Business Process Reengineering - BPR









Best Practices in Business Process Reengineering
327 organizations share lessons learned

Overview Table of Contents Order and Pricing Participant  List
Prosci’s 2002 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 in today’s marketplace. The report combines data from three benchmarking studies (1997, 1999 and 2002) to present the most accurate, up-to-date picture of process redesign and reengineering projects as well as insight into the evolution of business process design.

The goal of this study is to provide real-life lessons from the experiences of project teams recently or currently involved in projects.  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.

 

 
Overview Table of Contents Order and Pricing Participant  List

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