صفحه 1:
Chapter XI
The Relation between BPR and ERP
Systems: A Failed Project
David Paper, Kenneth B.Tingey, Wai Mok
صفحه 2:
Executive Summary
» Vicro Communications (pseudonym)
» Reenginering its basic business processes
> With the aid of data-centric enterprise
< Relying completely on the software
< Software might increase: fee 2
Information sharing
Process efficiency
Standardization of IT
Data mining /warehousing capa
صفحه 3:
Executive Summary
» Management made no attempt to:
» Rethink existing processes before
implementation of the software
> Obtain feedback from employees familiar with
existing business or legacy systems
> For Vicro, reengineering effort failed even
after investing hundreds of millions of dollars
» Software is currently being phase هم
۱
صفحه 4:
Background
» International provider of products and services
that help companies communicate through
print and digital technologies
» Leading supplier of document formatted
info.,print outsourcing and and data based
marketing
» Vicro designs, manufactures and delivers
business comm
صفحه 5:
Background ۱ ۹
> Operates over 100 wareh
» Nearly 14000 employees serving
countries
» 2.45 bil in 1999 and 2.26 bil in 2000
revenue
» Provides consulting, proj. management,
reenginering and distribution of high
volume, customized communications to its
clients
» Latest print and digital technologies
» Market leader in managing critical business
communications
صفحه 6:
Setting the Stage
» A conservative organization
» It doesn’t embrace “bleeding edge” tech.
» Wants to deploy proven tech. that will help
satisfy and exceed customer requests and
expectations
» Experimented with busing
reengineering(BP ١
صفحه 7:
Literature
> BPR as a Savior of underperforming
organizations
> BPR as next revolution in performance via
process improvement and process change
> Flawed BPR strategy:
Inappropriate use of consultant:
Workforce tied to old techno!
Failure to invest in training
Legacy system out of contrd
صفحه 8:
Case description
» Virco Communications under-performing
> BPR efforts would be facilitated by data-
centric enterprise software
» Vicro chose 30 years software
» Legacy systems were never considered
» Stakeholders wanted to complement BPR with
IT
» Vicro made no attempt to alig
صفحه 9:
Data Analysis
Formal and Informal Interviews
Common Patterns /Themes
General Theme : Breakthrough technology in
the BPR process
صفحه 10:
Data Analysis
Interview
» Use of Computers
» Use of HPT (High Profile Technology)
Manufacturing systems Project Manager
Ron Dickerson
صفحه 11:
Technology Usage
» PCs and Mainframes
» Data Collection
» Storage
» Reporting
» Communication
» Data-Centric problem so
صفحه 12:
Process Improvement
» Relationship between BPR and Technology
» No Design for new processes
» Not Redesigning existing processes
» No match between enterprise software and
best practices 1
5
صفحه 13:
HPT Adoption
HPT was not flexible enough
Mismatching the existing processes
Legacy systems are still in¢place
HPT doubled the activity و
HPT was not user friendl ۱
20 modules in HPT
HPT was not customizabl
صفحه 14:
CEO Mandate
HPT forced everyone to use a standard
No real experience with BPR
Invest Much NO RESULT
No look at the state of the existing processes
Change of Leade
صفحه 15:
Enterprise Integration
HPT did nothing to facilitate enterprise
integration.
Invest on HPT instead of Rethinking the
business 1
سك
صفحه 16:
Resistance to change
۶ HPT was forced
» No punishment
» No one have the power to tell wha
» Pontificating that HPT will be the s
< HPT was so inflexible
Account payable (AP)
صفحه 17:
۱۱۲۳۵۱۲ 00۵۱۱60۵6
* Top management had no plan!
> Top management delegated BPR
> Top management trusted the software vendor
* Not involving people and resistance to change
2» (۳9 “Best Practices”
صفحه 18:
7?
ome ۳ -
Current Situation
۰ 8 ممآادار ٩ ۶
وا
3 و سس ١ 3 ۱
۲ ۹ بلسي , 1۹ 1
hry ۴ ا
صفحه 19:
Contribution to BPR literature |
» Super Themes
» Immersion
* Technology usage, HPT adoption
Fluidity
» Responsiveness, Effectiveness, Knowledge sharing &
capture
۲
صفحه 20:
Summary
» See if processes and systems are fluid
Obtain feedback
Communicate to management
Main reason for failure
Business processes are not strea
Forced HPT
صفحه 21:
Developing an Information System
Solution
=
Analysis
۱
صفحه 22:
Strategies for Acquiring IT Applications
» Options for Obtaining Information Systems
Build your own
m= © Outsourcing
صفحه 23:
The Systems Development Lifecycle
صفحه 24:
Discussion
> If you were the first CEO, what would you do
to prevent failure?
> In your opinion what was the main reason for
project failure?
صفحه 25: