week 13 - Redesign Principles & Tactics - 6th post

Source:

1) Ultimus. (2010) Public Sector Case Study.
http://www.ultimus.com/case-study-commonwealth-new-employee-hiring/

Subject:
In Lec 10 to 11 - Study a case demonstrating the redesign principles applied

==================================================================== Response:

The 11 principles can be categorized and described as follows:

A. Restructuring the process

      This refers to the edition of the process model. It has a holistic view of the process(es) involved. A rather fundamental questioning about how the process model is carried out, or the conditions provided to the process model, rather than modifying the way to perform the process.

Principle 0: Streamline --- Remove unnecessary process(es)

Principle 1: Lose Wait --- Rearrange the order of process(es) and arrange concurrency of processes

Principle 2: Orchestrate --- Pass the work for running non-core process to other departments or enterprises 

Principle 3: Mass-customize ---"Expand" the process in terms of time, space, flexibility in re-arrangement that can achieve customization. Completion of process is not confined to fixed period time, limited space, predefined sequence or certain type of customers.

Principle 4: Synchronize --- Match and align the movement of physical and virtual components in the process. Package location tracking of UPS is one of the examples.

B. Informing the process

      This refers to the transformation in the information flow and treatment among the processes.

Principle 5: Digitize and Propagate --- Digitize the information presentation into electronic documents. Use digital technology to propagate the information.

Principle 6: Vitrify --- Increase transparency of data, increase accessibility of data that more stakeholders can view and/or edit the data.

Principle 7:  Sensitize --- Pose sensors for collecting loops to trigger and push the process. Unlike adding dynamic feature or customization that, it is to react fast and increase the pace of the whole process. The reaction may be predefined, it may not be adjusted and reacted according to the environment or change in conditions. It emphasizes on the pace of information flow.

C. Minding the process

      This refers to transformation in the knowledge management in the processes.The improvement is usually qualitative or not easily measurable. One of the usefulness of these principles is improve the appropriateness of decisions made.

Principle 8:  Analyze and Synthesize --- Find patterns and trends, classify and relate the data around the process in order to transform it into knowledge for decision making.

Principle 9:  Connect, Collect & Create --- Capture knowledge around the process for future reuse.

Principle 10:  Personalize --- Transform the process ran according to targets' preferences and features.

The organization that had undergone BPR is the Commonwealth of Massachusetts.

Process Name: New Employee Hiring process

AS-IS process:

The hiring process involves approvals, screenings, tests and checkpoints. After passing all the requirements, it needs to make a contract for each of the employees for different state departments. The process was communicated in paper documents. Problems usually found in the HR department. As databases were separated, the HR department could not get access to the databases of other departments for offer details of new hire. There was no formal channel for direct communication between the hiring departments and the HR department, too. It had to confirm the offer details by offer acceptant and extra communication with department.

In redesigning the process, the followings principles and tactics used:

Principle 0: Streamline

Tactic: Remove the process of recreating contracts for each of the new employees

The HR department can use the template and export details easily. They do not have to fill in the form or reproduce the contracts again.

Principle 5: Digitize and Propagate

Tactic: Remove the paper documents.

Data entry, storing, output, transfer tasks are carried out electronically. Transfer (i.e. Propagation) is done with standardized forms of input and interfaces. The data entry work can be passed to the hiring department, and no re-entry work required.

Principle 6: Vitrify

Tactic: Integrate the databases.
The HR department can view the offer details of new hire or the screening status without further communication.

Principle 9: Connect, Collect & Create

Tactic: Provide interface for retrieving data about the salary information and employees’ skills sets.

The hiring department can use the data (including the screening results, the job requirements, employment history) for reference in the negotiation of the salary. So, they can decide the salary which is closer to the current employment market.

This BPR focuses on improving the strategy of informing the process. It is because its communication was mostly in paper form. The tedious and repetitive processes were the transfer of information and acknowledgement.

week 10 - BPR Methodologies - 5th post

Sources:
1) Definition of Methodology http://en.wikipedia.org/wiki/Methodology
2) HCL Technology (Process Consultant) http://www.hcltech.com
3) Sotiris Zigiaris. (2000) Business Process Re-engineering. InnoRegio.
4) Bertrand Iroegbu. (2011) Business Process Re-engineering (Case study of CISCO).
http://www.articlesbase.com/strategic-planning-articles/business-process-re-engineering-case-study-of-cisco-4332955.html

Subject:
In Lecture 7 - BPR Methodologies
=====================================================================

What is methodology?

