An Empirical Study for Integrating XP with VTSP to Improve Business Process (original) (raw)
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Business Process Reengineering as the Current Best Methodology for Improving the Business Process
Currently, most companies or organizations can select a number of methodologies to improve their business processes, which include Six Sigma, Lean Thinking, Lean Six Sigma, Business Process Reengineering, Total Quality Management, Kaizen and Poka-Yoka. However, selecting an appropriate methodology has to be guided by the organization's objectives. In this respect, the BPR is one of the best methodologies that can help organizations to ensure the continuity of their businesses so they will remain relevant for a long time. More importantly, the BPR can help members of organizations to rethink about their existing practices such as to introduce significant improvements to their business process. Based on a literature review, the researchers carried out a comparative analysis on four leading methodologies, namely BPR, Six Sigma, Lean Thinking, and Kaizen. The comparison of the methodologies were based on 11 aspects, namely the concept, effect, use of information technology, focus, involvement of workers, degree of change, level of risk, creation of a study, model, duration, and cost. In addition, the researchers elaborated the six phases of the implementation of BPR. The comparative analysis revealed that the BPR was the best among the four methodologies analysed, as it could help radically and holistically improve the overall business process of an organization. Thus, organizations that need such a change in their business processes can adopt the BPR as the most appropriate methodology than can help bring the intended improvements to their workplace.
This research seeks to determine how capabilities can be reengineered in an organisation by fitting the right skills to the right job so as to achieve dramatic improvement in business performance. Taking IBM as a case study, the Business Process Re-engineering (BPR) concept was examined and the critical success factors (CSFs) to its successful implementation were highlighted. An inductive approach and research philosophy of 'functional paradigm' was applied by analysing the findings of the pre and post BPR issues in IBM and creating a link between the theory of BPR and it's with a practical recommendation for future implementations. A model was created outlining the wider perspectives of BPR concept and the principles underpinning it and narrowing it down to the objective of this research using the funnelling approach of literature review and a new model was developed after the literature review incorporating the new findings from the literature review. Finally it was concluded that, BPR does not only reengineer processes but functions or core competencies and CSFs of implementing the initiative are egalitarian leadership, collaborative working environment, top management commitment, change in management technology appropriate BPR planning and methodology and use of information technology system. However for successful implementation, BPR must influence the content of the business strategy while the business strategy must support the BPR initiative. This is in addition to the fact that a BPR initiative should be driven by customer perception for optimal results.
Business Process Management in Project-Based Companies: A New Methodology
International Journal of Advances in Management and Economics (IJAME)
Process management is a way of organising and running a business aimed at all kinds of companies that simultaneously pursue an increase in corporate efficiency and an increase in customer satisfaction. The aim is to create added value for the customer by managing the company’s processes appropriately. In recent years its importance has increased since it has shown itself to be a tool that improves quality and efficiency in companies. This study presents a new methodology for implementing process management in project production companies, with explicit reference to the particular circumstances of this kind of enterprise. The appropriateness of this study resides in a combination of the current need for process management and the lack of research in this specific field relating to project production companies. The main contribution of this work lies in the clarity and simplicity of the proposed methodology that, in addition, is useful for professionals who want to implement process management in their companies. In turn, that may have a positive impact on society.
A Study of the Impact of Business Process on the ERP System Effectiveness
International Journal of Business and Management, 2010
An ERP implementation takes many years to complete and requires a large amount of IT investment and their effectiveness is hard to evaluate. Companies implement ERP systems to integrate the business processes of a company, and help organizations obtain a competitive advantage. In each ERP implementation stage, Business Process Reengineering (BPR) plays different important roles. This study examined the process problems (system process / business process), BPR and performance of ERP systems by using the questionnaire survey and AVOVA analysis. We also examined the relationship between degree of BPR and ERP system performance using regression analysis.
Process re-engineering for effective implementation of projects
International Journal of Project Management, 1999
Time, cost and quality are the prime objectives of any project. Unfortunately, today’s project management does not always ensure the realisation of these objectives. The main reasons of project non-achievement are changes in scope and design, changes in Government policies and regulations, unforeseen inflation, under-estimation and mis-estimation. An overall organisational approach with the application of appropriate management philosophies, tools and techniques can only solve the problem. The present study establishes a methodology for achieving success in implementing projects using a business process re-engineering (BPR) framework. Internal performance characteristics are introspected through condition diagnosis that identifies and prioritises areas of concern requiring attention. Process re-engineering emerges as a most critical area for immediate attention. Project process re-engineering is carried out by eliminating non-value added activities, taking up activities concurrently by applying information systems rigorously and applying risk management techniques throughout the project life cycle. The overall methodology is demonstrated through applications to cross country petroleum pipeline project organisation in an Indian scenario.
The Implementation of Business Process Reengineering in American and Canadian Hospitals
Health Care Management Review, 1999
The whole business of an organization is carried out through business processes. The process is a set of interconnected activities with interactions, which are transforming the object (as its input) into a result (as its output), where employees are adding a certain procedural values, using the resources of the organization There are permanent requirements for the changes in performances, innovations, increasing flexibility and improving the economic performance of the company trough the process orientation. The main objective of this paper was to explore possibilities for improvement of important business processes, such as human resource management, in petroleum industry with the technique of business process reengineering and business process improvement. In this paper the authors presented the improvement process of one of the most important function in each organization -human resources function, by using management tools of BPR supported with the lean tools such as value stream mapping VSM. Methodology used in this paper included step approach in line with the Harvard Business School Business (HBS, 2010) process improvement supported with value stream mapping (VSM) lean tools. In the first part of the paper, the authors presented a theoretical review of the literature of business process reengineering and human resource management (HRM), with a special focus on the function of human resources in large companies where the research was done. After the theoretical review, business process improvement (BPI) of HRM in specific company was presented trough comparison of the state of HR function before restructuring and the state of the performances of the HR function after the BPI implementation with all the characteristics and efficiency indicators. Based on the obtained results, it can be concluded that the combination of HBS methodology and VSM tools can contribute to the improvement in the form of the reductions of hierarchical levels in organization within the company and in the form of advancement of work processes within the company. This was primarily reflected in the increase of the effectiveness and efficiency, in reducing of the time required for the execution of the processes, and saving resources. This paper presents one year case study, where the research was made to point out the significance of BPR of HR function in large companies. The authors tried to explain the main areas of HR process in a large production companies so as the improvements could be achieved by using BPR techniques supported by VSM lean tools. business process reengineering, human resource management, VSM tool, process improvement.
