...| The Concept of Program Reengineering | Modern Public Administration PAD 500 | Professor William Roberts | Torrence J. Bellamy | 2/25/2012 | | The Concept of Program Reengineering The case study of Mayor Schell’s Zero Homeless Family Strategy discusses the homeless problem in Seattle, Washington (King County) and the strategies used to address the problem. Mayor starts his term off with a dramatic pledge that there would be no homeless families with children or any homeless single women on the streets of Seattle by Christmas of that year (some six months from date of pledge). The pledge itself might easily be viewed as a political move to provide a “quick-fix” solution to a very complex and long-standing problem. While Mayor Schell’s policy choices in this matter had some success, they were met with scrutiny and counter proposals by homeless advocacy groups and city financial managers. This paper provides an analysis of the mayor’s policy choices, analysis of the pre-implementation and design strategies, as well as discussion of steps taken to reengineer the program. It also addresses the importance of conducting proper assessments before implementing new programs. The policy choices related to Mayor Schell’s plan to address homelessness include: targeting homeless families with children and single women for “immediate emergency assistance”; focus on creating affordable housing; expanding shelter and/or emergency housing availability; and providing...
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...Homelessness is a social issue caused from a variety of changes within the socio-cultural make up of society. These include mental illness, deinstitutionalization, and changes in the family make up, economics, violence, and personal crisis. Homelessness is not a local issue; instead, it is an international public health crisis that costs billions of dollars in tax dollars, and social issues, not to mention healthcare and public health issues. In King County (Seattle, Washington area), statistics indicate that there may be as many as 10,000 individuals living daily without adequate food and shelter. Most statistics, in fact show there are about 8,000 to 10,000 individuals living in Seattles King County without shelter each and every night (Heim, 2009). In fact, in the larger range of King County, many of the homeless have chronic health conditions to include diabetes, cardiovascular disease, and mental health issues. Many of these issues are based on alcohol and substance abuse. At least 25% of the homeless have some form of mental illness. Many have developmental disabilities, and at least 10% have HIV (Ten-Year Plan, 2011). Analyze four (4) policy choices of Mayor Schell that were made as part of the strategy for the homeless. There were numerous options that Mayor Paul Schell could have used to address the issue of homelessness in Greater Seattle. For instance, the King County Community Homelessness Advisory Council had already developed strategies that Schell could...
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...Could you ever experience a flood, fire, tornado, or other natural disaster? Do you work in an area of the economy where your job might become obsolete? Could you ever suffer from a long-term illness or accident without proper health benefits or other compensations? If you answered ‘yes’ to any of these questions, you are not immune to homelessness. These questions are not meant to create alarm, but rather to spread awareness that people experiencing homelessness are people just like us. They desire financial stability and a secure home, but have confronted difficult circumstances without sufficient resources to overcome the situation and remain housed. Unfortunately, that is the reality of homelessness today. Typically, families become homeless as a result of some unforeseen financial crisis - a medical emergency, a car accident, a death in the family - that prevents them from being able to hold on to housing. Most homeless families are able to bounce back from homelessness quickly, with relatively little public assistance. Usually, homeless families require rent assistance, housing placement services, job assistance, and other short-term, one-time services before being able to return to independence and stability. In the case study, "Mayor Schell's Zero Homeless Family Pledge", Norton discusses the challenges facing a policy manager in a large city (Seattle) government agency who is expected to implement a bold new policy to reduce homelessness that may exceed the local...
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...Introduction The past two decades have witnessed the rise and fall of countless short-lived fads. Some have attracted a flurry of book, articles, and seminars; others have been completely discredited. Businesses have realized that there is a need to restructure their business practices and become more customer-focused. All recent business approaches and techniques have generally aimed at improving performance, increasing profits, gaining market share, and most importantly satisfying the customer who has become more educated and more demanding than ever. In the last two decades two organizational development models have dominated the business world for a considerable period of time namely Total Quality Management (TQM) and Business Process Reengineering (BPR). Statement of Objective This paper aims to shed a novel light on the two most recent and prominent management approaches, namely TQM and BPR. In an attempt to examine the interaction between radical BPR and incremental TQM with respect to change management, I shall briefly discuss the two constructs and contemplate the roots and basic tenets that underlie each. BPR has been referred to in the literature as “the successor” of TQM and has been treated as an equal. I shall treat the similarities and common grounds among the two, as well as the differences between them. Next, I shall touch upon the weaknesses and highlights that distinguish each, and then move on to construct an integrated model in an attempt to reconciliate the two...
