effective change when work is performed. BPR contains three
elements: input, processing, and outcome. The major problem for the busi-
ness process is the processing part. BPR mostly focuses on the processing
part so it can be more time and money consuming.
Successfulness of BPR depends on many factors. One of the main factors
is how to implement IT into process reengineering. IT is a major core of BPR
and was called as a major cause for the change itself. Continued improve-
ment in IT and abilities shows that IT’s role in process reengineering is not
likely to be disparage. IT tends to create a high-executing organizational
design while also contributing to organizations with the suppleness to rede-
sign business processes.
CHAPTER 1

THE SUCCESS OF INFORMATION

TECHNOLOGY: THE GREATEST
EMPOWERING AGENT OF BUSINESS
PROCESS REENGINEERING

ABSTRACT

Business process reengineering (BPR) is an approach or business manage-

ment strategy that focuses on reanalysis of business process, rethinking
strategy, and integrating both the usage of information technology (IT) and
process redesign in order to achieve a drastic improvement in efficiency
as well as to reduce wastage of efforts to start working from the beginning
phase until toward the reinvention and guide them to achieve an improve-
ment in performance and revenue. Here, BPR is also a methodology for
updating and rebuilding the way the work is carried out to better help the
association’s central goal and reduce costs. The utilization of IT is one of
the benefits that empowers BPR in both assembly and administration of
commercial ventures. It has highlighted the noteworthiness of IT in business
method reengineering, and demonstrated that IT is a champion amongst
the most prominent strategies which emphasized that enterprises can make
their endeavors less requesting, overhaul their affiliation, change the way
they work, and fulfill large change using, among diverse engaging impacts.
This study will elaborate how the success of IT enables the organizations to
empower business reengineering.

1.1 INTRODUCTION

It has been more than two decades since the business process reengineering
(BPR) was introduced for the first time as a tool for change in American busi-
ness sector. The US companies used reengineering as an effective tool for an
implementation in order to improve the organization to be more efficient and
2 Business Process Reengineering: An ICT Approach

competitive (Attaran, 2004). BPR is an approach or business management

strategy that focuses on reanalysis of business process, rethinking strategy,
and integrating both the usage of information technology (IT) and process
redesign in order to achieve a drastic improvement in efficiency as well as
to reduce wastage of efforts. The concept “dramatic changes” is being used
to cover all the projects of the BPR with difference in a wide variety of
methods that are mostly based on “continuous improvement” or “kaizen.”
BPR encourages in “reinventing the wheel,” that can motivate an organiza-
tion to start working from the beginning phase until toward the reinvention
and guide them to achieve an improvement in performance and revenue
(Mohapatra, 2013). However, the process may or may not be successful
because every process not only has pros but also has cons as regards organi-
zation. This study will elaborate how the success of IT enables the organiza-
tions to empower business reengineering (Susanto, 2016a, 2016b).

1.2 METHODOLOGY

This study analyzes how IT is associated with the success of reengineering

the business process in order to enhance both the efficiency and effective-
ness of the processes in an organization after the implementation. The data
collected were mainly from online research and the library. Each member
of the group collected at least two journals and two books. Only relevant
journals and related books were selected that will be used for the observa-
tion in this research. To authentically establish the validity of our research,
the selected journals and books are vital for data analysis. A detailed and
thorough search was attempted in order to recognize the problems and find
solutions that can be applied both in the organization and in IT, which in
turn, gradually bring success in the BPR. The difficulties we faced during
the research were that we were unable to do our own survey of the various
companies, particularly in Brunei, due to the restricted time limit. Nowadays,
most companies in Brunei use IT to make their work much faster and more
effective. Therefore, the probability of the companies that do not utilize IT
in their organization is obviously low.

1.3 LITERATURE REVIEW

In the past, a few studies were done to know more about the outcomes of
BPR and the interdependence between IT and reengineering. The following
The Success of Information Technology 3

