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Some typical phases of a business transformation project

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dc.contributor.author Remenyi, D
dc.date.accessioned 2018-06-06T12:33:27Z
dc.date.available 2018-06-06T12:33:27Z
dc.date.issued 1997
dc.identifier.citation Remenyi D (1997) Some typical phases of a business transformation project. South African Computer Journal, Number 20,1997 en
dc.identifier.issn 2313-7835
dc.identifier.uri http://hdl.handle.net/10500/24266
dc.description.abstract Business Process Reengineering (BPR) or Business Transformation is very difficult to manage successfully. There is a high failure rate of BPR projects and thus the risk associated with this type of work is high. Although there are a number of methodologies available must of these are actually not of much value as BPR is more of an art than a science. BPR essentially relies on a high degree of creativity whereby an organisation is transformed from being internally or efficiency centred to being outward or client centred. Eleven phases of a generalised approach to BPR is described. It is emphasised that these phases do not represent a definitive methodology for the successful application of BPR but rather more general guidelines which need to be used with considerable care. en
dc.language.iso en en
dc.publisher South African Computer Society (SAICSIT) en
dc.subject Business process reengineering en
dc.subject Transformation en
dc.subject Methodology en
dc.subject Continuous improvement en
dc.subject Delayering en
dc.subject Core processes en
dc.subject Outsourcing en
dc.title Some typical phases of a business transformation project en
dc.type Article en


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