Reengineering (BPR) Methodology Benchmarking Results

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Reengineering (BPR) Methodology Benchmarking Results

248 companies share the most important activities to be completed at each phase of a reengineering project. The table below summarizes these activities by phase.

Phase Activities listed by participants

Planning and startup Identified key business drivers for change and assessed the consequences of not changing
Identified critical processes for reengineering

Identified senior management sponsors and created a steering committee of key stakeholders

Gained senior management support for the project

Prepared a project plan: defined the scope, established measurable objectives, selected a methodology, and established a high-level schedule

Obtained agreement with senior managers on objectives and scope for the project

Selected the reengineering team

Selected consultants or outside experts

Held a project kick-off meeting

Briefed functional managers about the goals of the project; began communications to the organization

Trained the reengineering team

Began change management activities and prepared a communication plan

Research and discovery Conducted benchmarking studies on the processes of other companies
Conducted customer interviews and focus groups to identify current and future needs

Interviewed employees and managers to understand issues and to brainstorm ideas for change

Conducted literature and periodical research to understand industry trends and to find best practices

Documented "as-is" processes at a high level and collected performance data; identified gaps

Reviewed technology changes and options

Interviewed stakeholders and key senior managers

Attended workshops or seminars

Gathered data from external experts and consultants

Design Brainstormed new and innovative ideas; used creative thinking exercises to think "outside of the box"
Conducted what-if scenarios and applied "success templates" used by other companies

Generated 3 to 5 models by using functional experts; developed hybrid model by taking best of each

Created vision of ideal process

Defined new process models and flowcharted these processes

Designed organizational model to align with new process

Defined technology requirements; selected platform that would enable new processes

Separated short- and long-term improvements

Approval Prepared cost and benefit analysis; determined return on investment
Assessed impact on customers and employees; assessed impact on competitive position

Prepared a formal business case for senior managers

Held review meeting to present findings to steering committee and senior managers for approval

Implementation Completed detailed design of processes and organizational models; defined new job roles
Developed supporting systems

Conducted pilot solutions and tested on a small scale

Communicated new solution to employees; developed and implemented change management plan

Developed a phased implementation plan and implemented the solution

Developed a training plan and trained employees on new processes and systems

Next steps Defined key measures to evaluate periodically; measured the results of the new process; implemented a continuous-improvement program for the new process
Issued final report to steering committee and senior managers

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Phase	Activities listed by participants
Planning and startup	Identified key business drivers for change and assessed the consequences of not changing Identified critical processes for reengineering Identified senior management sponsors and created a steering committee of key stakeholders Gained senior management support for the project Prepared a project plan: defined the scope, established measurable objectives, selected a methodology, and established a high-level schedule Obtained agreement with senior managers on objectives and scope for the project Selected the reengineering team Selected consultants or outside experts Held a project kick-off meeting Briefed functional managers about the goals of the project; began communications to the organization Trained the reengineering team Began change management activities and prepared a communication plan
Research and discovery	Conducted benchmarking studies on the processes of other companies Conducted customer interviews and focus groups to identify current and future needs Interviewed employees and managers to understand issues and to brainstorm ideas for change Conducted literature and periodical research to understand industry trends and to find best practices Documented "as-is" processes at a high level and collected performance data; identified gaps Reviewed technology changes and options Interviewed stakeholders and key senior managers Attended workshops or seminars Gathered data from external experts and consultants
Design	Brainstormed new and innovative ideas; used creative thinking exercises to think "outside of the box" Conducted what-if scenarios and applied "success templates" used by other companies Generated 3 to 5 models by using functional experts; developed hybrid model by taking best of each Created vision of ideal process Defined new process models and flowcharted these processes Designed organizational model to align with new process Defined technology requirements; selected platform that would enable new processes Separated short- and long-term improvements
Approval	Prepared cost and benefit analysis; determined return on investment Assessed impact on customers and employees; assessed impact on competitive position Prepared a formal business case for senior managers Held review meeting to present findings to steering committee and senior managers for approval
Implementation	Completed detailed design of processes and organizational models; defined new job roles Developed supporting systems Conducted pilot solutions and tested on a small scale Communicated new solution to employees; developed and implemented change management plan Developed a phased implementation plan and implemented the solution Developed a training plan and trained employees on new processes and systems
Next steps	Defined key measures to evaluate periodically; measured the results of the new process; implemented a continuous-improvement program for the new process Issued final report to steering committee and senior managers