the relation between bpr and erp systems: a failed project david paper, kenneth b.tingey, wai mok...
TRANSCRIPT
The Relation between BPR and ERP Systems: A Failed Project
David Paper, Kenneth B.Tingey, Wai Mok
Chapter XI
Executive Summary
Vicro Communications (pseudonym) Reenginering its basic business processes With the aid of data-centric enterprise Relying completely on the software Software might increase:
Information sharing Process efficiency Standardization of IT Data mining /warehousing capabilities
Executive Summary Management made no attempt to: Rethink existing processes before
implementation of the software Obtain feedback from employees familiar with
existing business or legacy systems For Vicro, reengineering effort failed even
after investing hundreds of millions of dollars Software is currently being phased out
Background International provider of products and services
that help companies communicate through print and digital technologies
Leading supplier of document formatted info.,print outsourcing and and data based marketing
Vicro designs, manufactures and delivers business communication products, services and solutions to customers
Background
Operates over 100 warehousing facilities Nearly 14000 employees serving 47
countries 2.45 bil in 1999 and 2.26 bil in 2000
revenue Provides consulting, proj. management,
reenginering and distribution of high volume, customized communications to its clients
Latest print and digital technologies Market leader in managing critical business
communications
Setting the Stage A conservative organization It doesn’t embrace “bleeding edge” tech. Wants to deploy proven tech. that will help
satisfy and exceed customer requests and expectations
Experimented with business process reengineering(BPR)
Literature BPR as a savior of underperforming
organizations BPR as next revolution in performance via
process improvement and process change Flawed BPR strategy:
Inappropriate use of consultants Workforce tied to old technologies Failure to invest in training Legacy system out of control
Case description Virco Communications under-performing BPR efforts would be facilitated by data-
centric enterprise software Vicro chose 30 years software Legacy systems were never considered Stakeholders wanted to complement BPR with
IT Vicro made no attempt to align business
propcess changes with business objectives
Data Analysis
Formal and Informal Interviews
Common Patterns /Themes General Theme : Breakthrough technology in the BPR process
Data AnalysisInterview Use of Computers Use of HPT (High Profile Technology)
Manufacturing systems Project ManagerRon Dickerson
Technology Usage
PCs and Mainframes Data Collection Storage Reporting Communication Data-Centric problem solving
Process Improvement
Relationship between BPR and Technology No Design for new processes Not Redesigning existing processes No match between enterprise software and
best practices
HPT AdoptionHPT was not flexible enoughMismatching the existing processesLegacy systems are still in placeHPT doubled the activityHPT was not user friendly20 modules in HPTHPT was not customizable
CEO Mandate HPT forced everyone to use a standardNo real experience with BPR Invest Much NO RESULTNo look at the state of the existing processes
Change of Leadership
Enterprise IntegrationHPT did nothing to facilitate enterprise integration.
Invest on HPT instead of Rethinking the business
Resistance to change HPT was forced No punishment No one have the power to tell what to do Pontificating that HPT will be the standard HPT was so inflexible
Account payable (AP)
Current Challenges Top management had no plan! Top management delegated BPR Top management trusted the software vendor Not involving people and resistance to change Forcing “Best Practices”
Current Situation JUST AP
MOST EXPENSIVE280$ million
Complete Failure!
Contribution to BPR literature Super Themes
Immersion Technology usage, HPT adoption
Fluidity Responsiveness, Effectiveness, Knowledge sharing &
capture Top management support
Summary See if processes and systems are fluid
Obtain feedback Communicate to management Main reason for failure Business processes are not streamlined Forced HPT
Developing an Information System Solution
Define and Understand the Problem
Develop Alternative Solutions
Choose the Best Solution
Implement the Solution
Systems Analysis
Strategies for Acquiring IT Applications
Options for Obtaining Information Systems
Build your own Outsourcing
The Systems Development Lifecycle
Systems Investigation
Systems Analysis
Systems Design
Systems Implementation
Systems Maintenance
Discussion If you were the first CEO, what would you do
to prevent failure? In your opinion what was the main reason for
project failure?