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...Reengineering the corporation I once took a class at San Diego State University called Accounting 325: Intermediate Management and Tax Accounting. In this class I learned heaps of concepts that I will use the rest of my life. Also in this class was a really smart professor. He provided the opportunity for extra credit if one read and completed a book report on a book called Reengineering the Corporation: A Manifesto for Business Revolution. This book was written my Michael Hammer and James Champy. Inside the book are concepts such as re-designing a company’s processes, utilizing teams, and the enabling role of technology. Basically this book is a guide on how to run a successful and highly profitable business/corporation. This book report will briefly review such concepts and will highlight some of my favorite parts. The book starts off with its central thesis, “that corporations must undertake nothing less than a radical reinvention of how they do their work” (Acknowledgments). This outlines what the book is aiming to steer you at. Successful businesses must be able to “adapt quickly to changing market demands, lean enough to beat any competitor’s price, innovative enough to keep its products and services technologically fresh, and dedicated enough to deliver maximum quality and customer service” (p.9). This is a powerful statement. As powerful as it might be, it doesn’t automatically get you anywhere. To follow those rules above is a lot easier said than done. Also, it...
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...------------------------------------------------- Business process reengineering From Wikipedia, the free encyclopedia Business Process Reengineering Cycle Business process re-engineering is a business management strategy, originally pioneered in the early 1990s, focusing on the analysis and design of workflows andbusiness processes within an organization. BPR aimed to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors.[1] In the mid-1990s, as many as 60% of the Fortune 500 companies claimed to either have initiated reengineering efforts, or to have plans to do so.[2] BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes. According to Davenport (1990) a business process is a set of logically related tasks performed to achieve a defined business outcome. Re-engineering emphasized a holistic focus on business objectives and how processes related to them, encouraging full-scale recreation of processes rather than iterative optimization of subprocesses.[1] Business process re-engineering is also known as business process redesign, business transformation, or business process change management. Contents [hide] * 1 Overview * 2 History * 2.1 Reengineering Work: Don't Automate, Obliterate, 1990 * 2.2 Development after 1995 * 3 Business process reengineering topics * 3.1 The role...
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...output for a particular customer or market." Improving business processes is important for businesses to stay ahead of competition in today's marketplace. Over the last 10 to 15 years, companies have been forced to improve their business processes because customers are demanding better products and services. Many companies begin business process improvement with a continuous improvement model. The BPR methodology comprises of developing the business vision and process objectives, identifying the processes to be redesigned, understanding and measuring the existing processes, identifying IT levers and designing and building a prototype of the new process. In this context it can be mentioned that, some of the biggest obstacles faced by reengineering are lack of sustained management commitment and leadership, unrealistic scope and expectations, and resistance to change. Re-engineering emphasized a holistic focus on business objectives and how processes related to them, encouraging full-scale recreation of processes rather than iterative optimization of sub processes. Business process re-engineering is also known as business process redesign, business transformation, or business process change...
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...I. INTRODUCTION Business process reengineering (BPR), a recently popularized management change strategy, promises radical improvements in the business processes of an organization. This paper describes and analyses one of Pacific Bell’s successful reengineering initiatives, the Centrex reengineering project. The reengineering project describes the redesign and rollout of the new order-fulfilment process for a flagship product at Pacific Bell, Centrex. Background In late 1990, Pacific Bell, a subsidiary of Pacific Telesis Group and one of the seven Regional Bell Operating Companies, initiated reengineering. Due to the advancements of technology, the competitive environment for regional Bell operating companies was becoming increasingly complex. In 1990, Pacific Bell's CEO and President announced a long-term initiative called Competitive Readiness. The initiative called for 3 "R"s: restructuring, refocusing, and reengineering: * Restructuring led to breaking the once monolithic company into seven decentralized regional business units that served customers within specified geographic regions; statewide business units which focused on public and corporate customers with points of service throughout the state; and a product and technology support group composed of product and systems technology that permeated all facets of the firm's operations. * The refocusing program led to organizing the firm's priorities and resources around vision, values, and bold goals. Bold...