It is a framework with several steps in logical order. It can be treated as an approach for development of a project effectively. For BPR methodology, it is an algorithm or a set of rules for business to follow and work out the business process improvement. It is not only a number of orderly steps, but also procedures with theory support. That’s the point to differentiate from method and procedure.

The BPR methodologies in lecture notes

The BPR methodologies in the lecture notes are more like Hammer's. They are:
Phase 1: Triggering & executive visioning

        This is the initiation of a BPR project. It starts with the purposes, aims, problems to be solved, and internal and/or external forces. Process(es) to be re-engineered are chosen at this stage.

Phase 2: BPR Project mobilization

        This is the start of working in a BPR project. Human resources going to take part in the project are selected. It is suggested that people with sufficient IT knowledge have to be one of the participants to ensure the IT-enabled improvement utilizing technology well.

Phase 3: Process redesign

        This is the design stage of business process. The AS-IS and TO-BE processes are considered. New business processes arrangement is derived.

Phase 4: Implementation & organizational transformation

        This is the stage of applying the design. There are actual amendments to the AS-IS process. The TO-BE processes will be put into practice.

Phase 5: Monitoring & maintaining

        This is the stage of maintaining the TO-BE processes and keep them work as planned. Modification of IT may be made to fit the current environment.

However, for the Davenport's, it includes assessment for IT resources, which provides a more comprehensive analysis about the feasibility of BPR project.

The BPR methodologies for HCL

HCL is an India IT solution company. It has a different set of BPR methodologies than the classical one. The following figure is the methodology it adopted while providing recommendations and assistance to client companies.

One of the businesses it had applied the methodologies to, is a leading provider of advanced wireless solutions. The business needed to reduce huge use of resources derived from its fast growth. It also needed to increase connection between processes to improve responsiveness to the market. Therefore, HCL provided the following solutions, which also reflected the BPR methodologies it applied.

Analysis of business process >> Comparison between industry best practices and AS-IS process >> Advices of improvements can be done >> Provision of framework >> Implementation >> Roadmap and advices of long-term improvements required

Another business it had applied its own methodologies to is a leading portal. The business needed to automate its online shopping service and track customer taste efficiently. Therefore, HCL provided the following solutions, which are similar to those for the business in previous paragraph.

Analyze business processes >> Identify business objectives >> Identify processes causing the problem >> Compare industry best practices and AS-IS process >> Examine the existing IT resources and possible IT development >> Examine the related IT infrastructure available in the market >> Translate the IT development possibilities to the requirements >> Prioritize requirements >> Implement the plan along with continuous recommendations

From the 2 examples and the methodology shown in the figure, we can abstractly conclude the methodologies as followings:

Phase 1: Planning

        Understand the objectives of the business and processes and analyze AS-IS processes.

Phase 2: Discover

Compare AS-IS processes and industry best practices, collect information (e.g. IT resources available) to facilitate analysis.

Phase 3: Analysis

Assess IT resources in the firm and the market, evaluate opportunities of improvement.

Phase 4: Re-model

Design for TO-BE processes using analysis results and prioritize requirements.

Phase 5: Implementation

        Put design into practice, prepare for impact after re-engineering, and make refinement continuously.

Both business cases are updated in 2010. In other words, it may be revealing the workable BPR methodologies nowadays. Besides, as the information flow is better than before, it is not a must to follow the academic suggestion. Comparison with the industry best practices may help identify the issues and possible area of improvement. 

The methodologies are actually mostly the same as that of Davenport's. Davenport's one includes consideration of IT resources available, which is a feature different from that of Hammer's. The 2 examples show that the contemporary BPR is mostly following Davenport's rather than Hammer's.

Other than compliance with modern business world, the HCL methodologies also merge with change management and project management. It is more comprehensive. Not only the improvement of business processes is concerned, the success of implementing the project and impact of change to the firm are concerned. These considerations imply that other than the quality of process design part, the quality of the supporting stages (e.g. smoothness of the project implementation, impact and risk brought by the TO-BE processes, etc.) are also vital to the success of BPR.

