BPR Methodologies: Methods and Tools
BPR Methodologies: Methods and Tools
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BPR 方法论：方法和工具
DOI：
10.1007/978-1-4615-5091-4_8
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发表时间：
1999
影响因子：
12
通讯作者：
Minder Chen
中科院分区：
文献类型：
--
作者：
Minder Chen
Hammer和Champy（1993）将再造定义为“对核心业务流程进行根本性的重新思考和根本性的重新设计，以实现质量，成本和周期时间的显着改善。关于业务流程再造（BPR）的早期文献只关注BPR的原则，并为我们提供了成功的BPR项目的案例[（Hammer，1990）;（Davenport和Short，1990）]，这些案例只解决了"什么"和"为什么"的问题（什么是再造？为什么需要重新设计？）。然而，还没有制定出全面的、有方法的办法来开展业务流程重新设计项目，以回答"如何"的问题。一旦许多组织承诺启动业务流程重新设计项目，就非常需要为管理这些项目提供"如何做"的指导，这促使许多从业人员和学者制定了业务流程重新设计方法。
Hammer and Champy (1993) defined reengineering as “the fundamental rethinking and radical redesign of core business processes to achieve dramatic improvements in quality, cost, and cycle time.” Earlier literature on business process reengineering (BPR) focused only on the principles of BPR and provided us with cases of successful BPR projects [(Hammer, 1990); (Davenport and Short, 1990)] that address only the “what” and “why” questions (What is reengineering? Why is reengineering necessary?). However, no comprehensive and methodological approach to conducting BPR projects to answer the “how” question has been developed. Once many organizations have committed to initiating BPR projects, there is a great need to provide a “how-to” guide for managing them, giving rise to the development of BPR methodologies by many practitioners and academicians.