BPR in IT industry

Integrating and Improving Enterprise(ERP and BPR Integration)Instructor: Mahendra SinghAssistant Professor, Centre for Business Administration, CUJ Ranchi

Sources: Organisational transformation Through BPR by: Vikram Sethi, William King, BPR by R. Radhakrishnan, S. Balasubramanian,Business Process Change: Paul Harman,A paradigm for ERP and BPR integration: J. K. C. NG, W. H. IP and T. C. LEE

BPR Vs Other ProgrammesRe engineeringRight sizingrestructuringTQMAutomationAssumptions questionedFundamentalstaffingReporting relationshipCustomer wants and needsTechnology applicationScope of changeRadicalStaffing, job, responsibilitiesorganisationBottom upSystemsOrientationProcessesfunctionalFunctionalProcessesProceduresImprovement goalsDramaticIncrementalIncrementalIncrementalIncremental

Difference Between BPR & Process SimplificationS. No.Process simplificationProcess reengineering1Incremental changeRadical transformation2Process-ledVision-led3Assume attitudes and behaviourChange attitudes and behaviors4Management-ledDirector-led5Various simultaneous projectsLimited number of initiatives

Difference between BPR and Continuous ImprovementS. No.Continuous improvementBPR1Incremental changeRadical transformation2People focusPeople and technology focus3Low investmentHigh investment4Improve existing processRebuild process5Driven by work unitDriven by champion

BPR and TQMHave cross functional orientationTQM orients for incremental change while BPR is for radical changeTQM is for gradual change and BPR is for drastic improvementTQM is broader application of Quality management and BPR is extensions to Innovations.