paragraphs are a few excerpts of the outstanding studies that mentioned

about IT and competition in an organization when applying the BPR.
Jesse (2013): In his study on “Testing success factors for manufacturing
BPR project phases,” Jesse identified some of the aspects for the success of
BPR project phases and the advantages acquired from it. The framework was
tested with a sample size of about 212 top manufacturing managers, who
were plant managers and were willing to share their companies’ struggle
regarding their latest BPR project implementation. The results were that
some success aspects such as process redesign, changes in adoption of BPR
project, and the benefits were given more importance than the actual project
phases planned. Except for the nonrelated connection between project incep-
tion and process redesign, however, overall the relationships between other
phases were related and at times viewed as the major source of success in
the subsequent phase.
Khodakaram et al. (2010): In their studies entitled “Interpretive Struc-
tural Modeling of Critical Success Factors in Banking Process Reengi-
neering,” Khodakaram et al. analyzed the critical success aspects to consider
when planning a BPR project in the banking sector. Interpretive structural
modeling is a method that is used to identify the critical success aspects in the
implementation of BPR. The aspects mentioned to produce higher chances
of success in BPR projects were egalitarian culture, use of IT, customer
involvement, change management, top management commitment, less
bureaucratic structure, project management, adequate financial resources,
and quality management system. It is mentioned that if these aspects were
taken into account seriously and not overlooked, the percentage of success
in BPR projects will be higher.
Mahmoudi and Mollaei. (2014): In their research titled “The effect of
Business Process Reengineering Factors on Organizational Agility Using
Path Analysis: Case Study of Ports & Maritime Organization in Iran,”
Mahmoudi and Mollaei identified that the objective is to investigate the
factors of business reengineering factors. Path analysis methods were used
to assess the progress in Ports and Maritime Organization of Iran with 120
questionnaires distributed each to IT, the marine, financial, and training divi-
sions. The questionnaires were rated in a scale from 1 to 5 by choosing how
important the following BPR factors were: empowerment, methodology,
cultural factors, leadership, communications, performance management,
and strategic alignment of IT. The results of the research were that leadership
played an important role in organizational agility while empowerment and
IT came in as the second and third most important factors than other factors.
4 Business Process Reengineering: An ICT Approach

Braun et al. (2010): Braun et al. in their research on “Understanding

Benefits Management Success: Results of a Field Study” (2010), pointed
out their discovery of an exploratory field study on how the advantages of
management achievement ultimately provided to better exploit IT and IS
divisions. In the research, they had an interview which was semistructured
with 34 people that hailed from within 29 business centers. The three
dimensions which outline the advantages of the achievement provided were
the benefits management capability, benefits management resources, and
contextual factors. The analysis alongside paved way for benefits planning
competency, benefits measurement competency, and benefits implementa-
tion competency.
Thus, Braun et al. concluded that resources alone are not enough to guar-
antee the success of management process, as contextual factors: business/IT
alignment and top management support are also needed in order to obtain
higher chances of success in the management process.
According to Venkatraman (1994), BPR is a methodology for updating
and rebuilding the way the work is carried out to better help the associa-
tion’s central goal and reduce costs. As expressed in Sungau and Msanjila
(2012) study, the utilization of IT is one of the achievement benefits that
empowers BPR in both assembly and administration of commercial ventures.
For instance, by completing BPR, banks examined the opportunities provided
by IT systems and gadgets to automate and improve efficiency of their orga-
nization and accordingly update purchaser reliability, enable e-dealing with a
record, fuse appendage frameworks, etc. Meanwhile, in collecting data from
industries, the purpose of IT is to reconstruct techniques related to customers,
suppliers, and distinctive accessories to handle the business (2000).
Olalla (2000) in his work “Information Technology in Business Process
Reengineering” has highlighted the noteworthiness of IT in business method
reengineering. His work demonstrated that IT is a champion amongst the
most prominent strategies. He emphasized that enterprises can make their
endeavors less requesting, overhaul their affiliation, change the way they
work, and fulfill large change using, among diverse engaging impacts, IT.
In any association across the world, IT is the greatest empowering agent
and driver of BPR. BPR aims to improve client benefit by enhancing profit,
disposing of waste, and reducing the cost. The BPR driver aims to recognize
the sensational changes by, in a general sense, reconsidering how the work of
an association ought to be carried out rather than the minor methodological
changes that emphasize on the usefulness or incremental change. Reengi-
neering includes “radical enhancements” and not just a small adjustment
The Success of Information Technology 5

made toward an end result. Apparently, to change the design or structure of

a system without an IT backing is almost unimaginable. The development of
IT gives various alternatives to process execution that were unrealistic past,
which opened the likelihood of reengineering in the first stage. There is a
relationship between BPR and IT. Hammer (1990) considers IT to be the key
execution parameter of BPR.
Organizations that aim at high innovation alone or BPR alone cannot
accomplish the same result and business execution is the association that
advantages from interdependency between IT and BPR (Najjar et al., 2012).
One thing that is just the same as in all procedure change activities is that
data innovation is a real segment, paying little heed to the technique. Sledge
and Champy (1993) and Irani et al. (2002) expressed that data innovation is a
significant segment of BPR. It is becoming more clear that ventures in new IT
or BPR cannot exist without the interdependency (Kohli and Hoadley, 2006)
and, on the other hand, by simply executing new IT, it will not make BPR work
(Lee et al., 2009). IT assumes six roles to play in BPR: limitation, impetus,
unbiased, driver, empowering influence, and proactive. With the success of IT
playing these roles, it can surely help in business process reengineering.