BUSINESS PROCESS REENGINEERING IN COMPANIES AS A DIRECTION OF BUSINESS OPTIMIZATION
Reengineering is an important anti-crisis management tool because it is aimed at restructuring (redesigning, updating) business processes in order to achieve a radical, leaps and bounds improvement of the enterprise's activities. In light of the current unstable economic situation in the world, management cannot have any other basis than the search for and active use of new forms, methods, techniques, business areas, since the previous approaches no longer justify themselves. Therefore, reengineering has become one of the most effective innovations in management consulting in recent years. The statement of the problem is carried out, the main purpose and tasks of the research are determined. This study analyzes the scientific work of various economists and scientific schools on the approach to radical redesign of business processes (business reengineering). The concept of business process and features of its identification are formed. The stages of reengineering business processes of companies are studied. Focus zones have been formed in the work of enterprises that can be positively affected by business process reengineering. The main conditions for reengineering the company's business processes are determined. The main procedural aspects of business process reengineering and the main work within each procedure with its subsequent visualization are noted. The main structural elements of changes in business processes during their reengineering of the company are determined. The main conclusions of the research are formed. The main scientific approaches to the process of change in the work of companies are noted, focusing on customer-oriented management of business processes in their reengineering in the work of enterprises. The analysis of the implemented solutions of business process reengineering and possibilities of its further realization in the companies at the international level is carried out. Theoretical provisions of business process reengineering through the basic principles of its implementation are studied. The main focus areas of changes in the work of companies, which introduced the reengineering of business processes with a description of the peculiarities of the process of change in these focus areas of companies. The general conclusion on the given scientific research is formed.
Business Process Reengineering (BPR)
SpringerReference
Iraq is now building its economy and in frastructure and has the potential to build a robust infrastructure based on a solid foundation. BPR could be applied to all business sectors. Iraqi government and businesses could achieve tremendous advantages by adopting BPR. Nowadays, Iraq i's Small and Mediu m Enterprises (SM Es) faces difficult ies in managing and improving the business structure. Many small co mpanies conjectures that the importance of integrate new facilit ies to achieve the required imp rovements in their business needs. BPR tools and simu lations are used in huge company; however, it is also needed by small and med iu m-size enterprises in human resource management in order to strengthen their business operation and management. This study involved the degree of readiness of the Iraqi SMEs for applying BPR tools in managing the business resources, ease of use, usefulness, quality management, employee's self efficacy, self-confidence, and motivation. A quantitative research method was used using a questionnaire survey in order to verify these factors contribute to the use of BPR in the Iraqi SM Es. A total of 170 responses were collected fro m three enterprise companies in Baghdad. A framework of BPR tools in the Iraqi SM Es was produced to help these companies implementing BPR in order to develop emp loyee's motivation, self-efficacy, self-confidence, and quality.
Procedia Economics and Finance, 2016
Business process management (BPM) as a systematic managerial approach enables organization's workflow to be more effective, more efficient and more capable to adapt to an ever-changing environment. BPM attempts to improve processes continuously with consideration of customer's needs and requirements. The concept of BPM is not new, however many companies are still struggling with the implementation of BPM and with application of concept and methods based on process approach. The article presents findings of our research on current state of implementation and application of BPM in enterprises operating in Slovak Republic. Our study was focused on several aspects related to BPM such as examination of the reasons why managers decide to implement BPM in their businesses, the level of process mapping, the level of usage of concept and methods of BPM as well as the detection of limitations and barriers of process management implementation and application.
Business process re-engineering using sharepoint in a consulting company
2015
Este projeto de Reengenharia de Processos de Negócio realizou-se numa empresa de consultoria com o objetivo de melhorar a qualidade do serviço prestado aos seus clientes. Para atingir este objetivo principal definiram-se os seguintes quatro subobjetivos: simplificar a gestão dos serviços; reduzir os erros humanos; aumentar a colaboração; e diminuir os prazos de prestação dos serviços. A equipa de projeto começou por fazer um planeamento estratégico e selecionar os Processos de Negócio (PNs) a incluir no estudo, sendo depois analisadas as operações com base nos objetivos do projeto e identificados vários problemas. Com o objetivo de resolver os problemas dos PNs a equipa redesenhou as operações e recorreu às Tecnologias de Informação (TI) para o seu suporte. Depois da reengenharia dos modelos de PN e da elicitação das especificações de TI, foi selecionado o Microsoft SharePoint 2013 para a implementação do suporte aos novos PNs. Com o desenvolvimento e parametrização do SharePoint 2013 atingiram-se todos os objetivos propostos. Este projecto foi uma experiência concreta de melhoria das operações numa pequena empresa, tirando partido das vantagens do recurso às TI. Com base no sucesso deste projecto iniciou-se o planeamento estratégico de operações noutras áreas da empresa.