BPR in IT industry

Managing Barriers to Business Process Reengineering SuccessInstructor: 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,

Risks Associated with BPRRisk CategoryDefinitionFinancial risksNo high ROITechnical risksTechnological solutions not working or not availableGeneral Project riskTeam not performing or solution provider not competentFunctional risksReorganization plan is not appropriate or not applicable to our businessPolitical risksConfrontation in people, less commitment.

BPR Implementation BarriersBarriersHard BarriersInformation Technology problemsResource problemsLegal obstaclesSoft BarriersInternal individual resistanceInternal group resistanceExternal resistance

Causes of BPR implementation barriersProject related causePeople related causeOrganisation related causeEnvironment related cause

Root cause for BarriersRoot cause of Information Technology BarriersProjectPeopleOrganisationEnvironmentRoot CausesContentManagementIndividualGroupsStructureCulturePartnerPublicBarriersSoftware not process orientedUnsatisfactory selection processDelivery ProblemsUsers to not accept systemWrong IT ConfigurationNot enough test runsKnowledge and skill level too low and ResistanceMicro PoliticsMistrustdecentralization not attainableVogue project goalsMissing DisciplineStrong control cultureRoot causes of individual resistanceconstructive ResistanceApproachPersonalityformer experiancesDestructive resitanceObjectiveMissing change momentumDestructive characterGroup Pressureloss of power over peopleLoss of acceptance

Framework for Barriers ManagementSearch for and identify barriersIdentify root causesIntervene at root cause levelControl intervention success