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...It was delivered by Michael Hammer in his article with title “Reengineering Work: Don’t Automate, Obliterate.” This management technique searched for making revolutionary changes to evolutionary changes. It was the analysis and reorganization of workflow in organization to remove non-value-added steps and computerizing the remaining ones to get the desired results. During mid-1990s, business process reengineering became common for downsizing. Organizations used this strategy to reduce costs and cycle time by decreasing the management layers, speeding up information flow and removing the mistakes caused by handoffs. Besides, business process reengineering was able to improve quality of products by decreasing fragmentation of work and building up clear ownership of processes. Ford was one of the organizations that apply business process reengineering successfully for its accounts payable system. It implemented an invoice-less process that information will be updated to online database so payment can be made automatically without waiting for the invoice to be collected from vendor. By changing this business process, Ford was able to reduce 75% of employees in administration department (Alameemi,...
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...competitors.[1] In the mid-1990s, as many as 60% of the Fortune 500 companies claimed to either have initiated reengineering efforts, or to have plans to do so.[2] BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes. According to Davenport (1990) a business process is a set of logically related tasks performed to achieve a defined business outcome. Re-engineering emphasized a holistic focus on business objectives and how processes related to them, encouraging full-scale recreation of processes rather than iterative optimization of subprocesses.[1] Business process re-engineering is also known as business process redesign, business transformation, or business process change management. Contents [hide] • 1 Overview • 2 History o 2.1 Reengineering Work: Don't Automate, Obliterate, 1990 o 2.2 Development after 1995 • 3 Business process reengineering topics o 3.1 The role of information technology o 3.2 Research and methodology • 4 BPR success & failure factors o 4.1 Organization wide commitment o 4.2 BPR team composition o 4.3 Business needs analysis o 4.4 Adequate IT infrastructure o 4.5 Effective change management o 4.6 Ongoing Continuous Improvement • 5 Critique • 6 See also • 7 References • 8 Further reading • 9 External links Overview[edit] Reengineering guidance and relationship of Mission and Work Processes to Information Technology. Business Process Re-engineering...
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...MIS5000 Business Process Reengineering Group 2 Bonifacio, Faye | Dy, Maria Christina | Lim, Alexander OBJECTIVE To understand the foundation of business processes, the groundwork of business process reengineering and the role IT in business process reengineering. ROAD MAP I. Business Process a. Definition b. Business Process Improvement II. Business Process Reengineering c. What? d. Why e. When? f. Who? g. How? h. Advantages and Benefits of BPR i. Critiques about BPR III. The Role of IT j. Relationship between IT and BPR k. Role of IT in Reengineering l. Importance of IT m. Role of CIOs n. Future Role of IT in BPR IV. Application of BPR I. BUSINESS PROCESS a. DEFINITION "If you have ever waited in line at the grocery store, you can appreciate the need for process improvement. In this case, the "process" is called the check-out process, and the purpose of the process is to pay for and bag your groceries. The process begins with you stepping into line, and ends with you receiving your receipt and leaving the store. You are the customer (you have the money and you have come to buy food), and the store is the supplier The process steps are the activities that you and the store personnel do to complete the transaction. In this simple example, we have described a business process. Imagine other business processes: ordering clothes from...