1.3.1 THE BUSINESS ADVANTAGE OF IT

Hendricks (2013) in a National Edition article stated that IT in businesses can

aid a company on securing vital information in the first place. This means
that a business can have a backup of secure information or data provided by
the consumers, if lost. Secondly, by using IT, communication and collabo-
ration will be made easier. Especially between authority and workers, that
when using IT communication can be made better by working at tandem
on the internet. Furthermore, there will be a proper way of dealing with the
revenue of the company. This shows that using IT in a company can satisfy
a consumer because the transactions are properly entered and documented.
Lastly, experts using IT can advance the process more because of their skills.

1.3.2 CATCH-22 SITUATION IN IT

As we live in a world of advanced technology, there are still positive and

negative situations to be faced (Susanto, 2017a, 2017b, 2017c, 2018;
Susanto and Chen, 2018a, 2018b). An article from The Economic Times
(2008) stated that IT can help in satisfying customer needs as well as in
6 Business Process Reengineering: An ICT Approach

providing better service. The best thing IT can provide an organization will
be the capacity to handle large amount of information that must be processed
in the organization. Therefore, if the technology installed malfunctions, the
company may be in trouble. Furthermore, to avoid problems, a company that
utilizes IT in its business must be aware of terms of security because fraudity
is everywhere, especially when it comes to hacking another company. This
can be easily achieved by professionals that have expertise in IT (Susanto
and Almunawar, 2015, 2016, 2018; Susanto et al., 2011, 2018).

1.3.3 ASSESSING READINESS FOR BPR

Abdolvand et al. (2008) stated that BPR can increase competitiveness as its
main advantage. They conducted a research on how to assess this process
in order to understand the real use of BPR. This process can actually help a
business in terms of sales, consumer service, and innovation as well as help
meet their targets, thus paving way for the company’s success. In addition,
it can also help in dealing with technological malfunctions and choosing the
right strategic options. It is also stated that this process is a useful tool in
taking any organization to the next level from their current level of activity.

1.3.4 BUSINESS PROCESS REENGINEERING

As the idea of this tool has been introduced into most business organizations,
it paves way for changes in the corporate sector. In The Economist, Online
Extra (2009) explains how BPR can help achieving unexpected improve-
ments which can bring success to a company. It has also been stated that it
can measure a company’s performance on a daily basis and so it should have
the key to identify any weaknesses in terms of factors of production, quality
of goods, service given to customers and also speed in product maximization.

1.3.5 CONCLUSION

IT has been used in a business company as a tool to strive for success.

When it will work together with BPR, there will be a double achievement
in performance. In order to succeed in any process reengineering, IT must
be operated by a professional worker. This is to make sure any data or
information collected is secured. Secondly, to maintain the current business
The Success of Information Technology 7

daily performance or show improvement. However, using IT in a business

company can avoid malfunction that can cause a huge loss to the business
or to protect the businesses information security. When having information
system in BPR, many possible successes can be made possible.

1.4 IT GOVERNANCE

IT governance is a vital managerial skill to encourage critical IT-business

alignment and IT value transfer to business. To apply the IT governance, firms
will have the opportunities to make use of specified practices concerning
decision-making systems, processes, and relevant structures. However, the
precise contributions of these practices continue to be poorly understood
(Bermejo et al., 2014). This case study aims to recognize the IT governance
practices of successful businesses as well as the drawbacks of companies
with lower business and IT results.
A study conducted by Information Systems Audit and Control Associa-
tion with business and IT experts in Latin America identified a number of
core IT governance difficulties such as high costs, low returns, and aggre-
gation value of IT investments. In addition, this case study was based on
quantitative data relating to the maturity of IT governance practices and
results achieved by the IT and organizations. IT governance practices were
attained from the test conveyed by De Haes and Van Grembergen.
The survey obtained a total of 652 samples from Brazilian companies.
470 were private companies, 146 were public, and 36 companies were mixed
(public and private). Regarding the employees, 317 companies have more
than 500 workers, 52 companies have 250–499 workers, 134 companies
have 50–249 workers, 44 companies have 20–49 workers, 65 companies
have 5–19 workers and 30 companies have employees not more than 5.
Structured questionnaire were handed over to employees in managerial
positions. In the questionnaire, the samples analyze the maturity of the IT
governance practices as well as the results.
IT maturity was measured and evaluated using a six-point scale. First,
nonexistent where the practice is not conducted. Second, ad hoc where prac-
tice is conducted occasionally. Third, intuitive and repetitive: the practice is
repetitively conducted but not documented formally; fourth, implemented
and documented where the practice is repetitively conducted and docu-
mented; fifth, measured where the practice is measured for its performance;
and finally, sixth, optimized and continuous improvement where the practice
is fully conducted, measured, and improved by time.
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8 Business Process Reengineering: An ICT Approach

