Abstract
M.Ing. (Engineering Management)
Business Process Reengineering (BPR) is intended to be a management initiative
that fundamentally redesigns business processes, through radical rethinking of core
business processes. Thus ultimately yield dramatic improvements in contemporary
performance measures such as quality, service, speed etc. Business processes are
driven by people, technology, and workflow, however very little has been mentioned
about the “people element” in reengineered processes literature. Hence the estimated
failure rate of 70% in reengineering initiatives partly results from neglecting the
human element in redesigned processes. The report is aimed at dealing with the
“human element” in BPR through the introduction of the concept referred to as Business
Process Reengineering Management (BPRM). A number of BPR case studies
were used to develop the concept of BPRM. Case study findings in both successful
as well as unsuccessful BPR initiatives were analysed, and the concept of BPRM
was then deduced from both the case studies as well as the literature review.