HCL and Cisco, a networking leader, had BPR methodologies. They are:
Phase 1: Visioning, setting objectives
Phase 2: Identify processes to be re-engineered
        Identify and prioritize processes needs to be re-engineered.
Phase 3: Evaluate AS-IS processes
        Examine the processes while developing solutions.
Phase 4: Assess the IT available in the market and the firm
Phase 5: Re-design
        Re-design and develop TO-BE processes.

It includes assessment for IT resources, which further proves that Davenport's suggestion is more popular and applicable in the business environment nowadays.

The BPR methodologies in between

A research study carried out by the InnoRegio had more like Hammer's methodologies. (InnoRegio was a program initiated by the German Federal Ministry of Education and Research)

Phase 1: Envision

Review existing business, identify improvement to be made.

Phase 2: Initiation

Mobilize project teams, plan for project, set goals.

Phase 3: Diagnosis

Assess and document the details of processes including IT resources, costs, activities, etc.

Phase 4: Redesign stage

Design new process through brainstorming.

Phase 5: Reconstruction

Change management strategies and practices to smooth migration to the new process.

Phase 6: Evaluation

Monitor new processes and carry out Total Quality Management.

Though they are similar to the methodologies in the notes, the smooth migration to TO-BE processes is emphasized. It is done before monitoring stage. It implies the migration measures is important to provide a foundation for further development of BPR.

Also, the motive of BPR project was not considered as important. Instead, it starts by understanding the objectives of business processes. Evaluation of resource availability and technical difficulties, is in Analysis stage (Phase 3). But, the evaluation of business strategy is in Phase 1.


Moreover, the phase of mobilization is not considered as one of the methodologies. It is an implied step. The reason for it maybe the popularity of IT managers in a firm, and perhaps it is common for IT experts involve in change management of the firm.

Conclusion

We can see that the new methodologies include all the principles for BPR in classical view and add some more management concern. The new ones act as a supplement for the classical ones. However, they have little focus on the process re-design comparatively. For example, HCL does not have a description showing systematic approach for the redesign phase.

Even the generalized methodologies are not the same as the one in lecture notes, I believe different companies need to have little amendment and alternation for the generalized methodologies. As stated in the lecture notes, BPR methodologies are different because of deviations between operations, performance, and organizational strategy of businesses. They should be evolved. Applying them requires evolution and referencing from past experience to achieve better BPR.

week 5 & 6 - Basic of BPR - 4th post

Source / Reference:
1) TQM >> Projects
http://www.tqm.co.za/index.php?option=com_content&view=article&id=55:project-3&catid=40:projects&Itemid=64

2) BPR-PPT, Lisa Baker
 www.docstoc.com/docs/303870/BPR-PPT

3) About Total Quality Management, Loraine Alkire
 http://www.ehow.com/about_4740144_total-quality-management.html

4)  Theories of Total Quality Management, David Carnes
http://www.ehow.com/info_8713566_theories-total-quality-management.html


Subject:
Distinguishes BPR and TQM
==================================================================

Response:

I think this lecture gives me a more clear view of BPR by comparing with a similar management concept, Total Quality Management (TQM), which is a management concept I learned before.  TQM can be considered as a refinement of BPR. However, it is not necessary that a firm adopts TQM must have gone through BPR.

What is the difference between TQM and BPR? What the lecture notes listed are as follows:

	BPR	TQM
Size of change	Radical, Revolution	Incremental, Evolution
Execution approach	Top-down	Bottom-up
Frequency/Timeliness	One-short, once-for-all	Continuous
IT	IT based	Not necessarily IT based

After reading some articles and visiting some websites, I found there are some more differences. 

TQM focuses more on the quality, rather than cutting cost. According to David Carnes (Source 4), TQM means the companies designing motivation measures and management strategies to improve quality of service and products. It has limited scope of change that it changes the rules and human resources management strategies within a unit. It attempts to enhance the staff’s quality. Upgrading project of Sugar Ray Xulu Stadium (training venue) in Clermont is one the examples of adopting TQM (see Source 1). The company conducting the project states that the TQM project has made effort to improve staff's quality.

For BPR, it changes the procedures, working progress, production flow. It has a more holistic change to the firm. It uses a horizontal view to review and examine the responsibility to be re-allocated, in order to increase productivity. BPR is to re-engineer, re-design and re-formulate the business processes, by altering properties of business processes. It is to maximize values generated by business processes and properties of business processes.