Similarly, the IT business also used the six-point scale for their result
respondents in terms of their level of agreement of the question in the ques-
tionnaire where (1) strongly disagree, (2) disagree, (3) partially disagree, (4)
partially agree, (5) agree, and (6) strongly agree.
The method for the analysis is divided into two: factor analysis and cluster
techniques. Factor analysis promotes the simplification of IT governance
practices and results while cluster techniques were used to identify different
groups of organizations using the Ward Method.
The average of the 652 companies in each factor was obtained. Then,
these averages were contrasted with the full sample averages for each factor.

1.5 CASE STUDY—FACTORS OF SUCCESS IN INFORMATION

PROJECTS USING IT: EVIDENCE FROM ANKARA

Information system is enabled in BPR in such a way that it improves its

efficiency and productivity of the company. It helps to redesign new look, In
order to attract peoples’ attention from its creativity. Through IT, BPR also
helps humanity to minimize time consumption, detecting human errors, and
cut cost of production. In fact, company uses IT to improve the quality of the
management of the projects.

1.5.1 PROJECT AND PROJECT MANAGEMENT

Project management gets more complicated as changes are made rapidly,

that may affect the business environment. Information technologies have
higher influences on social and economic systems due to the major changes
in business life. Changes are the basic reason to have a more effective
project management in enterprises. It is also suggested that software project
management today is an art (Boehm and Ross, 1989: 1). In this case, it is
important to increase the project management day-by-day and the use of
project management in most of the area of information technologies (IT) is
becoming widespread. On the other hand, failures in projects increases in
a higher rate the need to understand the reasons behind the conditions for
being successful in projects and IT project management. When the condi-
tions for being successful are met, projects can be completed as planned
before. In this study, first of all, the definition of success of IT projects as
well as the factors is discussed. By conducting a comparative study, where
the factors leading to project success are investigated. In order to determine
The Success of Information Technology 9

these factors in Turkey, a questionnaire is prepared and responses from 68

project managers were evaluated. The factors that are affecting the success
of the project are being analyzed by logistic regression (LR) method. The
results are compared with the ones obtained for Sweden and Australia,
which is realized by Svensson (2006).
A project is a temporary endeavor undertaken to create a unique products
or services. It is the one time and problem-specific process that may obtain
the goal or target. The project and the project management in existence of a
defined goal with specific characteristics or pre-defined beginning and final
dates are a specific budget. They need minimum features specifying the
usage of sources in order to rethink about new methods to design products in
extension strategies. In addition, there are some extra common features seen
in the project, which are complexity, not repeating and ambiguity (Slack et
al., 1998: p 590). It is applying the information, ability, tools, and instrument
to project activities to satisfy the consumer expectations and taste. Project
management is measured by the degree of obtaining the goals for the three
constraints and consumer satisfaction in order to be successful.
However, it is not easy to answer the questions what are the successful of
information technologies or how it is defined. In BPR, IT varies according to
the position in the organization and, for instance, it is found to be successful
to software developers. Mostly project accepted as the one which satisfies
budgeting expectations and has the needed characteristics due to business
goals and objectives.
Factors of success in IT projects, a research that is conducted by
Standish Group indicates that 61.5% of the projects in the large companies
may have exceeded the planned budget or may lead to “Over-budgeting.”
The average exceed in budget is 189%, while the average schedule delays
is 222%. It demonstrates that 60% of the software projects have reli-
ability and quality problems. “The success of projects increases in 2000
compared to 1998 results and it rises to 28%. Examining the cost overruns
reveals that the overruns were 189% in 1994 and they were 45% in 2000.
While only the 61% of the initially specified features of the project were
covered in 1994, in 2000 this ratio was increased 67%. This rise suggests
that software industries have developed their abilities to realize successful
projects. The dispersion of successful, unsuccessful, and postponed proj-
ects can be seen in Figure 1.1 between the years 2000 and 2009” (Standish
Group, 2009). Three important reasons increase the project management
are smaller application parts, better management, and usage of standards
methods.
10 Business Process Reengineering: An ICT Approach

vo

so
40

• successful
~u
• uns.uc.ces..-;.fu l

20 • postponed

10

0
2000 2002 2004 2009

FIGURE 1.1 Implementation of IT project management.

