Consider the phases of the BPM lifecycle. Which of these phases are no included

Question

Consider the phases of the BPM lifecycle. Which of these phases are
no included in a business process re-engineering project?

we can view BPM as continuous cycle comprising the following
phases (see Fig. 1.7):
• Process identification. In this phase, a business problem is posed, processes relevant
to the problem being addressed are identified, delimited and related to each
other. The outcome of process identification is a new or updated process architecture
that provides an overall view of the processes in an organization and their
relationships. In some cases, process identification is done in parallel with per

formance measure identification. In this book, however, we will associate performance
measure identification with the process analysis phase, given that performance
measures are often used for process analysis.
• Process discovery (also called as-is process modeling). Here, the current state
of each of the relevant processes is documented, typically in the form of one or
several as-is process models.2
• Process analysis. In this phase, issues associated to the as-is process are identified,
documented and whenever possible quantified using performance measures.
The output of this phase is a structured collection of issues. These issues are typically
prioritized in terms of their impact, and sometimes also in terms of the
estimated effort required to resolve them.
• Process redesign (also called process improvement). The goal of this phase is to
identify changes to the process that would help to address the issues identified
in the previous phase and allow the organization to meet its performance objectives.
To this end, multiple change options are analyzed and compared in terms of
the chosen performance measures. This entails that process redesign and process
analysis go hand-in-hand: As new change options are proposed, they are analyzed
using process analysis techniques. Eventually, the most promising change
options are combined, leading to a redesigned process. The output of this phase
is typically a to-be process model, which serves as a basis for the next phase.
• Process implementation. In this phase, the changes required to move from the
as-is process to the to-be process are prepared and performed. Process implementation
covers two aspects: organizational change management and process
automation. Organizational change management refers to the set of activities required
to change the way of working of all participants involved in the process.
Process automation on the other hand refers to the development and deployment
of IT systems (or enhanced versions of existing IT systems) that support the to-be
process. In this book, our focus with respect to process implementation is on process
automation, as organizational change management is an altogether separate
field. More specifically, the book presents one approach to process automation
wherein an executable process model is derived from the to-be process model
and this executable model is deployed in a BPMS.
• Process monitoring and controlling. Once the redesigned process is running, relevant
data are collected and analyzed to determine how well is the process performing
with respect to its performance measures and performance objectives.
Bottlenecks, recurrent errors or deviations with respect to the intended behavior
are identified and corrective actions are undertaken. New issues may then arise, in
the same or in other processes, requiring the cycle to be repeated on a continuous
basis.

Explanation / Answer

From the above mentioned phases, Process Implementation is not done by BPR project.

Explaination:

Business processes are characterized by three elements: the inputs, (data such customer inquiries or materials), the processing of the data or materials (which usually go through several stages and may necessary stops that turns out to be time and money consuming), and the outcome (the delivery of the expected result). The problematic part of the process is processing. Business process reengineering mainly intervenes in the processing part, which is reengineered in order to become less time and money consuming.

" the fundamental rethinking and radical redesign of the business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed".

BPR focusses on process and not on task , job or people.

business process reengineering is becoming ofincreasing importance as a means to improve their performance and enhance their competitiveness.There are many approaches to BPR (e.g. Hammer, Davenport and Short), but independently of theone that is followed, a BPR initiative is a risky undertaking and several factors have to be considered for asuccessful effort. A very important success factor is the top management sponsorship. A BPR Projectusually requires many resources, money and leadership, which can be assured only by a strong andconsistent top management sponsorship. Another important success factor is the alignment of the

transformation effort with the organisations strategic direction

demonstrated from the perspective offinancial performance, customer service, associate employee value, and the vision of the organisation.Additionally to the above, the selection of the right methodology that meets the needs of the projectand is understood and supported by the project team is very important. A BPR methodology sets theframework for the undertaking of a BPR effort. It is used to support related activities to reengineeringsuch as: the definition of the project boundaries, the selection of the right people to empower the BPRteam, the definition of a project manager, the selection, definition and analysis of the business processes that are candidates for reengineering and so on.

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