Properties of business processes include:

•  Customer-facing
•  Cross-functional, cross-departmental, and cross enterprise
•  Hand-offs
•  Information flow around the process
•  Knowledge is created around the process
•  Multiple versions rather than one size fits all
•  Value adding mix for most/all of the processes
•  Degree of structure of a process

Work of BPR includes restructuring and enhancement to support front-line, while TQM usually puts more effort in front-line or a particular unit. BPR changes “processes”, not functions or tasks.

As TQM involves motivation, it is much more related to the managerial matters. How the managers lead, coordinate and control the staff and morale is vital to the success of TQM. For BPR, the design of business processes, or the inventiveness of the new processes flow is dominant to the organization. IT must be the enabler of the change.

Let’s use the BPR in Ford as an example. (see Source 2)

“AS-IS” condition: There are 2 business units receiving and processing information. There are more information and hand-offs between different units.

“TO-BE” condition: There is application of IT for the database to centralize all the data. There are fewer hand-offs between units. Fewer staffs are required to perform tasks.

In the transformation from “AS-IS” to “TO-BE”, Ford had not applied motivation tactics or alter the leading roles. Units still have the same functions as they were used to have. But the information flow around the processes is entirely different. It means the firm had rearranged the business flow (BPR), but not the task or goals of the working units (TQM).

To conclude, TQM mainly aims at enhancing quality of output/services, while BPR aims at  reducing redundancy by influencing the organization in a broader sense.
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Comment on Eleanor's 2nd post:
http://eleanorlyy-1230.blogspot.com/2012/02/week-6-business-process-reengineering.html
I think she has explained the importance of IT in BPR well. I understand that the use of IT helps process information, which leads to better knowledge management. The re-organization of the development of first wave BPR helps me to understand history of BPR more.

week 5-Critical view of misuse of Business Process Re-engineering -3rd post

Source / Reference:
1) "What went wrong with the business-process reengineering fad. And will it come back?" by Thomas H. Davenport and Laurence Prusak, with H. James Wilson

Davenport-BPRCritics-ComputerWorld-2003
http://www.computerworld.com/s/article/82290/Reengineering_Revisited

Subject:
Comments about the source article
==================================================================

Response:

Business Process Re-engineering (BPR) is defined as radical, cross-functional, cross-departmental and cross-enterprise improvement in business processes. Business processes refers to flow of business operation adding value to input and deliver output to target customers.

The article I read is actually an excerpt from a book called “What is the big idea?” The authors of the book criticize misuse of BPR. The limitations of BPR it mentions are misconceptions of BPR means layoff, change is always much led by information technology (IT) employed and too radical change. After reading it, I realize that BPR does not just refer to change in way of business operation using IT, it is also similar to a management strategy, and it has limitations.

It states that it is commonly mistaken that BPR must mean layoff. BPR may not mean increase in number of processes and running costs. For example, a division may be added to cater for new business strategy like new product or new market. In addition, some processes may be rearranged to attain larger extent of specialization, hoping that more skillful staff helps boost productivity. There may be no change in number of staff but change in job specification and position only. Therefore, BPR does not essentially imply cut in head count.

As we all know, BPR involves making use of information system and IT to analyze business performance and processes. However, according to the article, many companies consider using enterprise resources planning (ERP) software like SAP as the start of BPR. They tend to rely on the IT tools a lot. They use IT to push their business rather than pull IT to comply with their business. I agree that the ERP software can help decision making a lot. However, as the author argues, it reduces the competitive advantage as most firms are using the popular software.

In fact, BPR is not necessarily a refinement of many working processes. As stated in the passage, companies tend to change a number of business processes and even the business strategies. It is true that altering business strategies may bring a new image and raise revenue for the firm. However, after all, it is a more risky decision than enhancing business processes one by one. Instead, in my opinion, firms should design a set of business processes which is flexible and facilitates incremental changes and updates. So that they can change their business strategies according to market response and trend. It needs less adjustment to align with the IT tools also.

The authors predict that the BPR in bridging the suppliers and customers will be popular projects. I agree that it is possible. It is because there are quite a number of intermediates between the manufacturers and consumers. It involves large amount of costs. BPR may be an effective way to build and provide a channel. Businesses may need a group of experienced staff to handle inquiries and platform to develop close connection between suppliers and customers. In other words, firms may not perform BPR by cutting the head count. However, if managers take a more risky plan, there may be re-design project for many business processes to streamline the work flow between suppliers and customers.