1.5.2 DATA AND METHODOLOGY

Data are collected from a questionnaire distributed to a random set of

people, such that the questionnaire includes 20 questions: questions about
the time of project and the number of persons who works on the project, and
so on. Questionnaires are sent to randomly selected IT people by e-mail.
Conducting the survey in the specific place or location may be considered a
limitation. It is known that very high budgets place; strategically it is impor-
tant for the country as well.
Because most of the questions are “yes–no” type, the questionaire will be
designed as binary variables, where the answer “yes” is coded as 1 and “no”
as 0. In fact, some questions are in metric measurement scales; or in ratio
scales, the remaining part is a nominal scale type. The questions and their
coding can be seen such as follows:

• Person—The number of people working on the project

• Time—Duration of the project
• Experience—Experience of the project manager
• Change—Whether there is a change in project manager during the
project
• Overwork—Whether long working hours on project is possible
• Reward—Whether rewarding long working hours exists
• Method—Whether a method is used in determination of the
requirements
• Specified—Whether the requirements are determined before the
project starts
The Success of Information Technology 11

• Enough time—Whether there is enough time to determine the

requirements before the project starts
• Scope—Whether the scope of business is well-defined
• Cost—Predict whether the cost forecasts are done together with
project manager and with his/her team
• Calendar—Whether the project calendar is initially determined
• Calendar success—The success of calendar forecasts
• Add staff—Whether new employees are included to project team to
catch the project calendar
• Sponsor—Whether a sponsorship support exists
• Participation—Whether customer or the last user participate to project
process
• Risk—Whether risks are determined before the project starts
• Manager—Whether the project manager finds the projects successful

Binary variables represent the probability of existence and nonexis-

tence, which is to evaluate such a data, in LR and discriminant analysis.
DA (discriminant analysis) however, has strict assumptions, for example,
multivariate normality and equal variance covariance matrices across the
groups that are very unlikely to be met. Therefore, LR is chosen as the
appropriate methodology for the study. Dependent variable represents the
success and the failure, while independent variables are given as stated in
bullet points above.

1.5.3 FINDINGS

In this section, a quick glance at the answers of the questionnaires is given

and the result from a logistics regression which explores the relationship
between success and the independent variables that are defined to be
presented. IT can detect that in all projects, 32.3% of project are changed on
average, in which 75% are unsuccessful, while only 26.7% are successful. It
is observed that there is an equal circulation of managers in both successful
and unsuccessful projects, but circulation of projects managers is higher in
successful projects. It shows that it is effective that project manager changes
on project in success, it is necessary to test the reason behind these changes
by different questions, due to resignation or being assigned.
In this study, in 85% of the successful projects, the scope of business is
well defined as good, and it is 37.5% for unsuccessful projects. Svensson
(2006) also reaches the same results in Australia. This result is in line
12 Business Process Reengineering: An ICT Approach

with the study of Jurison (1999). Jurison (1999) notes that badly defined
scopes can cause defects while determining the requirements. Unrealistic
project objectives or goals and project plans which are not reflecting the real
situation.
Findings of the LR indicate that there is no direct impact of the factors
stated below on project success. These factors are the experience of project
management, changing the techniques of project manager, supporting for
long working and giving the staff a reward by using the specific method
to give them motivation while determining the requirements, defining
well establishing a project calendar, making a good of estimation and
extra personnel addition, sponsorship support, participation of customer,
and including manager to cost forecasts and initial risk identification. The
low return rate can be one of the reasons of the lack of relations between
project success and these factors. On the other hand, following factors have
impact on project success: complete and accurate requirements at the begin-
ning of the project, allocation of enough time to define and determine the
requirements.
This finding, in fact, is not very different from the results of previous
literature. For example, in 1995, the Standish Group surveyed IT executive
managers asking their opinions about why projects succeed. They state one of
the three major factors is the clear statement of requirements, which is highly
consistent with our analysis results. Moreover, the other factors proposed
are user involvement and executive management support. Since the answers
in the last questions highlight the substantial effect of customer/last user
participation, one may infer that our results are consistent with the Standish
Group survey, in this manner. Our analysis may imply that completing and
clarifying requirements at the beginning of the project make the project team
to focus on project target and aim, which is followed by high motivation and
success. Allocation of enough time to define and determine the requirements
is also crucial, since it provides efficient and effective planning. Therefore,
good time planning is a necessary condition to achieve the purposes. In this
context, the people responsible for managing the information technologies
project should take these factors into account to solve the problems and to
achieve success.

