IT-enabled business process reengineering: organizational and human resource dimensions

Towards A Methodology for the Pre-Stage of Implementing a Reengineering Project

“…Lack of proper planning to implement projects (Davidson, 1993;Grover et al, 1995), lack of enough time and improper time management (Grover et al, 1995), lack of budget and expense control (Arora & Kumar, 2000), inefficient resources and their management (Arora & Kumar, 2000, Grover et al, 1995, challenges in the assessment of project performance (Grover et al, 1995), insufficient understanding of customers' needs with respect to reengineering (Hlupic et al, 2000), lack of proper instruments to evaluate the effects of designed solutions prior to implementation Arora & Kumar, 2000, Grover et al, 1995, Hlupic et al, 2000Irani, Hlupic, & Giaglis, 2001;Sung & Gibson, 1998), lack of deduction and evaluation of necessities (Bergey et al, 1999), improper planning and decision making in actualizing the plan(s) (Bergey et al, 1999), non-systemic attitude towards the topic (Hahm & Lee, 1994), gradual and non-basic change in processes (Grover et al, 1995;Willcocks & Smith, 1995), insistence on substantial changes in processes (In other words there are two types of changes: a) minor changes which can be applied during a short period of time, and b) major, basic and fundamental changes which should be implemented over a long period in order to not collapse the system.) (Davenport, 2013;Grover et al, 1995), lack of proper methods to implement BPR (Davenport, 2013;Grover et al, 1995), insistence on adopting the White Page approach (an approach with a detailed analysis of existing processes) (Bergey et al, 1999), spending extra time to analyze the current processes (Grover et al, 1995;Hammer & Champy, 2009), focusing on designing the processes prior to implementation (Davenport, 2013), insufficient focus on the key processes (Arora & Kumar, 2000), unintentional and intentional choice of imperfect leaders in reengineer the organization (Bergey et al, 1999), lack of serious contribution on...…”

“…Making mistakes in IT's role in Business Process Reengineering (Sung & Gibson, 1998), inefficient use of IT and its tools (Sung & Gibson, 1998), negative attitudes towards IT, spending extra time and money, lack of proper IT devices to related staff training, lack of ability in combining technologies (Arora & Kumar, 2000;Davenport, 2013), insufficient perception of IT's existing foundation (Davenport, 2013;Dennis, Carte, & Kelly, 2003;Grover et al, 1995;Hlupic et al, 2000;Hoffman, 1995;Jackson, 1997;Sung & Gibson, 1998;Teng, Jeong, & Grover, 1998;Terziovski, Fitzpatrick, & O'Neill, 2003), lack of creative usage of IT (Sung & Gibson, 1998), non-approval of simultaneous approaches of IT and BPR (Bergey et al, 1999: Willcocks & Smith, 1995, adopting the old models in mechanizing the current processes (Arora & Kumar, 2000;Hammer & Champy, 2009;Jackson, 1997), work force's dependence on the old technologies and improper training schedules (Bergey et al, 1999), Business Process Reengineering is not considered enough in software architecture (Bergey et al, 1999).…”

HY-CHANGE: a hybrid methodology for continuous performance improvement of manufacturing processes

“…• A set of tools is oriented to support collaborative group working in any form; these are namely: Group technology and cellular manufacturing to manage group working as in Jones et al (1997); X-ware approach (Dennis et al (2003); Corbit et al (2000)); IT functions (Willcocks and Smith (1995);Willcocks (2002) Gunasekaran and Nath (1997); Electronic Commerce in Attaran (2004); brainstorming workshop in Kim and Jang (2002); cooperative network management systems in Ray et al (1999).…”

Integrating Business Process Reengineering with Information Systems Development: Issues & Implications

“…Unfortunately, there is little overlap between research in BPR and systems analysis, so that there is no shared vocabulary and perspective. However, case studies have revealed that IS/IT redesign will be successful when the political and human issues surrounding IS development are well understood and explicitly managed [66] [65].…”