Describe various processes which are undertaken for the implementation of Business Process Re-engineering (BPR).

Stage 1: The organization must have a clear understanding as to why re-engineering is needed.
There are many reasons for embracing Business Process Re-engineering (BPR), for instance, to solve a well – known problems that no other management programme could solve, to introduce Total Quality Management programmes in the organization, to us it as a new banner under which to launch failed IT programme, to identify the potential for outsourcing or as pre requisite to activity Based Costing. Having clarified and
communicated the need for BPR, the organization need to craft a broad strategic vision into which process redesign fits

Stage 2: Obtain the Business Unit (BU) leaders commitment. This is a critical step because
without which the process of BPR implementation cannot proceed further. Business unit leaders
must grasp the business vision and refine it by challenging the assumptions and principles on
which the business is currently run.

Stage 3: This stage requires the company to identify the process need to be redesigned. there are
two approaches that can be used:
- An exhaustive approach which attempts to identify all processes within the organization
and prioritize the according to urgency or importance criteria.
- The high – impact approach which attempts to identify only those most in conflict with
the organization vision.
In order to define the business processes clearly, one to collect supporting process data which
may emanate from various sources such as customer interviews, competitors bench marking, and
the analysis of best practices in other industries, among others.

Stage 4: Having identified each process, it is vital to measure ho well they perform and their
current contribution to the entire process. It is necessary to develop appropriate measures of
performance for the process, activities and tasks. Measurement will help serve as a means to
understand current process and as a basis for future improvement.

Stage 5: During this stage, the management stars to design new processes with the help of
available information technology. Managers must learn to recognize and build upon the new and
unfamiliar capabilities of new technology. To satisfy the needs of all user groups, it is necessary
to develop a process model which may have a least the following perspectives (Keleman, 2005).

- The functional Perspective: This concerns itself with what processes are to be performed
and what flows of information are relevant to these elements.
- The behavioral Perspective : This perspectives takes into account timing issues of when
process elements are being performed and how well they are performed given existing
policies and constraints.
- The Organizational Perspective: It focuses on where and whom in the organization performs
the process.
- The Informational Perspective: This concerns itself with those informational entities tat are
produced or manipulated by a process.
These perspectives need to be taken into account in order to develop a model that is realistic and
that meets the goals of re-engineering. Kaleman (2005) observed that one of the major problem
contribute to a high failure rat in real life re-engineering projects is the lack of tools for
evaluating the effects of design solutions before their implementation.

Stage 6: Having redesigned existing processes, top management must specify he technical and
social solutions needed to implement the new processes. The management should plan for the
new technology will be absolute and may require fundamental transformation. In most instances,
staff planning may be necessary to either reduce he staff involved in the process or increase
depending on the needs of the redesigned system. Similarly, training and retraining for the new
technology and the role played by staff are vital in the implementation process. People need to be
equipped with requisite skills and knowledge to assess, re- engineer and support the key
processes that contribute to customer satisfaction and organizational goals. Therefore, BPR
require substantial investment in training but also require genuine management commitment and
support.

Stage 7: Having planned for the resource necessary to transform existing processes, management may start implementing their plans. The style of management enquired for implementation has been a subject of debate. Hammer and Champy (1993) Advocates a tough almost dictatorial style of management in the initial state of BPR implementation. But after the new processes are in place, management can involve and empower their employee. However, other research studies suggest that during the initial stage of BPR implantation morale is usually very low die to the fact that individuals feel threatened by the process and typically reset to the style of management. The critical issue at this stage especially for management is
overcome resistance to the new re-engineered process.

Stage 8: This stage involves continuous redesign and improvement. However, appropriate the
new processes may be, they have to be continuously improved. Continuous improvement does
not require fundamental shifts but gradual, incremental changes brought about constantly
improvement of the new process should become the norm and this can be achieved by a team
of people working in the process and charged with the responsibility of undertaking the task of
continuous improvement.

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NatalieR answered the question on May 10, 2022 at 06:26