Page 62 - DCAP302_ENTERPRISE_RESOURCE_PLANNING

Enterprise Resource Planning

notes It involves a wide spectrum of activities procurement, order fulfillment, product development,
customer service and sale.
Thus, Business Process Re-engineering becomes an offshoot of Business Process. Hammer
and Champy (1993) argued that the fundamental reconsideration and radical redesign of
organizational process, in order to achieve drastic improvement of current performance in cost,
service and speed enjoys a fair measure of consensus. One can then assume that Business Process
Re-engineering connotes the analysis and design of workflows and processes within and between
organizations (Davenport and Short 1990).
Business Process Re-engineering relies on a different school of thought. It believes in continuous
process improvement, re-engineering assumes that current process is irrelevant and there is
need to commence another one. Such a clean slate perspective enables the designers of business
process to focus on new process. This is to project oneself on what should the process look like?
How do my customers want it to be like? How do best-in-class companies do it? What we might
be able to do with no technology?
Business Process Re-engineering in the actual sense, have mixed successes therefore, business
process re-engineering projects aimed at transforming inefficient work process. Henceforth,
organizations such as banks and other financial institutions need to optimize results from this
model in real business situations.
The need for businesses to improve the way they operate by increasing the efficiency and
effectiveness of their business processes is a well-proven and documented approach. The rapid
developments in enabling technology and changing customer needs, demands and sophistication
have continued to fuel the need for ever-changing process improvements.
Based on this need, PricewaterhouseCoopers continues to offer its clients a superior business
process improvement service, based on robust methodologies and tools and underpinned by
a proven track record of results, locally and across the globe. Process re-engineering services
include:

1. Process design and development
2. Process modeling
3. Process analysis
4. Process simulation
5. Process implementation support

3.4.1 methodology

PricewaterhouseCoopers’ approach to process re-engineering assignments is underpinned by
our Process Improvement Through Benefits Management (PITBM) methodology.
In our approach, project success is achieved through benefits realization. Quite often, change
projects have focused on the traditional project measures of success - on-time, to cost and to
specification. However, this perspective may be too narrow as, whilst the project may be a success
using these traditional measures, it still may be a failure from a business viewpoint if the planned
benefits from the change project are neither realised nor measured.
The PITBM methodology has a whole lifecycle approach to obtaining beneficial returns on
change and process improvement project investments by ensuring that the benefits realisation
processes become an integral part of the organisational activities that remain in place after project
completion. Benefits management addressed in this way is a business process and a management
philosophy and not just a technique for investment justification.

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