The following course in Re-Engineering System is provided in its entirety by Atlantic International University's "Open Access Initiative " which strives to make knowledge and education readily available to those seeking advancement regardless of their socio-economic situation, location or other previously limiting factors. The University's Open Courses are free and do not require any purchase or registration, they are open to the public.
The course in Re-Engineering System contains the following:
The Administrative Staff may be part of a degree program paying up to three college credits. The lessons of the course can be taken on line Through distance learning. The content and access are open to the public according to the "Open Access" and " Open Access " Atlantic International University initiative. Participants who wish to receive credit and / or term certificate , must register as students.
At the beginning of the 21st century, process thinking and Business process reengineering (BPR) (Hammer and Champy, 1993) have become mainstream thinking for business people and systems people alike. At the same time, methodologies for application development have matured and substantial standardization is taken place in the field of modeling techniques, e.g. UML (Kruchten, 2000). However, little attention has been paid so far how application development should be aligned with the new design of a business process. It is not difficult to imagine the consequences of such a lack of alignment. It is shown in this paper that these consequences are indeed encountered in practice.
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Generally the topic of BPR involves discovering how business processes currently operate, how to redesign these processes to eliminate the wasted or redundant effort and improve efficiency, and how to implement the process changes in order to gain competitiveness. The aim of BPR, according to Sherwood-Smith (1994), is “seeking to devise new ways of organizing tasks, organizing people and redesigning IT systems so that the processes support the organization to realize its goals”.
Lecture MaterialsLesson 3: BENCHMARKING
Benchmarking is the process of comparing one's business processes and performance metrics to industry bests or best practices from other industries. Dimensions typically measured are quality, time and cost. In the process of best practice benchmarking, management identifies the best firms in their industry, or in another industry where similar processes exist, and compares the results and processes of those studied (the "targets") to one's own results and processes. In this way, they learn how well the targets perform and, more importantly, the business processes that explain why these firms are successful.
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Lesson 4: What is a Theoretical Perspective?
No one perspective is best in all circumstances. The perspective one uses may depend upon the question being asked. If one is exploring bureaucratic organization, then one might like to use a perspective that is concerned with social order. On the other hand, if one is concerned with social inequality, then perhaps the conflict perspective is more useful.
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Lesson 5: Methodology: ABSTRACT
The methodology starts by defining the goals and objectives of the BPE project. Candidate business processes are identified. The selected strategic “As-Is” business processes are analyzed to find where problems exist. Several techniques are employed to engineer the "To-Be" process. The new process may be a radical departure from the old process. The alternatives are evaluated using cost/benefit analysis. The selected processes are then implemented using a phased approach that relies on information technology solutions along with the implementation of recommended organizational and cultural changes. A continuous improvement program is put into place to ensure long term success.
Lecture MaterialsLesson 6: Analysis and Recommendations
The "jumping off" point for this paper is Reengineering the Corporation by Michael Hammer and James Champy. The paper goes on to review the literature on BPR. It explores the principles and assumptions behind reengineering, looks for common factors behind its successes or failures, examines case STUDIES, and presents alternatives to "classical" reengineering THEORY. The paper pays particular attention to the role of information technology in BPR. In conclusion, the paper offers some specific recommendations regarding reengineering.
Lecture MaterialsLesson 7: Abstract
Solutions variety of the technological processes in the general case, requires technical, technological and economic parameters, and it is the result of the projecting new ones or re-engineering existing ones. In order to effectuate the proper evaluation and selection of optimal variants of the technological process, it is necessary to accomplish proper selection of technical, technological and economic parameters of a previous specific study of their impact in the evaluation of variations and reengineering process.
Lecture MaterialsLesson 8: An Analysis of Key Success & Failure Factors
Following the publication of the fundamental concepts of BPR by Hammer (1990) and Davenport and Short (1990), many organisations have reported dramatic benefits gained from the successful implementation of BPR. Companies like Ford Motor Co., CIGNA, and Wal-Mart are all recognised as having successfully implemented BPR.
Lecture MaterialsLesson 9: BPR Management Strategy
Business process re-engineering is a business management strategy, originally pioneered in the early 1990s, focusing on the analysis and design of workflows and business processes within an organization. BPR aimed to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors. In the mid-1990s, as many as 60% of the Fortune 500 companies claimed to either have initiated reengineering efforts, or to have plans to do so.
Lecture MaterialsLesson 10: Introduction to Software Engineering/Reengineering/Reverse Engineering
Reverse engineering is the process of discovering the technological principles of a human made device, object or system through ANALYSIS of its structure, function and operation. It often involves taking something (e.g., a mechanical device, ELECTRONIC COMPONENT, or SOFTWARE program) apart and analyzing its workings in detail to be used in maintenance, or to try to make a new device or program that does the same thing without using or simply duplicating (without understanding) any part of the original.
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