Phase 6: Implementing
1
Implement the reengineered process
 Plan IT implementation
 Plan organization implementation
 Conduct a pilot project
 Develop a prototype system
 Technical Design
 Social Design
 Evaluate results from the pilot project and the
prototype
 Prepare large-scale roll out
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
R_all_Part_I.ppt
Phase 7: Improving
2
Improve the process continuously
 Develop performance measurement and reward
systems in the reengineered process
 Monitor process performance constantly
 Improve the process on a continuous basis
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
Elements of Integrated Process Management
Integrated Process Management
3
Process
Reengineering
Process
Monitoring
Process
Improvement
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
Target Design Visioning: Price Waterhouse
Vision
High-Level Goals
• Desired end state
• Scope of vision
Business Analysis
Level
• Strategic
• Tactical
• Operational
Information
• Facts
• Problems
• Opportunities
4 • People & culture
•
•
•
•
Processes
Systems & IT
Organization & Structure
Performance measures &
targets
Visioning Workshop
Process Design
• Facilitation
• Participation
• Consensus
• Segment processes
• Select high-return process
redesign opportunities
• Perform detailed redesign of
business processes
External View
•
•
•
•
Best practices
BPR principles
Technologies
Industry &
functional
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BPR_all_Part_I.ppt
Target Environment Design
• People & culture
• Processes
• Systems & IT
• Organization & structure
Rapid Re Approach
Solution: Technical Design
Preparation
Recognize need
Develop executive
consensus
Train team
Plan change
Identification
Model customer
Define & measure
performance
Define entities
Model processes
Map organization
Map resources
Prioritize
processes
Vision
Understand process
structure
Understand process
flow
Identify value-adding
activities
Benchmark
performance
Determine benchmark
drivers
Estimate
opportunities
Envision and
integrate the
internal & external
ideal
Source: Adapted form Manganelli & Klein, The
Sumber Kepustakaan
: AMACOM, 1994.
Reengineering
Handbook,
gunston.gmu.edu/ecommerce/mba731/doc/BP
5
Model
data & reexamine
process linkages
Instrument and informate
Consolidate interfaces &
information
Redefine alternatives
Relocate & retime controls
Modularize & specify
deployment
Apply technology
Plan implementation
Solution: Social Design
Empower customer contact
personnel
Define jobs, teams, skills,
Specify management
structure, org.
boundaries, & transitional
org.
Specify job changes &
career paths
Deign change mgmt prog.
Design incentives
Plan implementation
Transformation
Build & test the
system
Train staff
Pilot new process
Define transition
Continuous
improvement
Enterprise Engineering - A Framework for Change
6
Organization and
Culture
Development
Continuous
Process
Improvement
Business
Process
Redesign
Learning
Organization
Business
Strategic
Re-engineering
Visioning
Information
Infrastructure
Development
Sumber: Adapted from James Martin & Co.,
Business Re-engineering Quick Reference Guide,
1993.
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BPR_all_Part_I.ppt
BPR Team Structures
7
BPR Leader (Champion)
BPR Czar
Methodologist
Tools Experts
BPR Steering Commitee
Change Master
BPR Team
BPR Team
Sebagai contoh Struktur tim :
“The LEADER appoints the PROCESS OWNER, who
convenes a REENGINEERING TEAM, with
assistance from the BPR CZAR and under the
auspices of the BPR STEERING COMMITTEE.”
(Hammer and Champy, 1993)
Process Owner
Team Leader
BPR Experts
Domain Experts
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
IS Experts
BPR Team
Stakeholders of the Reengineering Project
8
 End users, operators, managers of the process
 Gainers and losers of benefits
 Employees who may be affected
 Decision makers
 Controllers of resources
 Suppliers and customers of the process
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
BPR Team
9
 Size: up to 8 members in the core team augmented
by subject-matter experts when needed.
 Commitment: half- to full-time.
 Skills: team skills, process engineering, quality,
information systems, benchmarking, organizational
and job design, and change management.
 Composition: Employees, customers, suppliers, and
external consultants.
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
Facilitated BPR Meetings
10
 Centered around a workshop: It is an organized, controlled, and
structured process
 Participated by users, managers, and IS personnel (if necessary)



User orientation
Management direction
IS technical assistance
 Facilitated by a BPR facilitator to ensure thorough analysis
 Employ a BPR analysis and design methodology to ensure usable
requirements or specifications
 Focused on a consensus-based decision making process
 Use multi-media audio-visual equipment or BPR tools to bridge
knowledge gap among participants
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
Qualifications of a BPR Facilitator
11
 Is skillful in team building and leading
 Manages group process and dynamics
 Has energetic and outgoing personality
 Summarizes discussion
 Is a good communicator (listening and speaking)
 Has project management ability
 Has mastered facilitation skills
 Understands BPR methods
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
R_all_Part_I.ppt