Business Process Re-Engineering in the Upstream Sector of E&P Companies. A study of Staff Perceptions and Critical Success Factors

Abstract

TX 75083-3836, U.S.A., fax 01-972-952-9435. AbstractThis paper investigates the perceptions of staff with regard to critical success factors (CSFs) for successful Business Process Re-engineering (BPR) for the upstream sector of the Exploration and Production (E&P) companies. The conclusion and recommendations were drawn after a detailed review of literature discussing BPR implementations in various industries and using the results of a study performed on a specific implementation of a BPR project for Information Management in a mid-size E&P company.This paper shows that the factors deemed most important for successful BPR included items such as top management support, commitment and understanding of BPR, communication, empowerment and alleviation of downsizing fears. Some unique characteristics for the E&P sector have particular bearing on the application of BPR. They include the existence of many intricate overlapping processes with multiple stakeholders, changes in policy direction or in Oil prices, the existence of a professional workforce and the existence of defined internal organizational boundaries. Suggestions on how to maximize the chances of success in the BPR are discussed.