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4/11/2013

M.Zubair Anwar

1129104

Integrating Business Process Reengineering With Information Systems Developments: Issues & Implications
The author in this study assessed the relationship between Information system/ IT and business process reengineering, issues and implications, and how information system redesign can be integrated with the business process reengineering. This paper also examines the role of IS/IT professional in process improvement, impact of BPR and IS/IT on organization performance and the factors effecting during implementation of information system and business process reengineering. For improving performance and cost reduction organizations are trying to re design processes, resources, skills and IT systems. In this context Business process reengineering became a popular mode of organizational change and improvements in 1990, but without IT/IS it is not possible to gain competitive advantage and provide quality products and services to the customers. Both BPR and IS/IT development are based on the same principles and guidelines. The complexity of IS/IT used by an organization makes BPR more complex so for greater business impact IS efforts should be focused on core business requirements rather than simple business processes. IT/IS expertise has to play vital role to reengineer core business process and eliminate the gap between proposed system and current business process. Expertise in IT/IS are essential for achieving advantages because now a days organizations try to implement software packages in current business processes rather than first decide how they wanted to do business and then choose software package. The paper suggests a new definition i.e. BP & ISR, in view of the increasing role of IT/IS in BPR. This is because recent studies have proven the financial and strategic impact of IT/IS role in BPR success/failure. Therefore, by combining the two related fields, BPR and IT/IS can integrate and help in achievement of business strategic goals. The main barriers that hinder the integration of BPR and IS/IT are non alignment, lack of management commitment, risk related with business and IS/IT change, negative employees attitude and lack of framework for integrating BPR and IS/IT. The author concludes that the BPR and IS/IT could be viewed that combined entities and there should be increased role of IS/IT experts in BPR stakeholders for achieving efficiency, effectiveness, productivity and speed of services and cost saving.