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Business Process Reengineering

Business Process Reengineering (BPR) was very hot in the early 1990s. Michael Hammer and James Champey made a fortune selling books and consulting that promoted BPR. SAP made an even bigger fortune installing software suites as a way to reengineer other people's businesses. Like so many emerging technologies, BPR was over-hyped. Even worse, BPR became associated with downsizing. BPR was often the justification for laying off thousands of perfectly capable people because Wall Street was convinced that it was a good thing.

But despite all its difficulties, BPR has contributed a great deal of insight into the streamlining of businesses around the world. Underlying BPR is the idea that "business processes" cut across business divisions. The "order entry,” "shipping,” "billing," and "collection" stove-pipe systems all have to work together if you want to get your customers their orders on time. If you want to cut the time to process an order from two weeks to two days, then "business process analysis" is an essential task.

KOI has been working on integrating BPR into its methodology for nearly two decades and has succeeded in coupling business process analysis with our state-of-the-art data design. The result – KOI’s Warnier/Orr Methodology provides a seamless approach that works on large and small projects. Built around KOI’s 10X systems development approach, this method helps change management and professional expectations about building or reengineering critical systems.

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  The Ken Orr Institute  

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