1.6 CONCLUSION

The rapid change of IT and its declining expenses are opening more doors
for associations to drastically change and make big strides on how they
Random documents with unrelated
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Penso che sei... Ah! via, finiamola tra noi, tra uomini.

CLAUDIO (freddamente)
Un duello?! — Eh, certo sarebbe un sollievo trovarsi di fronte,
avventarci l’uno contro l’altro e soffocar tutto nel sangue..... Ma io
non voglio.

PIERO (va a lui, stravolto, coi pugni stretti)

CLAUDIO (impassibile)
Eeheh!..... Ho previsto tutto; sai. Non vi salverebbe neppur la mia
morte.

PIERO (si ferma. Dopo una pausa, durante la quale il

suo volto cambia espressione)
Claudio, e se fosse la mia?... La mia morte, dico. Per Dio, sei un
uomo, vendicati dell’uomo! — Dammi le tue condizioni, parla.

CLAUDIO
Ho parlato.

PIERO
Sono disposto a tutto, sai, a tutto. Come vedi, il campo è ampio, alla
tua vendetta. Non la rivedrò più..... Mi comprendi?

CLAUDIO (non lo guarda, non risponde)

PIERO (con angoscia crescente)

Non la rivedrò più... Andrò via, lontano; non tornerò, non udrai più
parlare di me, mai, mai..... Se mi troverai sulla tua strada potrai
uccidermi come un cane... Vado via, Claudio, partirò quando vorrai.
Te ne dò la mia parola d’onore. (con forza) Si può non credere in
Dio, ma alla parola d’un gentiluomo si deve credere.

CLAUDIO (non risponde)

 PIERO
Ma... poichè ti giuro sulla memoria di mia madre che tutto sarà
finito! Non intendi, non ti basta? Ti par poco? Vuoi..... vuoi, vuoi che
io ti scriva qui di mio pugno una lettera nella quale ti annunzio che
mi uccido? — La mostrerai poi.

CLAUDIO (accenna di no, col capo)

PIERO
E rispondi! Ma cosa vuoi, che pretendi?... Dammi quelle lettere,
Serra... Claudio, dammi quelle lettere, dammele per lei..... Se l’hai
amata devi poter perdonare...; l’amore non può esser tutto svanito
in poche ore. — No, di lei, no, ma di me fa quel che vuoi. T’ho detto:
a tutto, disposto a tutto. (volgendo l’occhio alle armi della parete) A
non uscir vivo di qui, a morir sull’istante. Si può...; Non va... non ti
basta? Faccio di più. Ti prego, ecco. Dammi quelle lettere; ti
supplico, e, per Dio, mi vuoi a terra? eccomi a terra!... (alzando
subito la testa) Non ti basta!

CLAUDIO (voltandosi imperioso con voce terribile)

No... Ti accordo la giornata intera!

PIERO (esce).

SCENA III.
CLAUDIO, LUIGI.

CLAUDIO (correndo alla scrivania)

Luigi, Luigi?... Luigi!

LUIGI (accorrendo)
Signore...
 CLAUDIO (prestissimo)
Vieni qui. (mostrando la busta suggellata) Ecco, tieni a mente, se mi
capita disgrazia...

LUIGI
Misericordia!!...

CLAUDIO
Taci. Prima d’ogni altra cosa, subito, subito, a qualunque costo, devi
portar al barone Galliari queste lettere; rimetterle a lui, a lui in
persona; trovarlo dovunque sia, e non affidarle a nessuno, per
nessuna ragione... M’hai inteso? Conto su te. (mostrando un’altra
busta) Quanto troverai qui, in questa busta al tuo nome, tutto per
te.

LUIGI
Ah Signore! Madonna! per carità...

CLAUDIO
Zitto, va via e non entrare se non ti chiamo. (suono di campanello)
Corri, presto!

LUIGI (esce).

SCENA IV.
CLAUDIO, IDA

Ida entra e si ferma vicino alla porta, che le si chiude

alle spalle. Claudio, in piedi alla scrivania, le accenna di
avanzare.

