Risk Management for Business Process Reengineering Projects

Kliem, Ralph L.

doi:10.1201/1078/43193.17.4.20000901/31256.12

Cited by 41 publications

(29 citation statements)

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“…Such a high failure rate implies that in addition to understanding what should to be done in process reengineering projects, the avoidance of things that should not be done deserves equal attention. We are particularly interested in describing the risks that endanger the success of business process projects, such as those listed in [2,3].…”

Section: Motivationmentioning

confidence: 99%

“…[22] A general risk management framework is composed of 3 main action phases: identification, analysis, and control [3]. In practice, the risk identification phase is typically conducted by an expert group through brainstorming or techniques such as fault tree or event tree analysis, cause consequence analysis, or failure mode and effect analysis.…”

Section: Risk Managementmentioning

confidence: 99%

“…Typically, a business entity is always threatened by natural risks, human risks, and environmental risks [14]. Similarly, in the field of business process management projects, risks can be categorized into three groups: people risks, management risks, and technical risk [3]. Nevertheless, Davenport points to organizational/human resources and information technologies as two major enablers of process innovation [15].…”

Section: Common Taxonomies Of Risk In Enterprise Projectsmentioning

confidence: 99%

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Risk Management in the BPM Lifecycle

Muehlen

2006

Lecture Notes in Computer Science

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Abstract. Business Process Management is considered an essential strategy to create and maintain competitive advantage by streamlining and monitoring corporate processes. While the identification of critical success factors for the management of business process related projects has been addressed by some research projects, the risks associated with these projects have received considerably less attention. This is a concern: Although BPM projects contain phases that relate to traditional software development and deployment projects, the application of risk mitigation strategies found in software engineering ignores the subsequent process management phases that follow upon the implementation and automation of processes. This paper provides an overview of risks associated with BPM projects along the phases of the BPM lifecycle. After a classification of the risks identified with individual lifecycle phases and transitions we discuss four strategies to deal with these risks: avoidance, mitigation, transfer, and acceptance. The outlook of this paper discusses how assessment frameworks such as CobIT and COSO can be applied to risk management in the context of BPM.

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Section: Motivationmentioning

confidence: 99%

Section: Risk Managementmentioning

confidence: 99%

Section: Common Taxonomies Of Risk In Enterprise Projectsmentioning

confidence: 99%

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Risk Management in the BPM Lifecycle

Muehlen

2006

Lecture Notes in Computer Science

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“…Kada je reč o rizicima koje prate procese redizajniranja poslovnih procesa (Kliem, 2000) ukazuje da treba posebno obratiti pažnju na:…”

Section: Reinženjeringunclassified

Digital economy and business process transformation: Challenges and risks

Stojanović¹

2017

Ekonomija

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“…However, despite more and more innovative technological solutions for business processes, resistance to change continues to be the biggest BPR obstacle. According to many experts, this is the main reason why reengineering projects in many organizations fail [6][7][8] . Problem statement: However all listed above standards, techniques and methods are oriented, first, to develop new IS or new subsystems.…”

Section: Introductionmentioning

confidence: 99%

Formalized Model of Stabile Reengineering Information System Functional Elements (Business Processes)

Sarhan¹

2009

J. of Computer Science

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Abstract:The process of reengineering the functional elements of management information system must presented as stable, in which all the kernel functional components of the management information system should be saved. Problem statements: There is no formalized models for stabile reengineering for the functional structure (functional elements) for various information systems types, therefore the process of reengineering is not stabile and may be it finished with failure reengineering process or failure information system. Approach: The information system development Approach and the mathematical methods to formalized the detailed mathematical model for the information systems stabile reengineering, and at different stages of IS reengineering. Results: All process of stabile reengineering at the various stages of it was formalized in mathematical models. Conclusion: The developed models helps the system analyst to define if the reengineering process for the functional structure of information system will be stabile and effective or not, and if it more feasible than creating new information system.

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Risk Management for Business Process Reengineering Projects

Cited by 41 publications

References 0 publications

Risk Management in the BPM Lifecycle

Risk Management in the BPM Lifecycle

Digital economy and business process transformation: Challenges and risks

Formalized Model of Stabile Reengineering Information System Functional Elements (Business Processes)

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