Organizational Process Reengineering (BPR) Task
An Organizational Process Reengineering (BPR) Task is a organizational change process to deliver improved organizational processes.
- Context:
- It can (typically) involve Business Process Modeling (to create and change a business process model).
- It can (often) follow a Business Process Reengineering Pattern.
- Example(s):
- Counter-Example(s):
- See: Design Task, Analysis Task, Strategic Management, Workflow, Operational Costs, Business Change Management.
References
2015
- (Wikipedia, 2015) ⇒ http://en.wikipedia.org/wiki/business_process_reengineering Retrieved:2015-6-21.
- Business process re-engineering is a business management strategy, originally pioneered in the early 1990s, focusing on the analysis and design of workflows and business processes within an organization. BPR aimed to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors.[1] In the mid-1990s, as many as 60% of the Fortune 500 companies claimed to either have initiated reengineering efforts, or to have plans to do so.[2]
BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes. According to Davenport (1990) a business process is a set of logically related tasks performed to achieve a defined business outcome. Re-engineering emphasized a holistic focus on business objectives and how processes related to them, encouraging full-scale recreation of processes rather than iterative optimization of subprocesses.
Business process re-engineering is also known as business process redesign, business transformation, or business process change management.
- Business process re-engineering is a business management strategy, originally pioneered in the early 1990s, focusing on the analysis and design of workflows and business processes within an organization. BPR aimed to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors.[1] In the mid-1990s, as many as 60% of the Fortune 500 companies claimed to either have initiated reengineering efforts, or to have plans to do so.[2]
- ↑ Business Process Re-engineering Assessment Guide, United States General Accounting Office, May 1997.
- ↑ Hamscher, Walter: "AI in Business-Process Reengineering", AI Magazine Voume 15 Number 4, 1994
1999
- (Malone et al., 1999) ⇒ Thomas W. Malone, Kevin Crowston, Jintae Lee, Brian Pentland, Chrysanthos Dellarocas, George Wyner, John Quimby, Charles S. Osborn, Abraham Bernstein, George Herman, Mark Klein, and Elissa O'Donnell. (1999). “Tools for Inventing Organizations: Toward a Handbook of Organizational Processes.” In: Management Science, 45(3). doi:10.1287/mnsc.45.3.425
- QUOTE: This paper describes a novel theoretical and empirical approach to tasks such as business process redesign and knowledge management.
1990
- (Hammer, 1990) ⇒ Michael Hammer. (1990). “Reengineering Work: Don't Automate, Obliterate.” In: Harvard business review, 68(4).
- QUOTE: Despite a decade or more of restructuring and downsizing, many U.S. companies are still unprepared to operate in the 1990s. In a time of rapidly changing technologies and ever-shorter product life cycles, product development often proceeds at a glacial pace. …
… Reengineering cannot be planned meticulously and accomplished in small and cautious steps. … Enough businesses have successfully reengineered their processes to provide some rules of thumb for others.
- QUOTE: Despite a decade or more of restructuring and downsizing, many U.S. companies are still unprepared to operate in the 1990s. In a time of rapidly changing technologies and ever-shorter product life cycles, product development often proceeds at a glacial pace. …