CLAUDIO
Non l’aspettavo così, subito...

IDA (con voce bassa che si va rinfrancando)

Sono venuta in città, appena ricevuta la lettera. Laneri mi ha
accompagnata. Mentr’era qui con lei, ero sotto nel legno... Or ora mi
disse... che... dovevo salire...

CLAUDIO
Fu convenuto così.

IDA (con tono lento e grave)

Sono venuta perchè so d’aver a che fare con un gentiluomo,
incapace di usare d’un mezzo... d’una forza comprata. Ho pensato
che doveva essere tornato in sè; trovarsi pago, vendicato
abbastanza coll’affanno mio di queste ore, e coll’umiliazione che
m’infligge.

CLAUDIO (le accenna di sedere)

IDA (ricusando e restando dove si trova)

Così m’immagino... confido che mi vorrà restituir quelle povere
lettere.

CLAUDIO (freddamente)
Ecco, certo così si accomoderebbe subito ogni cosa; e per il verso
che conviene a lei e a qualcun altro. Sarei io solo a rimetterci. Lo
ammetta una buona volta, baronessa, abbiamo fatto una curiosa
giocata. Io con la forza, lei con l’astuzia. Avrei potuto perdere e mi
trovo aver vinto. Dunque... non sta a me a pagare.

IDA
Se le dicessi che tutto è finito e che non rivedrò più Laneri?

CLAUDIO
Egli pure m’ha parlato così, ma ha compreso... ch’era tardi.

IDA
Dunque per quei fogli maledetti non vuol nè giuramenti, nè
lagrime,... neppur sangue?

CLAUDIO (la guarda fissamente, senza batter ciglio)

IDA
No?... (alzando la testa con gli occhi sfavillanti) Ah no!? Ma sa quello
che fa? Lo sa che la sua è un’infamia, un’azione senza nome?

CLAUDIO
Oh sì! (accostandosi) Sì, sì, ma torniamo, torniamo indietro, signora;
che del cammino n’abbiam fatto in un anno! Detestato, respinto ed
infine denunziato, che dovevo fare? Partire? L’ho fatto, l’ho fatto
convinto che lei mi sacrificava all’onore, al dovere; ho piegato la
testa senza discutere, senz’approfondire; senza rivoltarmi, senza
protestar con un gesto, con una parola, con un pensiero. Partii e fui
morto per lei. Il pensiero di quel che mi costava la repressione d’un
amore qual era il mio non turbò certo i suoi sonni in quest’anno.
Ritornai. Troppo presto? — Non so... Così non fossi tornato mai! Ad
ogni modo agitazioni e desideri erano se non spenti, sopiti. Dopo
tanti disperati pensieri, avevo la pace; vagheggiavo una vita seria,
fatta di studi e di lavoro. Pensavo a lei ancora, sì... Come ad una
cosa santa, inaccessibile e pura. E, se nutrivo speranze, erano
placide e serene, trasvolavano avanti, verso giorni indefiniti, lontani,
in cui avrei potuto riaccostarmi placidamente, oramai vecchio, amico
saldo e sicuro. E..., lo affermo, lo giuro, vi avrei sfuggita, perchè lo
dovevo, perchè lo volevo, perchè con un lungo martirio ne avevo
comprata la forza... Chi mi cercò? (concitato) Chi mi chiamò e mi
rivolle vicino? Chi frugò sotto le ceneri e vi scovò i carboni mal spenti
e vi soffiò su tanto da ridestare più viva e più gagliarda la fiamma?
— Lei, donna Ida! — Fui debole, fui vile... Vi è chi può scagliarmi le
ingiurie più atroci che si possano sputare sulla fronte d’un uomo. Ma
nessuno al mondo doveva più di lei rispettare la mia passione! Non
vi è voce umana che valga ad esprimere quello che io provavo, e
sapendolo, si è servita di me per ridursi in casa l’amante, per
conservarselo al fianco... Sono io che gliel’ho buttato nel letto!
(Breve pausa, mutando tono) Infame io! Altro che infame. — Ma
lei?... La mia è azione senza nome, e sia; alla sua lo porrà chi dovrà
giudicarla. Quello a cui io la scoprirò nuda e svergognata!

IDA (trepidante)
Serra non lo farà ora che è forte.

CLAUDIO
Lo fu a suo tempo e tanto anche lei.

IDA
Non può perdere una donna che piange, che prega, che si metterà ai
suoi piedi, quando lo voglia...