They also expect that, as new BPR tool grows, firms will find them difficult to integrate with existing IT to equip the business. It results in more employment in BPR consultants. Firms may realize it is not a cost-effective approach to rely on IT in a long run.

In conclusion, managers should have a clear concept on BPR. Firms need to apply with a clear aim and do not blindly follow the trends to attain least negative impact while enhancing business performance.


____________________________________________________________________

Comment on Adrian's week 4 blog:
We have the same stance and we think company should consider different factors. He also mentions that it depends on how the company makes use of the alignment strategy. It is nice to share the research of the case study of a Singapore company. It makes the concept more vivid.

week4-Strategy Alignment Model(SAM)-2nd post

Source / Reference:
1)  “Strategic Alignment: Analysis of Perspectives” by P. Coleman and R. Papp 2006

http://sais.aisnet.org/2006/Coleman-SAIS2006-paper.pdf

Subject:
In Lecture 4 - Which alignment strategy in SAM model is the best? And why?
==================================================================

Response:

Figure 1: Strategic Alignment Model

I think there is no best alignment strategy. More than one approach may be required to comprehensively align the information technology (IT) with business. As they all involve only 3 out 4 of the components in the model, there is/are limitation(s) for each of them. One firm may adopt it/them in different time, different business environment and different countries. Otherwise, working on only one perspective may not efficiently solve the problems.

Besides, the firms should choose the strategy that is suitable and feasible for them. It is because many factors including the corporate culture, nature of the firm and IT experts available will affect the effectiveness of alignment between business and IT. In my opinion, the 4 perspectives have different driver and different weakest component that they have different influence to the firms. Their effectiveness is different for different firms, even though the firms apply the same perspective. Here is some analysis of characteristics for the 4 perspectives according to my understanding about the SAM model.

 

Figure 2: The 4 perspectives of SAM

For strategy execution, IT tools are designed, employed or adjusted according to the business processes. With the business strategy acting as the driver and well-defined application area in the business process, it will be easier to decide what IT to employ. There is/are objective(s) of adoption of IT, which then confine the resources to be used by planning. As there is only slight change (or re-design) in business process and the business strategies the company applied, it will be less time-consuming for alignment of business process and IT. IT strategy does not have to be changed cross-functionally to align with the business strategy. In other words, it does not necessary refer to alignment in large scope of the business. It is a much faster and easier way to business re-engineering. This may explains why it is popular that there were 20% of the companies used this approach to do business process management [1]. However, if the company wants to employ the IT infrastructure by changing its position in the IT market or if the company wants a radical change, this perspective may not be a prominent choice. It may not be applicable for firms which want to follow the market and employ the new IT tools.

For technology transformation, IT competencies are identified. There will be no significant change in business process. IT strategies are adjusted according to the change in business strategies. IT infrastructure is employed and redesigned to align with the business. As the performance is measured in terms of IT market position(e.g. the leadership, purchasing, bargaining power in employing IT), more criteria(e.g. the comparative advantages and effectiveness brought by use of IT) other than financial aspect need to be assessed. However, the problems of business processes may be less concerned. There may be some processes not necessary but they may have wasted resources. Improvement in IT strategy may not be effective enough for redundant processes.

For competitive potential, business infrastructure is altered to align with the business strategy, which is functionally fitting the IT strategy. By finding and making use of the new IT competencies, new business opportunities can be identified. New business strategies are developed and thus brings corresponding new business infrastructure required. The organization infrastructure designed to strategically fit the business strategies are usually new products, work flow, and new market. So, market share, growth of the firm, and new product introduction are the performance criteria. However, it may be irrelevant and not useful enough for those which are have little applicable emerging IT competencies available (e.g. traditional food stores). It may not be suitable for the businesses having high risk in changing the business strategy too.

For service level, it ensures the effective use of IT that it concerns how IT improves the delivery of products and services. Business processes, organizational structure, human resources are re-structured due to the new IT applications and systems. Business processes are streamlined or simplified to improve supply chain and customers’ satisfaction. This perspective is especially useful for service companies. Compared to the products provided, the price offered or the materials used, the front-line staffs are important to boost sales revenue and improve goodwill. The enhanced processes can increase delivery and front-line support. However, companies selling tangible products may require unified business strategies to cooperate and achieve better resources allocation. It may be incompatible for these companies to change ‘organizational infrastructure’ without strategic alignment with 'business strategy'. IT strategies and organizational infrastructure are improved in this perspective. It may require large scale of business process engineering to fulfill the expectation. It means it is costly and involve high risk (e.g. staffs are not familiar with the new business operation, unpredictable changes in external environment that no routine solution prepared).

