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Managing reengineering operations

Afshar, A ; Sharif University of Technology | 2006

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  1. Type of Document: Article
  2. DOI: 10.1109/ICMIT.2006.262165
  3. Publisher: 2006
  4. Abstract:
  5. Fifteen years after introduction of Business Process Reengineering (BPR) and a series of successful and not-so-successful BPR implementation, a revised methodology is needed to incorporate cases of major and sudden organizational or environmental changes with BPR. The new methodology can also be particularly applicable to project oriented businesses. September 11, Tsunami, and other major world events show that nothing is constant but change. A reengineered process may only stay as the environment factors stay the same. Therefore, the processes can no longer be the central focus of reengineering, but the output needs. Technology has enabled us to refocus and apply reengineering constantly to volatile organizations. The goal of new methodology would be on process flexibility and process dynamics, to cope with any and all business and environment changes and still to meet business needs, while focusing on the organization learning and growth as well as overall effectiveness and speed to market. Use of knowledge-based systems to process the requirements may be applicable. © 2006 IEEE
  6. Keywords:
  7. Environmental impact ; Industrial management ; Knowledge based systems ; Marketing ; Societies and institutions ; Business Process Reengineering (BPR) ; Environmental changes ; Process dynamics ; World events ; Reengineering
  8. Source: 2006 IEEE International Conference on Management of Innovation and Technology, ICMIT 2006, Singapore, 21 June 2006 through 23 June 2006 ; Volume 1 , 2006 , Pages 268-269 ; 1424401488 (ISBN); 9781424401482 (ISBN)
  9. URL: https://ieeexplore.ieee.org/document/4035837