Redesigning Business Processes

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Part II

• Redesigning Business Processes

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Part II

• Redesigning Business Processes
• Change!

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7. Emerging Process View of Organizations
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Business Process

• The things we do
• Any sequence of activities that consumes
  resources and adds value to a product or service

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The Definition of a Business as a Set of Business
Processes(Exhibit 7-1, p. 150)
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Visualization of Core Process and Support
Processes(Exhibit 7-2, p. 151)
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Matrix View of Business(Exhibit 7-3, p. 151)
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Bounding the Business Process

• By design
• Also IS are bounded by design

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Components

• Personnel
• Technology
• Process

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Business Process Categories

• See Exhibit 7-5 for a list in New Product
  Development and Support
• See Exhibit 7-6 for Cycle Time Reduction through
  Concurrent Engineering

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New Product Development and Support(Exhibit 7-5,
p. 154)
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Cycle Time Reduction through Concurrent
Engineering(Exhibit 7-6, p. 155)
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Role Perspectives

• External and internal views
• Process owners and scope of authority
• The Quality Imperative

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Lessons Learned

• Reengineering is tough and and unique
• Leadership is critical
• Employee involvement is critical

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Quality Function Deployment Model

• Hmmm Exhibit 7-9. Skip, but
• Includes an Information Economic (Balanced)
  Scorecard

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End Chapter 07

• Chapter 08 starts on next page

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8. Business Process Redesign
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Downsizing and Rightsizing Repositioning Workers

• BPR NotDownsizing, but often used for it

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Business Process Redesign Hierarchy(Exhibit 8-1,
p. 180)
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The Role of the IEMgmt Team in BPR

• IT is an enabler of BPR
• Leadership role

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BPR

• Glass 50 water
• Changing a jet engine in flight
• Fails around 80 of the time
• Why?

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Why BPR Fails

• Executives use it for downsizing
• Executives dont really understand it-or the
  required commitment for success
• Executives dont really support it to get the buy
  in of employees and managers
• It is thrown at the company
• Outside consultants recommend and run it
• See Hammer and Champy

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Project Management

• Change management-introduction of a new or
  modified IS
• Requires (people) skills that many technologists
  must develop
• Project management life cycle
• Project scope project scope creep

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End Chapter 08

• Chapter 09 starts on next page

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9. Human Resource Development

• IS staff are dispersed throughout the
  organization
• How to retain IS identity?

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Learning Styles Inventory

• Related to Personality/Temperament Profiles
• We did True Colors
• People learn differently Exhibit 9-5

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The Four Basic Learning Styles(Exhibit 9-5, p.
216)
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End Chapter 09

• Chapter 10 starts on next page

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10. The Service Role of Information Technology

• Utility computing

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IS Roles

• Reactive Role
• Proactive Role
• Collaborative Role
• Exhibit 10-1, p. 235

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Typical Reactive, Proactive, and Collaborative
Responses at Various Levels(Exhibit 10-, p.)
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Changing Functions of Information Systems

• THE WEB
• Systems and programming
• Operations
• Technical and network services
• Corporate database access
• Training and education
• Help desks
• Technology gatekeepers
• Standards

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Islands of Technology

• Office automation
• Computer-Integrated Manufacturing
• Desktop publishing
• Imaging and document management
• Multimedia
• THE WEB
• Integration options

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MAKING ORGANIZATIONAL CHANGE

• Machiavelli got it right!
• Need
• Strong leadership support
• Involvement of employees
• Proper training
• More

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End Chapter 10 / End Part II