Enabling Systematic Business Change: Integrated Methods and by Volker Bach, Leo Brecht, Thomas Hess, Hubert Österle

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By Volker Bach, Leo Brecht, Thomas Hess, Hubert Österle

Dipl.-Wirtsch.-Inf. Volker Bach, Dr. Leo Brecht, Dipl.-Wirtsch.-Inf. Thomas Hess und Prof. Dr. Hubert Österle verfügen über umfangreiche Projekterfahrungen im remodel von Organisationen sowie in der Informationssystem-Entwicklung. Sie arbeiten federführend an der Entwicklung von Methoden und instruments für das company method redecorate, deren Ergebnisse u. a. durch eine Reihe von Monographien breiten Anwenderkreisen vertraut sind. Im Rahmen des Forschungsprogramms "Informationsmanagement HSG" an der Universität St. Gallen findet Forschung in enger Kooperation mit führenden Unternehmen statt. Auf diese Weise können die Autoren stets in der Praxis validierte Ergebnisse präsentieren.

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Nevertheless, it is appropriate to include some consideration of the methods they favour in the assessment of potential consultants. Use of the descriptive matrix presented here facilitates the comparison of various alternatives and supports the balance between internal project objectives and the services offered by consultants. • In-House Use with Partial Consultant Support Company staff conduct the BPR project, and the consultant simply performs tasks relating to training and project coaching.

Two things were clear in establishing the success indicator: • The success of a BPR project can ultimately be judged only after implementation, and not simply on completion of the process design. Nevertheless, useful indications of the orders of magnitude of the expected improvements can already be obtained from the analyses undertaken in the course of the project. To further support the significance of the proven indicators, we also examine the extent to which the measures initiated by the project have already been implemented.

17 Orientation Points for Process Definition Project Design Areas BPR projects are by no means restricted to the operational structure. 18 indicates those areas that were either strongly or very strongly affected by the projects (multiple indications were possible). It is particularly noticeable how often the outputs of a process, and hence its effectiveness, were subject to question. But even the two areas that were least often affected - organisational culture and customer workflows - were still involved in over 40% of all projects.

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