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3 § 3.1 Business Process Reengineering: Introduction Yih-Chang Chen (2001) " Empirical Modelling ... more 3 § 3.1 Business Process Reengineering: Introduction Yih-Chang Chen (2001) " Empirical Modelling for Participative Business Process Reengineering " Business process reengineering (BPR) has been receiving attention from industries as well as the academic community, because it is likely to change management practice and working processes in organisations in the future. However it is commonly agreed that BPR is important but also problematic. In this chapter we explore the principles and assumptions of BPR and identify the factors affecting its successes and failures. Especially we highlight some major debates currently found in the literature of BPR. These debates include the definitions used to describe business processes and BPR, the scale of the changes involved in BPR, and the significance and role of information technology (IT) in BPR, especially IT systems. As the main theme of this thesis is applying EM to BPR, it is essential to understand some factors which cause BPR projects failure due to the poor design of the supporting systems under the conventional paradigm. 3.1 Business Process Reengineering: Introduction BPR is known by many names, such as 'core process redesign', 'new industrial engineering' or 'working smarter'. All of them imply the same concept which focuses on integrating both business process redesign and deploying IT to support the reengineering work. In this section we attempt to explore two questions: where does BPR come from and what is involved in BPR (i.e. its principles and assumptions).
3 § 3.1 Business Process Reengineering: Introduction Yih-Chang Chen (2001) " Empirical Modelling ... more 3 § 3.1 Business Process Reengineering: Introduction Yih-Chang Chen (2001) " Empirical Modelling for Participative Business Process Reengineering " Business process reengineering (BPR) has been receiving attention from industries as well as the academic community, because it is likely to change management practice and working processes in organisations in the future. However it is commonly agreed that BPR is important but also problematic. In this chapter we explore the principles and assumptions of BPR and identify the factors affecting its successes and failures. Especially we highlight some major debates currently found in the literature of BPR. These debates include the definitions used to describe business processes and BPR, the scale of the changes involved in BPR, and the significance and role of information technology (IT) in BPR, especially IT systems. As the main theme of this thesis is applying EM to BPR, it is essential to understand some factors which cause BPR projects failure due to the poor design of the supporting systems under the conventional paradigm. 3.1 Business Process Reengineering: Introduction BPR is known by many names, such as 'core process redesign', 'new industrial engineering' or 'working smarter'. All of them imply the same concept which focuses on integrating both business process redesign and deploying IT to support the reengineering work. In this section we attempt to explore two questions: where does BPR come from and what is involved in BPR (i.e. its principles and assumptions).