Framework of business process re-engineering success and failure factors

• Main Authors: Ringim, Kabiru Jinjiri, Razalli, Mohd Rizal, Hasnan, Norlena
• Format: Conference or Workshop Item
• Language: English
• Published: 2010
• Subjects: HD Industries. Land use. Labor
• Online Access: http://repo.uum.edu.my/4053/1/K.pdf; http://repo.uum.edu.my/4053/; http://cob.uum.edu.my/ictom/

The purpose of the paper is to take a comprehensive look at Business Process Reengineering (BPR), which is a new management paradigm that examine the flow of activities and information that make up the key business processes in an organization with a view to simplify processes, to achieve firm’s operational desired goals of cost and cycle time reduction, speed, customer satisfaction and or improvement in quality and flexibility (Morrow and Hazel 1992). It focuses exclusively on improving the internal process operations to pull off dramatic improvement in corporate performance objectives (Short and Venkatraman 1992). BPR has attracted the attention of so many professionals, academicians and practitioner. The subject matter becomes a hot jingle word in management and information system disciplines. This paper attempts to discuss the differences and similarities between BPR and other management tools of approach, reengineering success factors, reasons for BPR failures and explanations on the four keywords in BPR definition: fundamental, radical, dramatic, and process. The discussion is based on an extensive literature analysis on the subject matter.