Delivering Results: Evolving BPR from Art to Engineering

Mayer, Richard J.; deWitte, Paula S.

doi:10.1007/978-1-4615-5091-4_5

Cited by 26 publications

(28 citation statements)

References 3 publications

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“…In order to align numerous activities and links among them, the appropriate software is used. Applied software is based on the input / output methodology [7]. It means that for each activity was defined what needs to be done before the activity begins.…”

Section: Functional Plan Of the Pipe Laying Processmentioning

confidence: 99%

Technology of Subsea Pipeline Laying in the Coastal Area

Čorić

Rudan

Maksimović³

2017

brod

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SummaryThe paper describes technology applied in laying the subsea crude oil pipeline in the coastal area of the northern Adriatic, between the steep coasts of island Krk and mainland. Very detailed functional plan was produced in order to avoid possible critical and unexpected situations in the installation process. The most critical actions of the process were numerically modelled and analysed in realistic numerical simulation to verify the defined project functional plan. The numerical model has taken into consideration large displacement mechanic and contact problem of elastic body in collision with rigid sea bottom. On the basis of the proofed functional plan a precise organization of the process was defined with a focus on the synchronization of all depending actions.

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Section: Functional Plan Of the Pipe Laying Processmentioning

confidence: 99%

Technology of Subsea Pipeline Laying in the Coastal Area

Čorić

Rudan

Maksimović³

2017

brod

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“…This summary highlights that excellent research has been conducted on the mechanics of business process re-engineering and design, particularly with regard to the availability of step-by-step guidelines for conducting analysis and modelling of to-be solutions, by means of various tools and proposed notations [13,15,19,20]. Major research has also been conducted on understanding the success and failure factors associated with BPR project implementations [7,15,22].…”

Section: Literature Analysismentioning

confidence: 99%

Deriving a Research Agenda for a Financial Service Industry’s Methodology for Carrying Out Business Process Re-Engineering

Kader¹,

Dwolatzky

2016

SAJIE

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Why do projects fail? This is a question that has been researched across various project disciplines, including that of Business Process Re-engineering (BPR). This paper introduces a different angle on why BPR projects fail. An analysis of a case study conducted within a financial institution revealed new factors that could influence BPR project outcomes, but that have not been identified in the literature. The Organisation Ring of Influence model was developed to indicate the impact that organisation behaviours and structures had on the outcome of an executed BPR project. This model also helps to highlight which factors were more influential than others. OPSOMMINGWaarom misluk projekte? Dit is ŉ vraag wat oor verskeie projekdissiplines nagevors is, insluitende dié van besigheidsprosesherontwerp. Hierdie artikel stel ŉ nuwe hoek bekend om die oorsaak vir projekmislukking te bepaal. ŉ Analise van ŉ gevallestudie, wat by ŉ finansiële instansie geloods is, het nuwe faktore wat die besigheidsprosesherontwerp beïnvloed, onthul. Hierdie faktore is nie in bestaande navorsing geïdentifiseer nie. Die Organisasie-Ring-van-Invloed model is ontwikkel om die impak wat die organisatoriesegedrag en -strukture op die eindresultaat van ŉ voltooide besigheidsprosesherontwerp projek gehad het, aan te dui. Die model help ook om die faktore wat meer invloed uitoefen uit te lig. INTRODUCTIONA Google search on the words 'latest percentage of failed projects' will yield more than 41,900,000 results. Failure percentages of projects, ranging from 62 per cent to 68 per cent, are prevalent across various blogs and journal articles. Why have these projects failed? Surely, if you follow a set and proven method of executing a project that is associated with many successes, such high failure rates should not occur? The hard truth, however, is that these failed projects do exist -and the percentage of failures exceeds the percentages of success.These project failures occur across various disciplines, including that of Business Process Reengineering (BPR). A range of literature has been focused on the failure of these types of projects and the factors that influence their success, such as culture, executive sponsorship and buy-in, suitable deployment teams, and organisation adaptability [3,6,8,20]. If so much has gone into understanding why business process improvement-type projects either succeed or fail, why do a huge number of them still fail? [20] This paper offers a view on why these types of projects fail. It aims to answer the following two questions by conducting a case study on BPR projects that are executed within a financial institution:

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“…A business process is a series of steps designed to produce a product or a service which includes all the activities that deliver particular results for a given customer [4]. Business process management (BPM) is a discipline combining software capabilities and business expertise to accelerate business process improvement and to facilitate business innovation [5].…”

Section: Business Processes and User Groupsmentioning

confidence: 99%

“…In literature, BPR is often evaluated according to a set of dimensions in the effects of redesign measures, e.g. time, cost, quality and flexibility [9], cost, quality, service and speed [8] or cycle time, cost, quality, asset utilization and revenue generated [4]. Ideally, a redesign or modification of a business process decreases the time required to handle incidents, it decreases the required cost of executing the business process, it improves the quality of the service that is delivered and it improves the ability of the business process to react flexible to variation [7].…”

Section: Business Process Reengineering and Its Evaluationmentioning

confidence: 99%

On Integrating Data Mining into Business Processes

Wegener

Rüping

2010

Business Information Systems

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Abstract. Integrating data mining into business processes becomes crucial for business today. Modern business process management frameworks provide great support for flexible design, deployment and management of business processes. However, integrating complex data mining services into such frameworks is not trivial due to unclear definitions of user roles and missing flexible data mining services as well as missing standards and methods for the deployment of data mining solutions. This work contributes an integrated view on the definition of user roles for business, IT and data mining and discusses the integration of data mining in business processes and its evaluation in the context of BPR.

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Delivering Results: Evolving BPR from Art to Engineering

Cited by 26 publications

References 3 publications

Technology of Subsea Pipeline Laying in the Coastal Area

Technology of Subsea Pipeline Laying in the Coastal Area

Deriving a Research Agenda for a Financial Service Industry’s Methodology for Carrying Out Business Process Re-Engineering

On Integrating Data Mining into Business Processes

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