Week 6 What are the success and failure factors of BPR process?

Source / Reference:
1) "Success and failure factors of BPR"
http://www.powerfulwords.co.uk/sample-assignments/project-management/success-and-failure-factors-of-bpr.php

Subject:
What are the success and failure factors of BPR process?
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Response:

About 70% of the BPR projects failed to achieve the intended purpose or fail in the end. A part of the reasons for the failure is due to the unrealistic vision and expectations of the restructuring, and the lack of attention and understanding of the key factors important to note that in the reengineering process is the key reasons for the failure.

Although the companies spend a lot of money, time and effort to restructure process, but about 50 to 70% of the enterprises did not achieve the purpose of reengineering or get a large improvement.

Reasons for the failure

1.      Wrong choice of the timing and conditions of the reengineering

The enterprise does not necessarily need to carry out a thorough reorganization. Typically, the implementation of enterprise business process reengineering three categories: enterprise diehard acceptable but is about to troubled companies and the current situation but I hope the competitors far behind the enterprise.

The implementation of BPR, although high-yield projects, is also accompanied by great risks, so must be clear the motivation of business process reengineering, and to create its unique core competitiveness.

2.      Error selection of the business process

You must first analysis clearly all the processes, problems the most prominent part of reorganization or core areas. How to determine this process is a hard work. The specific analysis must consider the following issues, whether the process is become the "bottleneck" of the enterprise development? Can this process resolve the problem after the reorganization of the enterprises that is facing the crisis? How large is the probability of success of the process reengineering? How serious of the consequences of failure of process reengineering?

3.      The wrong interpretation of the role of IT

BPR is equivalent in IT is wrong, while ignoring the role of IT is also wrong. The true value of IT is that it provides the necessary tools and means, so people have the ability to break the traditional rules of management, and to create new ways of working to bring new growth point of the enterprise.

4.      The immature of BPR

So far, BPR is just a thought, it cannot be called a theory. BPR is still far from mature as a revolutionary theory, the deep-seated understanding of the internal mechanism of BPR and the nature of law is far from established. Unsound methodology, analytical tools are not effective, both are the factors impeding the success of BPR in practice.

In addition, the causes of failure include, focus on business processes, recombinant confused with other conventional ways of improvement, only concerned with the design of the process while ignoring the other constraints; time delay for too long so that people lose the reorganization patience and reorganization of all business processes.