Collaborative Business Engineering: A Decade of Lessons from the Field.

Author List: HENGST, MARIèLLE DEN; Vreede, Gert-Jan de;
Journal of Management Information Systems, 2004, Volume 20, Issue 4, Page 85-113.
Business process reengineering (BPR) projects have been carried out for many years, with varying degrees of success. Two key reasons for failure are distinguished from the literature: insufficient stakeholder involvement and poor analyses of the business processes. The purpose of this paper is to present a decade of field experiences with collaborative BPR. Nine BPR projects were executed and analyzed in detail, leading to the identification of 87 themes regarding the efficiency and effectiveness of the project. These themes were organized into 12 categories of lessons learned that provide insight into the "best practices" and together informed the evolution of the collaborative business engineering (CBE) approach to BPR. The CBE approach combines a BPR process with collaboration and simulation modeling support to address the above-mentioned reasons for failure in BPR. The field experiences show that the CBE approach can be successfully applied for BPR projects in real life.
Keywords: action research; business process reengineering; collaborative business engineering; group support systems; groupware; participative design; simulation
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#69 0.324 process business reengineering processes bpr redesign paper research suggests provide past improvements manage enable organizations regarding focal cycle creating issues
#296 0.253 collaboration support collaborative facilitation gss process processes technology group organizations engineering groupware facilitators use work tool address practitioners focused develop
#44 0.123 approach analysis application approaches new used paper methodology simulation traditional techniques systems process based using proposed method present provides various
#286 0.085 success model failure information impact variables failures delone suggested dimensions mclean reasons variable finally categories years recommendations benefits studies identify
#139 0.063 project projects failure software commitment escalation cost factors study problem resources continue prior escalate overruns taken failing troubled sunk fail
#119 0.054 implementation systems article describes management successful approach lessons design learned technical staff used effort developed organization experiences large managing discusses
#197 0.050 agility capital substitution non-it enablers significant inhibitors link dynamism does agile labor executives enabling dual adaptive contrast substitute practices literature