Best Practices in BPR

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Best Practices in Business Process Reengineering and Process Design 327 Organizations Share Lessons Learned in business process design Now available in electronic, downloadable format for rapid delivery anywhere in the world.		Format: PDF file Pages: 37, journal style Issue date: 2002
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Prosci’s Best Practices in Business Process Reengineering and Process Design gives team members, project leaders and executive sponsors a first-hand account of what is really happening as teams redesign business processes. The report combines data from three benchmarking studies to present the most accurate, up-to-date picture of process redesign and reengineering projects as well as insight into the mistakes to avoid on your project.

New electronic downloads available: All Prosci BPR products including the BPR Project Planning Toolkit, the Reengineering Design Toolkit, the Business Case Toolkit and the Best Practices in Business Process Reengineering Report are now available in electronic, downloadable formats for rapid delivery anywhere in the world.

Study purpose:

The goal of this study is to provide real-life lessons from the experiences of project teams recently or currently involved in business process reengineering projects. With this study, you can learn what is working (and what is not) from 327 organizations world-wide.

Organize and plan a new change initiative
Learn about common mistakes that you can avoid in your project
Identify the most important activities for a successful project
Help your executive team be great sponsors of change

Key findings:

The need to reduce cost/expense was the most frequently cited business driver for reengineering projects with competitive pressure, poor customer satisfaction and poor quality of products and services rounding out the top-four.
The top activity that project teams would do differently on the next project is more effective change management.
Teams whose projects were driven or heavily supported by top management were more likely to complete their project at or above expectations.
Participants overwhelmingly indicated that the planning stage, where scope and roles were set, was the most important phase in the project.
Resistance to change within the organization was cited six times more often than any other as the number one obstacle to successful implementation.

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