A very large proportion of commercial and industrial concerns in the UK find their business competitiveness dependent on huge quantities of already installed, legacy IT. Often the nature of their business is such that, to remain competitive, they have to be able to change their business processes. Sometimes the required change is radical and revolutionary, but more often the required change is incremental. For such incremental change, a major systems engineering problem arises. The cost and delay involved in changing the installed IT to meet the changed business requirements is much too high. In order to address this issue the UK Engineering and Physical Science Research Council (EPSRC) set up, in 1996, a managed research programme entitled Systems Engineering for Business Process Change (SEBPC). I was appointed as co-ordinator of the programme. The overall aim of this new managed research programme was to release the full potential of IT as an enabler of business process change, and to overcome the disabling effects which the build-up of legacy systems has on such change. As such, this aim addressed a stated objective of the Information Technology and Computer Science (IT&CS) part of EPSRC to encourage research at a system level.
Systems Engineering for Business Process Change
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Johansson's book builds specifically upon both TQM and Just - in - Time manufacturing or cycle time reduction for their toolbox of Business Process Reengineering . Hunt's book has a singular focus on applying reengineering to develop an ...
Nearly all enterprises are engaged in assessing ways in which their productivity, product quality and operations can be improved. These efforts canbe described as Business Process Engineering (BPE).
Business simulation tools are about to revolutionize BPR by helping businesses accurately predict the impact of change. This is the first manager's and analyst's guide to business process simulation: how...
Davenport , T.H. and Stoddard , D.B. , “ Reengineering : Business Change of Mythic Proportions ? " MIS Quarterly ( 18 : 2 ) , June 1994 , pp . 121-128 . Davidson , W.H. “ Beyond reengineering : the three phases of business ...
New to this edition: How to develop business models and business process architecture How to integrate decision management models and business rules New material on service processes and on dynamic case management Learn to integrate various ...
Pretty obvious, right? Yet, as V. Daniel Hunt demonstrates in this groundbreaking book, the failure to appreciate this obvious fact is the reason most reengineering schemes fail.
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Therefore, this book is not only relevant for automotive engineers and students, but also for specialists in scientific and industrial positions in other domains and anyone who has to cope with the challenge of successfully developing ...