Business Process Change: Concepts, Methods, and Technologies
Varun Grover, William J. Kettinger
Idea Group Inc (IGI), 1995 - Business & Economics - 687 pages
Corporations are undergoing massive restructuring efforts to cope with a changing competitive environment. Fundamental to these efforts is the redesign and change of business processes. While many organizations have gained considerable experience in business process change, basic questions remain unanswered. This book contains a carefully reviewed compilation of original contributions by internationally renowned consultants, practitioners, and researchers, all of whom have been intricately involved with business process reengineering (BPR). It clearly outlines BPR methods, techniques and tools and the role that information technology plays as a strategic enabler of BPR.
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Lessons Learned from Business Engineering with
Business Process Reengineering
Applying Lessons Learned
Assessment of the Impact ofBPR and
THE INFORMATION SYSTEMS FUNCTION
A Framework and a Suite of Methods for
Business Reengineering with Business Rules
Process Modelling Who What and How
Reengineering and REAL Business Process
activities Activity-Based Costing Amsterdam Municipal analysis approach architecture automated BPR effort BPR innovation BPR projects BPR team business events business process redesign business process reengineering business rules Champy client/server companies competitive complex component process concept conceptual schema corporate cost culture database Davenport decision dynamic employees enabling engineering entity evaluate example existing process Figure firm focus focused framework functional goals Hammer Harvard Business Review IDEF IDEF0 IDEF1 IDEF3 identify implementation individual information architecture information management information systems planning information technology infrastructure integration interaction internal involved K-complexity KBSI knowledge learning Management Review ment methodology methods objectives ontology organization change organization's organizational output performance problem process change process modelling radical reduce reengineering efforts reengineering projects relationships response role software application strategic information systems structure task techniques tion top management users