This book is written for those individuals working within a corporation that are looking for some structure that may assist them when given the unenviable task of “Re-Engineering” the corporation’s business processes and information systems in an effort to follow new directional and operational strategies developed by the corporation’s leadership body.
The goals of this book are to provide a structural framework to approaching this Business Process Re-Engineering effort, to provide insights as to how best to complete the work that needs to be done to ensure that what is created is fully aligned on completion with the directional strategies of the corporate leadership team, and to provide a road map for the tasks that need to be completed in order to achieve the actual implementation of the new processes and supporting information systems.
From the point that this methodology ends, operational departments of the corporation should more easily be able to package the defined out-putting tasks to be completed into actual development projects that will implement the changes required.
This methodology also pays respect to and incorporates the frequently changing dynamics of process within corporations due to the rapidity with which current technological innovations are pushing change, forcing new operational directions and value chain re-definitions.
This is the first volume in this series, BPR and Technological Innovation. Future volumes will discuss the impacts of frequent introduction of new technology innovations on existing corporate processes and what corporations will need to do to address these impacts in order to remain competitive in the marketplace.
The goals of this book are to provide a structural framework to approaching this Business Process Re-Engineering effort, to provide insights as to how best to complete the work that needs to be done to ensure that what is created is fully aligned on completion with the directional strategies of the corporate leadership team, and to provide a road map for the tasks that need to be completed in order to achieve the actual implementation of the new processes and supporting information systems.
From the point that this methodology ends, operational departments of the corporation should more easily be able to package the defined out-putting tasks to be completed into actual development projects that will implement the changes required.
This methodology also pays respect to and incorporates the frequently changing dynamics of process within corporations due to the rapidity with which current technological innovations are pushing change, forcing new operational directions and value chain re-definitions.
This is the first volume in this series, BPR and Technological Innovation. Future volumes will discuss the impacts of frequent introduction of new technology innovations on existing corporate processes and what corporations will need to do to address these impacts in order to remain competitive in the marketplace.
