Business Process Reengineering Life Cycle
1
Define corporate

Visioning
visions and business
goals
Identify business
Enterprise-wide engineering
Identifying
processes to be
reengineered
Analyze and
measure an
Analyzing
existing process
Process-specific
Identify enabling IT &
engineering
generate alternative
Redesigning
process redesigns
Evaluate and
Evaluating
select a process
redesign
BPR-LC
Implement the
Implementing
reengineered
process
Continuous
improvement of
Improving
the process
Manage change and stakeholder interests
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
Phase 1: Visioning
2
Define corporate vision and business goals
 Apply to enterprise-wide reengineering effort.
 Develop overview of current and future business strategies,
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organizational structure, and business processes.
Develop organizational commitment to reengineering.
Develop and communicate a business case for action.
Create a new corporate vision.
Set stretched goals.
Prioritize objectives.
Assess implementation capabilities and barriers.
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
Case for Action
3
 Business context: What is happening, what is changing,
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

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and what is newly important in the environment in
which the company operates.
Business problem: The major concern of the company.
Marketplace demands: New performance
requirements that cannot be met by the company.
Diagnostics: Why the company cannot meet the new
performance requirements? Why the incremental
improvement is not enough?
Cost of inaction: Consequences of not reengineering.
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
Source: Hammer and Champy, 1993.
Objectives for Business Reengineering
4
 Improve customer satisfaction
 Shorten cycle time
 Improve output quality
 Cut down costs
 Increase competitiveness
 Maintain the leadership position
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
Business Vision, Strategy, and Processes
5
Enterprise-Wide Vision
Business Strategy
Process Visualization
Determine who we
are and what we are
doing about
Define the right
things to do
Do the right things
right
sumber: John L. Barrett, “Process Visualization: Getting the Vision Right Is Key,”
Information
Systems
Management, Spring 1994, pp. 14-23.
Sumber
Kepustakaan
:
gunston.gmu.edu/ecommerce/mba731/doc/BP
Vision
6
 A statement of the future business environment and how
the company will operate in that environment.
 Vision is the result of dreams in action . It is a positive
image of the future that is the strongest motivator for
change.
 Characteristics
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Common purpose: worth the effort
Positive feeling and diffuse fear
Clarity and values
Capture the imagination
Inspires and empowers
Should have "reach" and "range"
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
Mission
7
 A statement of the basic purpose or reason for the
company to exit.
 Lines of questioning
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What business are we in?
What is the geographic scope?
What markets do we serve?
What products and services do we provide?
What are the critical successful factors of the organization?
How can we achieve our competitive advantage?
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
Strategic Visioning Process
8
Visions
Stories
Context
Past
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
Insight
Present
Foresight
Future
Five Bold Steps Vision
Vision
9
Mission
Value
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc
/BPR_all_Part_I.ppt
1. step
2.
3.
4.
5.
SUmber: The Grove Consultants International, 1996.