Though strategy execution is the most popular approach, popularity does not mean the best. It is just because of the ease of alignment.The domains and perspectives of SAM have inferior parts that some of them may not be always applicable to the companies. It may result in loopholes and thus adverse effect may occur in the business. Managers should consider whether they have enough resources, IT management skills, IT knowledge, etc. in order to apply the right perspective(s).

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Comment on Eleanor’s week 4 blog:

She gives a clear introduction to SAM and the 4 perspectives. She shares the same view with me that there are limitations and merits for the 4 perspectives. None of them is comparatively better. The best alignment strategy is the one best fit with the situation of the firm. However, it would be better if she can share more of her understanding about the SAM.

week3-Planning of BPR-1st post

I have read an article titled System Planning in the Information Age. It mainly discuss about the planning stage of business process re-engineering (BPR) in firms nowadays.

The article introduces the four environments of IS/IT strategy of a firm (which are opportunistic, complex, traditional and backbone) to be a determining condition to review about the business in planning BPR. It suggests that different planning approaches works better for different internal context (see figure below). More paragraphs are about planning of firms in the fourth quadrant, which adopt business system planning (BSP) approach. The major two issues for firms in the fourth quadrant are updating the applications development portfolio and retooling management disciplines [1]. Other aspects need to be considered in the planning stage are support of new organizational design, networking resource management, development of information systems architecture and avoidance of irrelevant planning. I also agree with the author that the above perspectives are essential. 

For instance, for support of new organizational design, the change in business process may affect the organizational structure. There may be some functions that are not sufficient to support business operation after the change in system. For example, in a bank, the credit proving process is being possessed by the new credit proving unit instead of customer relation unit and the credit rating unit. The new business unit will then need to have enough IT support to access the customer database and the credit rating database.

Other than internal context, as most corporations are engaging in e-Commerce, to define the business model of the firm is useful as well. The business models are Business-to-Business, Business-to-Consumer, Consumer-to- Business and Consumer-to- Consumer. They specify the areas of application of BPR. I think this helps acquisition and allocation of IT resources. For example, networking experts are employed to improve communication facilities in a firm (B2B), and website maintenance team is employed for the website promoting the firm to customers (B2C).

Moreover, apart from the evaluating SWOT analysis can be used to evaluate a qualities and constraints of a firm during the BSP planning stage. By analyzing the strengths, weakness, opportunities and threats of the firm in the industry, the firm can understand both the internal and external situation. So, that requirements and problems can be confirmed.

Furthermore, for external situation, firms can also use PEST analysis. PEST refers to political, economic, social and technological factors of the business environment. It is to assess the market position of the firm. It facilitates in setting objectives in planning for BPR.

In the article I read, it suggests a contingent approach to planning as well. The author suggests the firms to be aware of the difference between the internal context and competition in the industry [1].  Besides, deviation between reality and the staff's perception towards the system for business process. It lengthens the time and increases the resources required to educate the staff to adapt to the new system or new business process design. Learning curve may be lengthened in this way too.

In my opinion, limitations of the business process management justify the suggestion of the author as well. One of the limitations of BPR is that it assumes a firm has a worse performance that it must be necessary to have a radical change in business processes [2]. The firm may perform well that it does not require change to compete with others, or it may not be the right time for the firm to change. However, from my point of view, since technology leaps forward rapidly, the firms may better change, rather than stay at the current stage and remain the policies unchanged. It is because there is a tendency that firms will frequently using BPR to increase competitiveness. Especially for those in 3rd quadrant (Traditional), IT may be an essential tool for these firms to grow and expand, or even survive.

To conclude, planning is crucial in BPR. A number of factors need to be considered to attain a better outcome or design. Both internal and external analysis are required. A more conservative approach in planning is preferred to minimize losses due to limitations of BPR.

=========================================================================
Reference:
1) Cornelius H., Sullivan, Jr., "System Planning in the Information Age", Information Technology Planning Corporation, 1985

2) Business Process Re-engineering, Wikipedia. 
http://en.wikipedia.org/wiki/Business_process_reengineering