• OpenAccess
  • Risk Assessment of Business Process Re-Engineering Projects  [EBM 2015]
  • DOI: 10.4236/jss.2015.33007   PP.30 - 34
  • Author(s)
  • Boyd A. Nicholds, John P. T. Mo
  • Business Process Re-engineering (BPR) inevitably involves change. However, modern business organizations are extremely complex. Setting improvement targets in BPR too high without considering the company’s capability and its external and internal interactions will have little chance of achieving the set targets, which means project failure. Unfortunately, forecasting of the BPR outcomes is currently a wild guess to management. This paper describes a risk model that estimates a process improvement capability score and integrates with a performance effectiveness function to assess the likelihood of meeting performance gain targets from process improvement projects undertaken by companies. The risk assessment can assist management to set more realistic performance gain targets for process improvement projects with a better chance of success.

  • Business Process Re-Engineering, Risk Assessment, Process Improvement, Capability Score, Performance Effectiveness, Decision Support Tool
  • References
  • [1]
    Pestana, G., Rebelo, I., Duarte, N. and Couronné, S. (2012) Addressing Stakeholders Coordination for Airport Efficiency and Decision-Support Requirements. Journal of Aerospace Operations, 1, 267-280.
    Whittaker, B. (1999) What Went Wrong? Unsuccessful Information Technology Projects. Information Management & Computer Security, 7, 23-29.
    Rohleder, T.R. and Silver, E.A. (1997) A Tutorial on Business Process Improvement. Journal of Operations Management, 15, 139-154.
    Prandini, M., Putta, V. and Hu, J. (2012) Air Traffic Complexity in Future Air Traffic Management Systems. Journal of Aerospace Operations, 1, 281-299.
    Marin-Garcia, J.A. and Poveda, Y.B. (2010) The Implementation of a Continuous Improvement Project at a Spanish Marketing Company: A Case Study. International Journal of Management, 27, 593-606, 777.
    Bourne, M. (2005) Researching Performance Measurement System Implementation: The Dynamics of Success and Failure. Production Planning & Control, 16, 101-113.
    Bourne, M., Neely, A., Platts, K., et al. (2002) The Success and Failure of Performance Measurement Initiatives: Perceptions of Participating Managers. International Journal of Operations and Production Management, 22, 1288-1310.
    Ahmed, S., Hassan, M.H. and Fen, Y.H. (2005) Performance Measurement and Evaluation in an Innovative Modern Manufacturing System. Journal of Applied Sciences, 5, 385-401.
    Lillis, A.M. (2002) Managing Multiple Dimensions of Manufacturing Performance—An Exploratory Study. Accounting, Organizations and Society, 27, 497-529.
    Gomes, C.F., Yasin, M.M. and Lisboa, J.V. (2011) Perfor-mance Measurement Practices in Manufacturing Firms Revisited. International Journal of Operations & Production Management, 31, 5-30.
    Garengo, P., Biazzo, S. and Bititci, U.S. (2005) Performance Measurement Systems in SMEs: A Review for a Research Agenda. International Journal of Management Reviews, 7, 25-47.
    Ghalayini, A.M., Noble, J.S. and Crowe, T.J. (1997) An Integrated Dynamic Performance Measurement System for Improving Manufacturing Competitiveness. International Journal of Production Economics, 48, 207-225.
    Mo, J.P.T. (2012) Performance Assessment of Product Service System from System Architecture Perspectives. Advances in Decision Sciences, 2012, 19.
    Done, A., Voss, C. and Rytter, N.G. (2011) Best Practice Interventions: Short-Term Impact and Long-Term Outcomes. Journal of Operations Management, 29, 500-513.
    Bateman, N. and David, A. (2002) Process Improvement Programmes: A Model for Assessing Sustainability. International Journal of Operations & Production Management, 22, 515-526.

Engineering Information Institute is the member of/source content provider to