Business Process Reengineering: Issues and Challenges

Harika, A.; Kumar, M. Sunil; Natarajan, Vivek; Kalyanasundaram, Suresh

doi:10.1007/978-981-15-6707-0_35

Cited by 20 publications

(23 citation statements)

References 2 publications

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“…Проведение преобразований разного типа позволит наукоемкому предприятию адаптироваться к сложным и быстро изменяющимся факторам внешней цифровой среды. Основы, составляющие разработки обновленного бизнес-процесса, которые в обязательном порядке необходимо принимать во внимание [Harika, 2021], что:…”

Section: методика формирования индикативной оценки уровня качества управляющей системы наукоемкого предприятия / Methodology For Forming unclassified

Transforming adaptive management in knowledge-intensive enterprises

Sazonov

Sazonova

2022

Upravlenie

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The article considers the aspects of transforming the adaptive management of knowledge-intensive enterprises under highly volatile institutional conditions in the current technological order. The initial scientific hypothesis was that the quality and efficiency of enterprises in the medium and long term is a consequence of management system transformation, as a result of using a wide range of digital technologies in the process of implementating preventive management measures aimed at maintaining a certain level of correspondence between the digital environment and the internal capacity of the management system.The structural aspects of the concept of adaptive transformation of the management system of knowledge-intensive enterprises in a highly variable digital environment have been analysed. An algorithm that represents a complete independent system has been proposed in which the order and levels of interconnection between individual subsystems and elements have been determined, with the adaptive transformation process itself as the central link, which is supported by a complex of different subsystems. A methodological approach for implementating a multicomponent process of adaptive management system development has been presented, detailing the various methodological recommendations and developments. The methodological techniques used for the indicative assessment of the level of efficiency of the management system of knowledge-intensive enterprises have been outlined.An independent and unified digital management environment for knowledge-intensive enterprises enables real-time analysis of business processes in order to make timely, high-quality and effective decisions in the following key areas: investment and financial activities; enterprise knowledge and personnel management; production and technical management; logistics, operations and disposal. The article offers methodological recommendations on the reengineering of business processes in knowledge-intensive enterprises in a new technological mode.

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Transforming adaptive management in knowledge-intensive enterprises

Sazonov

Sazonova

2022

Upravlenie

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“…Based on the insights from the literature review on BPR project objectives, approaches, and factors that influence BPR projects and management, open and closed-ended questions were developed. The statements were adapted from previous work and guides on how to capture lessons learned and BPR project success factors in technical organisations, in particular (California Department of Technology, 2017;Project Management Qualification, 2019;Virzi, 2019;Al-Anqoudi et al, 2021;Harika et al, 2021). The questions related to project planning, execution, and outcome, including processes and activities involved in a BPR project, establishing a common understanding of the scope of the project, putting the team together with clear responsibilities, leadership qualities, management commitment, resources, and alignment with organisational objectives.…”

Section: Data Collection and Samplingmentioning

confidence: 99%

“…Changing business environments have increased organisations' need to adapt and shift focus, modify goals, restructure roles and responsibilities, and develop new forms (Jalagat, 2016). With ever-changing customer needs, constant competition, rapid technological advancements, customers' expectations, demographic changes, skill requirements, and market situations, organisations are compelled to reassess how they work and to understand, adopt, and implement changes in their business model (Abbas and Asghar, 2010;Harika et al, 2021). In addition, given the norm necessitated by the COVID-19 pandemic, organisations are faced with decision-making on how to meet their duties to internal and external stakeholders and achieve strategic and financial objectives (Coughran, 2021).…”

Section: Introductionmentioning

confidence: 99%

“…The main aim of re-engineering is to optimise operations, increase productivity, reduce costs, improve quality, and provide a competitive advantage (Harika et al, 2021). In that sense, BPR significantly impacts organisational performance (Bako and Banmeke, 2019).…”

Section: Introductionmentioning

confidence: 99%

“…Further, Musa and Othman (2016) explored BPR application in healthcare using a systematic review. Harika et al (2021) highlighted BPR challenges in software project management in a review and emphasised the critical role of project management in software re-engineering, especially regarding planning, execution, monitoring, and control of aspects such as conflict, risk, requirement, and change factors. Nazif (2022) undertook a systematic review of BPR in logistics in Iran; Al-Anqoudi et al (2021) reviewed literature on BPR methodologies, tools, and techniques, and success factors (drivers and enablers) and how machine learning can be used in BPR to achieve a desired state.…”

Section: Introductionmentioning

confidence: 99%

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A hermeneutic research on project management approaches applied in a business process re-engineering project

Musonda

Okoro

2022

BPMJ

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PurposeBusiness process re-engineering (BPR) initiatives are complex endeavours which require many factors to ensure success. However, most studies focus on the organisational processes and improvement within the organisation itself and less on the project team and management dynamics. The study aimed to identify factors that enabled the completion of a BPR, in a technical firm, based on reflections on the project management style.Design/methodology/approachThe study entailed a descriptive and interpretive case study with reflections from project team members. Data were analysed using descriptive statistics and content analysis.FindingsFindings revealed that critical success factors for BPR in a technical firm include project leadership and sponsorship, organisational culture and attributes, team dynamics and the nature (activities), and duration of the process.Practical implicationsThe findings will benefit project managers in improving their competence and project success through reflective practice. The identified factors could be used in future projects of a similar nature and size to improve how organisations execute BPR projects.Originality/valueThe study used reflections to identify success factors for BPR in a technical firm.

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