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...TQM and CPR share a cross-functional relationship. Quality specialists tend to focus on incremental change and gradual improvement of processes, while proponents of re-engineering often seek radical redesign and drastic improvement of processes. Quality management often referred to as TQM or continuous improvement, means programs and initiatives, which emphasize incremental improvement in work processes, and outputs over an open-ended period of time. In contrast, reengineering, also known as business process redesign or process innovation, refers to prudent initiatives intended to achieve radically redesigned and improved work processes in a specific time frame. In contrast to continuous improvement, CPR relies on a different school of thought. The extreme difference between continuous process improvement and core process reengineering lies in where the start from and also the magnitude and rate of resulting changes. In course of time, many derivatives of radical, breakthrough improvement and continuous improvement have emerged to address the difficulties of implementing major changes in corporations. Core Process Reengineering Core Process Reengineering (CPR) has been receiving attention from industries as well as the academic community, because it is likely to change...
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...253-8540 bozdogan mit.edu ESD-WP-2010-05 August 2010 esd.mit.edu/wps TOWARDS AN INTEGRATION OF THE LEAN ENTERPRISE SYSTEM, TOTAL QUALITY MANAGEMENT, SIX SIGMA AND RELATED + ENTERPRISE PROCESS IMPROVEMENT METHODS Kirkor Bozdogan # Center for Technology, Policy and Industrial Development, Massachusetts Institute of Technology, Cambridge, MA USA 02139 August 5, 2010 Key Words: Lean manufacturing; just-in-time-production (JIT); Toyota Production System (TPS); lean enterprise system; total quality management (TQM); six sigma; lean six sigma; theory of constraints (TOC); agile manufacturing; business process reengineering (BPR); enterprise change and transformation; evidence-based management practices Abstract: The lean enterprise system, total quality management, six sigma, theory of constraints, agile manufacturing, and business process reengineering have been introduced as universally applicable best methods to improve the performance of enterprise operations through continuous process improvement and systemic planned enterprise change. Generally speaking, they represent practice-based, rather than theory-grounded, methods with common roots in manufacturing....
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...Engineering and Technology Management Tools and Applications For a listing of recent titles in the Artech House Technology Management and Professional Development Library, turn to the back of this book. Engineering and Technology Management Tools and Applications B. S. Dhillon Artech House Boston • London www.artechhouse.com Library of Congress Cataloging-in-Publication Data Dhillon, B. S. Engineering and technology management tools and applications/B.S. Dhillon. p. cm. — (Artech House technology management and professional development library) Includes bibliographical references and index. ISBN 1-58053-265-9 (alk. paper) 1. Engineering—Management. 2. Technology—Management. I. Title. II. Series. TA190 .D47 2002 620’.0068—dc21 2002074491 British Library Cataloguing in Publication Data Dhillon, B. S. Engineering and technology management tools and applications. (Artech House technology management and professional development library) 1. Engineering—Management 2. Technology—Management I. Title 620’ . 0068 ISBN 1-58053-265-9 Cover design by Igor Valdman © 2002 ARTECH HOUSE, INC. 685 Canton Street Norwood, MA 02062 All rights reserved. Printed and bound in the United States of America. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the publisher. All terms mentioned in this book that...
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... |2011 | | | | ROLE OF IT IN BPR Submitted By Abhinav Johnson (F09001) Table of Contents INTRODUCTION 4 RELATIONSHIP BETWEEN IT & BPR 6 IT Capabilities and Reengineering 6 Phase 1: before the process is designed (as an enabler) 7 Phase 2: while the process is being designed (as a facilitator) 9 Phase 3: after the design is complete (as an implementer) 13 ROLE OF IT IN REENGINEERING 16 Principles of Reengineering by Hammer 17 BPR – The Current focus in IT 20 Concept of Database 20 Data Mining: 20 Data Warehousing 21 STRATEGIC USES OF IT AND CRITICALITY OF IT 22 BPR TOOLS AND TECHNIQUES 23 The Nature of IT Support for BPR 23 Integrated Enterprise Models 24 Analysis 26 Software Functionality 28 New ways of building models 29 Communication and Visualization 30 Intended Users 30 Evaluation Criteria 31 Enterprise Models 31 Analysis 32 Visualization 32 Requirements for BPR...
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