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Unit 3: Business Process Re-engineering

The BPR Life Cycle represents a closed-loop learning system for the organization to promote notes
continuous improvement and organizational learning. The major components of a Business
Process Re-engineering Life Cycle include the following:
1. Identification of current business processes
2. Review, update and analysis of “As-Is” processes

3. Design of “To-Be” processes
4. Test and implementation of “To-Be” processes

3.7 elements of Bpr

BPR is generally conceived as consisting of four elements to be considered, as there are strategies,
processes, technology and humans where strategies and processes are building the ground for
the enabling utilization of technologies and the redesign of the human activity system. A brief
description of these four dimensions will be given below:
figure 3.5: elements of Bpr

Strategies

Technology People

Processes

3.7.1 strategies

The strategy dimension has to cover strategies within the other areas under concern, namely
organization strategy, technology strategy and human resources strategy. The determination of
all strategies has to be performed with respect to the dynamic marketplaces the organization is
acting on and is not focussed on internalities, but the external presumptions for successful acting
on markets. Beyond that, strategies have to be current and relevant to the company’s vision, as
well as to internal and external constraints, which implies, that a reconsideration and redefinition
of strategies might be a presumption for further change. Finally, the strategies must be defined in
a way that enables understanding and motivation of employees in order to align the work force
with them.

3.7.2 processes

Processes can be defined on different levels within the organization. The issue is, to identify core
processes which are statisfying customer needs and add value for them.

It is important to point out, that processes are not determined by internal organizational
requirements, but by customer requirements, even though organizational constraints have to be
taken under consideration. The shift from functional departments to inter-functional processes
includes a redesign of the entire organizational structure and the human activity system and
implies process- instead of task optimizing.

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