CLAUDIO
Ai vostri, signora, ho pianto a lungo, ho implorato ancor io.

IDA
Espierò tutto, soffrirò, morirò, ma mi renda le mie lettere. Per
quanto ha di caro, di sacro nel mondo...

CLAUDIO
Più nulla di caro, più niente di sacro, morto l’amore; l’amicizia morta,
tutto è infamia, è tradimento, non vai più la pena di vivere!

IDA
Sì... la morte, questo sarà la mia morte; conosco Galliari, mi
ucciderà...... E voi lo volete?... Non potete volerlo, se mi avete
amata, se forse... se ancora... Oh poi, sentitemi... vi vendicate di
me, di Piero,... ma anche di Carlo: ed è troppo; anche lui ne morrà,
o perderà la ragione, o sarà infelice, disperato per sempre. (con
somma energia) Sta in voi, sta in voi il risparmiarlo, il salvarlo. Ma
Carlo non ha colpa, perchè punirlo con noi?

CLAUDIO (terribile)
Mi vendico; non penso, non cerco, non so. Non ho tempo a guardar
la giustizia, a pensare al futuro; tutto è finito, e vada ogni cosa in
perdizione!

IDA (venendo a lui)

Rendetemi le lettere per... oh! mio Dio! per l’amore che provaste per
me!

CLAUDIO
Oh! (battendo insieme le palme).

IDA (indietreggia e cade sul canapè)

CLAUDIO (viene a lei)

IDA (fissandolo mentre s’avvicina)

Serra, non vi amo, no... no...

CLAUDIO
Eh, chi parla d’amore, chi ve lo chiede?! Abbiamo giocato ed avete
perduto. Pagate... Rivincita, ricatto, che fa a me la parola! Tornerete
a Piero con le lettere; a Piero che aspetta, come ho aspettato io nella
vostra sala. (con un riso convulso) Ieri a te, oggi a me, così va il
mondo!

IDA (puntando le mani verso di lui, come per tenerlo

lontano)
Oh, l’infame!... Oh! ma non sentite come, quanto vi sprezzo?

CLAUDIO
Ed io?

IDA (con accento intensissimo)

Ma vi odio, io! (si copre la faccia)

CLAUDIO
Giuro a Dio che fra un’ora Carlo avrà le vostre lettere!

IDA (scopre il volto pallidissimo; rimane colle braccia

piegate, i pugni chiusi alle guance, il capo fra le spalle;
abbandonata, ma muta, fredda ed inerte)

CLAUDIO (dopo un momento si getta ai suoi piedi,

cerca invano d’attirare le mani. Ritraendosi subito)
Sei di gelo, sei un cadavere, sei la morte! (alzandosi rapidissimo,
prende le lettere e gliele getta in grembo).

IDA (le prende, si alza, e si avvia)

CLAUDIO (seguendola)
Ida!... Ma Ida,... ti amo io, ti amo sempre, ti amo ancora, ancor
tanto...

IDA (è sulla soglia)

CLAUDIO (disperatamente)
Ida, pietà! Guardami... una parola... una parola! una parola!...

IDA (senza voltarsi)

Vi perdono!

(Claudio rimane un attimo come impietrito a guardar

l’uscio rinchiuso, poi balza alla scrivania, fruga e ne
toglie un revolver. Cala la tela).
 Dello stesso Autore

LA CONTESSA IRENE
ROMANZO
Un vol. in-12º, 1889 — L. 3.

· · · · · · · · · · · · · · · ·

I LANCIA DI FALICETO
Con Prefazione di G. GIACOSA
Un vol. in-12, con 30 illustrazioni — L. 4.

· · · · · · · · · · · · · · · ·

I PIFFERI DI MONTAGNA
UN PALADINO
Racconti
Seconda ediz. — Un vol. in-12, 1890 — L. 2,50.

· · · · · · · · · · · · · · · ·

VECCHIO PIEMONTE
RELIQUIE
LE MASSE CRISTIANE
Novelle
Seconda ediz., I vol. in-12º, con illustrazioni — L. 2

· · · · · · · · · · · · · · · ·

LA BELL’ALDA
Leggenda
Un elegante vol., con illustrazioni, in-8, 1885 — L. 2.
(Legato alla Bodoniana L. 2,50).
 Nota del Trascrittore

Ortografia e punteggiatura originali sono state

mantenute, correggendo senza annotazione minimi errori
tipografici.
Copertina creata dal trascrittore e posta nel pubblico
dominio.
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