Exploring the interdependency between reengineering and information technology by developing a conceptual model

Abstract

Purpose -The main objective of this paper is to investigate the role of information technology (IT) in business process reengineering (BPR) and their interdependency in the organization, and also to provide a framework for facilitating BPR efforts through IT tools for leading the organization towards knowledge-based organization. Design/methodology/approach -Based on review of recent literature, this is a conceptual paper that examines current perspectives of BPR regarding IT and provides a general framework for the study of BPR and IT. Findings -Provides a conceptual framework that clarifies the interdependency between IT and BPR and also presents the major IT functions in different areas in the organization during the change program.Research limitations/implications -Suggests further research studies in case-based studies implementations and analysis Practical implications -Provides a very helpful guideline for practitioners in implementing IT tools for change programs. They can also understand to take into account both the emergent nature of change itself and the role of IT in BPR efforts through this paper. Meanwhile organization development researchers, knowledge management practitioners, IT consultants and change leaders may benefit this paper very much. Originality/value -The paper may be of value to researchers in the change management field and to practitioners involved with BPR and IT. This study further opens up new lines of research and highlights implications for process redesign considering IT necessities, including issues associated with leading adoption of change program through IT tools. The paper also provides a synthesis and analysis of the viewpoints as reflected in the literature on various dimensions of BPR efforts and IT.

Business Process Management beyond Boundaries? - A Multiple Case Study Exploration of Obstacles to Collaborative BPM

“…Internal and external orientation and learning have long been considered success factors for BPM projects [19]. Specifically, BPM literature discusses the importance of collaboration of organization-internal actors, such as top management [19], middle management [29], employees [12], and the importance of collaborating with external actors, such as lawmakers [1], customers [65], suppliers [72], distributors [57], software vendors [2], and BPM consultants [69]. While collaboration has extensively been promoted as crucial to the success of BPM projects, what future developments of collaboration in BPM are to be expected?…”

Designing a Model for Processes Reengineering through Applying Agility Enterprise Architecture Framework and Priority of its Implementation Phases

“…The new enterprises are those that are designed to get advantage from today and tomorrow's world. They are not such organizations that are transferred to a noble preliminary period which is not related to today (1).…”

“…After setting the concept and organization mission, the strength and weakness of the organization, identifying the roots of untidy, collecting information, they all are studied to get red of untidies and identifying the wants and desires which eventually the corporation will reach strength and improvement. In the total steps, information systems and enterprise architecture play important roles in the current processes shifts and in the enterprise changes, because of the rapid advancement and day to day progress in this area (1,7). …”

“…Reengineering with process-based and with fundamental changes in the organization, replaces activities with no added values, with new processes. In such case, organizational energy is focused on real works and creative values, which will result in high productivity along with speed increase, quality improvement, service improvement cost price decrease (1,7). From the second half of 1990, enterprise architecture as a comprehensive and strategic alternative in developing and maintenance of information network and as tool for Business process Reengineering (BPR) has strongly been paid attention to (11).…”

Proposta de método para gestão de requisitos de sistemas integrando modelagem de negócio e linguagens formais.

“…A tecnologia da informação possui um grande potencial para auxiliar e automatizar partes dos processos de negócio (Akhavan et al, 2006 Figura 1 -Arquitetura BPMS proposta por Shaw et al (2007) Tabela 1 -Descrição elementos da arquitetura BPMS (Shaw et al, 2007) Elemento Descrição Um modelo de negócio é uma abstração do funcionamento do próprio negócio e deve possuir os seguintes componentes (Dias et al, 2006) (Marshall, 2000) (Korthaus, 1998):…”