Original Research

Improving the success rate of business process re-engineering projects: A business process re-engineering framework

Aphelele Nkomo, Carl Marnewick
SA Journal of Information Management | Vol 23, No 1 | a1259 | DOI: https://doi.org/10.4102/sajim.v23i1.1259 | © 2021 Aphelele Nkomo, Carl Marnewick | This work is licensed under CC Attribution 4.0
Submitted: 26 May 2020 | Published: 01 March 2021

About the author(s)

Aphelele Nkomo, Department of Applied Information Systems, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa
Carl Marnewick, Department of Applied Information Systems, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa


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Abstract

Background: Financial institutions in South Africa are implementing business process re-engineering (BPR) on a regular basis because of the fast-changing industry. However, the success of these projects is low because of the lack of clearly defined roles, an unclear definition of what BPR is, the inability to link BPR projects to organisation strategies and the lack of documentation to guide BPR activities. Accordingly, there is a need to define a framework to guide the implementation of BPR projects.

Objectives: The researchers embarked on this study in order to define a framework to ensure improvement of BPR in financial institutions. The framework should assist in providing guidelines when conducting BPR activities and will enable plans for BPR projects in terms of knowing which skills and roles to source for these projects.

Method: A conceptual BPR framework was developed and BPR experts from financial institutions were then engaged to determine whether the framework would work. The engagements included understanding the challenges faced and how they could be combated, understanding the roles involved and determining if organisations had BPR frameworks in place. This subsequently led to a final framework being consolidated.

Results: This study presents the recommended BPR framework that can be used by financial institutions to achieve success in their projects. The framework incorporates project management and change management processes and ensures alignment of BPR activities with the project phases. It also ensures that the activities are clearly stipulated and the roles performing the activities are clearly defined. It considers time management, planning aspects and effective communication within BPR projects.

Conclusion: The proposed framework can be used by financial institutions to manage their re-engineering projects. This framework overcomes most of the known challenges and combines two disciplines, that is, project management and business process re-engineering.


Keywords

business process re-engineering (BPR); challenges; roles; success factors; BRP framework; qualitative study; interviews.

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