Phase 6: Implementing Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BP R_all_Part_I.ppt 1 Plan IT implementation Plan organization implementation Conduct a pilot project Develop a prototype system  Technical Design  Social Design Evaluate results from the pilot project and the prototype Prepare large-scale roll out Implement the reengineered process

Phase 7: Improving Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BP R_all_Part_I.ppt 2 Develop performance measurement and reward systems in the reengineered process Monitor process performance constantly Improve the process on a continuous basis Improve the process continuously

Elements of Integrated Process Management Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BP R_all_Part_I.ppt 3 Process Reengineering Process Monitoring Process Improvement Integrated Process Management

Target Design Visioning: Price Waterhouse Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BPR_all_Part_I.ppt 4 Business Analysis Level Strategic Tactical Operational Information Facts Problems Opportunities Visioning Workshop Facilitation Participation Consensus High-Level Goals Desired end state Scope of vision External View Best practices BPR principles Technologies Industry & functional Vision People & culture Processes Systems & IT Organization & Structure Performance measures & targets Process Design Segment processes Select high-return process redesign opportunities Perform detailed redesign of business processes Target Environment Design People & culture Processes Systems & IT Organization & structure

Rapid Re Approach Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BP R_all_Part_I.ppt 5 Preparation Recognize need Develop executive consensus Train team Plan change Identification Model customer Define & measure performance Define entities Model processes Map organization Map resources Prioritize processes Vision Understand process structure Understand process flow Identify value-adding activities Benchmark performance Determine benchmark drivers Estimate opportunities Envision and integrate the internal & external ideal Solution: Technical Design Model data & reexamine process linkages Instrument and informate Consolidate interfaces & information Redefine alternatives Relocate & retime controls Modularize & specify deployment Apply technology Plan implementation Solution: Social Design Empower customer contact personnel Define jobs, teams, skills, Specify management structure, org. boundaries, & transitional org. Specify job changes & career paths Deign change mgmt prog. Design incentives Plan implementation Transformation Build & test the system Train staff Pilot new process Define transition Continuous improvement Source: Adapted form Manganelli & Klein, The Reengineering Handbook, AMACOM, 1994.

Enterprise Engineering - A Framework for Change Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BPR_all_Part_I.ppt 6 Continuous Process Improvement Business Process Redesign Business Re-engineering Learning Organization Strategic Visioning Information Infrastructure Development Organization and Culture Development Sumber: Adapted from James Martin & Co., Business Re-engineering Quick Reference Guide, 1993.

BPR Team Structures Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BP R_all_Part_I.ppt 7 Sebagai contoh Struktur tim : “The LEADER appoints the PROCESS OWNER, who convenes a REENGINEERING TEAM, with assistance from the BPR CZAR and under the auspices of the BPR STEERING COMMITTEE.” (Hammer and Champy, 1993)

Stakeholders of the Reengineering Project Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BP R_all_Part_I.ppt 8 End users, operators, managers of the process Gainers and losers of benefits Employees who may be affected Decision makers Controllers of resources Suppliers and customers of the process

BPR Team Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BP R_all_Part_I.ppt 9 Size: up to 8 members in the core team augmented by subject-matter experts when needed. Commitment: half- to full-time. Skills: team skills, process engineering, quality, information systems, benchmarking, organizational and job design, and change management. Composition: Employees, customers, suppliers, and external consultants.

Facilitated BPR Meetings Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BP R_all_Part_I.ppt 10 Centered around a workshop: It is an organized, controlled, and structured process Participated by users, managers, and IS personnel (if necessary)  User orientation  Management direction  IS technical assistance Facilitated by a BPR facilitator to ensure thorough analysis Employ a BPR analysis and design methodology to ensure usable requirements or specifications Focused on a consensus-based decision making process Use multi-media audio-visual equipment or BPR tools to bridge knowledge gap among participants

Qualifications of a BPR Facilitator Sumber Kepustakaan : gunston.gmu.edu/ecommerce/mba731/doc/BP R_all_Part_I.ppt 11 Is skillful in team building and leading Manages group process and dynamics Has energetic and outgoing personality Summarizes discussion Is a good communicator (listening and speaking) Has project management ability Has mastered facilitation skills Understands BPR methods