A Model for the Planning of Business Process Reengineering

Abstract

Business Process Reengineering (BPR) is radically redesigning value-added business processes to optimize work flows and improve productivity in an organization. Although BPR can yield a dramatic performance improvement, many BPR projects have failed. The broad organizational focus and high risk associated with BPR demand detailed planning before implementation. The purpose of this paper is to present critical elements and important activities that BPR planning should include. Since a model can simplify a complex phenomena and enhance communication, a model of BPR planning is constructed to facilitate better understanding of BPR planning and to promote the involvement of stakeholders, including managers and employees.

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