Database Reference
In-Depth Information
Strategic Planning for Enterprise BPM
Identify All Business Processes
Selecting Business Process for Enterprise BPM
Creating Process Maps
Analyzing Process for Breakthrough Improvement
Innovative Breakthrough Improvement In Processes
Implementing Re-engineered Processes
Measuring Performance of the Re-engineered Process
Figure 7.2
A Cycle of enterprise BPR Methodology.
The eight steps of the enterprise BPR methodology are shown in Figure 7.2.
The BPR effort within an enterprise is not a one-time exercise but an ongoing one. One could
also have multiple BPR projects in operation simultaneously in different areas within the enter-
prise. The BPR effort involves business visioning, identifying the value gaps, and, hence, selection
of the corresponding business processes for the BPR effort. The re-engineering of the business
processes might open newer opportunities and challenges, which in turn triggers another cycle
of business visioning followed by BPR of the concerned business processes. Figure 7.3
shows the
iteration across the alternating activities without end.
7.2.1 Strategic Planning for Enterprise BPR
All markets are fluid to some degree, and these dynamic forces and shifting customer values neces-
sitate changes in a company's strategic plans. The significance of a process to the success of a
company's business is dependent on the nature and extent of the value addition to a product or
service. Consequently, as stated earlier, one can understand the competitive value gap in terms of
the customer-expected level of value and the value delivered by the enterprise for the concerned
product or service.
The competitive gap can be defined as the gap between the customer's minimum acceptance
value (MAV) and the customer value delivered by the enterprise. Companies that consistently
