A process for successfully implementing BPR projects

Abstract

Purpose The purpose of this paper is to analyse the business process reengineering (BPR) implementation process adopted by organisations grounded in the actual project-level realities. The findings are used to propose a BPR implementation process that can be adopted by organisations to effectively reengineer their processes. Design/methodology/approach A thorough literature review was used to first develop a conceptual BPR implementation process comprising three key phases and five steps. Then, four case studies were conducted in organisations that have successfully undertaken BPR projects to explore the actual project-level implementation processes. Semi-structured interviews were carried out with respondents who have been actively involved in the different steps of the BPR implementation processes to collect data within the selected organisations. Findings Altogether 30 activities which are to be carried out throughout the BPR implementation process were identified. Findings disclosed that the minor differences in the activities being performed throughout the BPR implementation process are due to the lack of homogenous characteristics, i.e. type of the process reengineered, form of reengineering and approach for implementing BPR projects. Originality/value This paper puts forward a comprehensive view on the BPR implementation process including the key phases, steps and the sequence of activities to be followed. In doing so, the paper addresses a clear gap in literature that calls for a comprehensive model to assist during the BPR implementation to achieve the desired results.

Features of Strategic Management of Business Processes of Telecommunication Enterprises in the Digital Economy

“…Then there is a formation of strategy of development of UBP according to the chosen technique. The final stage of the methodology is to evaluate the strategies developed on the basis of KPI [13], typical for the industry.…”

Towards successful strategies to overcome BPR implementation issues: case of Sri Lanka

“…Besides, it had been ascertained that “uncertainty about BPR project's time frame”, “failure to commit required resources for BPR effort” and “project participants” conflict between team responsibilities and functional responsibilities were the BPR implementation issues encountered by the selected cases in both pre-BPR implementation and BPR implementation phases. This was because during these two phases, several vital activities were to be performed (refer Fasna and Gunatilake, 2019) that required numerous resources including the involvement of certain key stakeholders, as well as had significant influence in causing project delays. Similarly, “failure to effectively monitor the progress of the project according to the schedule”, “lack of time to develop new skills for the re-designed process” and “lack of appropriate planning” were the issues faced by these cases in both BPR implementation and post-BPR implementation phases.…”

“…On the other hand, Radhakrishnan and Balasubramanian (2008) have classified BPR methodologies into three main phases: pre-BPR implementation, BPR implementation and post-BPR implementation phases. By organising the aforementioned key steps of the BPR implementation process into these three phases identified by Radhakrishnan and Balasubramanian (2008), Fasna and Gunatilake (2019) had come up with a systematic BPR implementation process. This study makes use of this systematic BPR implementation process to identify and present the BPR implementation issues that might be encountered during each of these identified phases.…”

Towards successful business process improvement – An extension of change acceleration process model

“…Successful implementation of BPI interventions is really challenging, as a BPI project demands attention from various business functions making it an expensive proposition. It has been seen that 60–70% of the BPI projects fail and are not completed [4, 5]. The key problems identified behind failure of BPI projects are the lack of acknowledgment of the risks that potentially confront organizations for successful implementation.…”