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This paper provides a holistic view of the Business Process Re-engineering (BPR) implementation process. It reviews the literature relating to the hard and soft factors that cause success and failure for BPR implementation, classifies these factors into subgroups, and identifies key factors of success and failure. Finally, it explains how these factors influence the process of BPR implementation. BPMJ 5,1 88 (4) project planning and management; and (5) IT infrastructure. BPR success factors Factors relating to change management systems and culture Change management, which involves all human-and social-related changes and cultural adjustment techniques needed by management to facilitate the insertion of newly-designed processes and structures into working practice and to deal effectively with resistance (Carr, 1993), is considered by many researchers to be a crucial component of any BPR efforts (

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Despite the widespread adoption of business process re-engineering (BPR), it has in many cases repeatedly failed to deliver its promised results. The lack of integrated implementation approach to exploiting BPR is seen as one of the important reasons amongst others, behind BPR failures. Yet, a relative void in the literature remains the scarcity of suitable models and frameworks that address the implementation issues surrounding BPR. This motivates the presented study to attempt to provide a``frame of reference'' with which current practices can be re-positioned. A survey was therefore designed to collect data from a sample of organizations in the USA and Europe. The survey assesses the level of importance placed on the essential elements of integrated BPR implementation. In doing so, the study was also able to identify the level of maturity of BPR concepts within organisations. Empirical findings are then discussed in the context of other studies.. . .a continuum of change initiatives with varying degrees of radicalness supported by IT means, at the heart of which is to deliver superior performance standards through establishing process sustainable capability. Along similar lines, Andreu et al. (1997) and Watts (1995) believe that holistic BPR should recognize the importance of processes and technology and their integration in business vision, structure and relationships, resources and culture. Yet, research studies that claim to adopt a holistic perspective are still

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