Imperative Role of BPR for the Integration of CBIS

The basic concept of BPR (Business Process Re-engineering) is about the analysis and redesign of organizational processes. BPR is also known as Business Process Redesign. It is the process of restructure the business processes to make them more efficient and/or to remove the flaws or short comings that don’t allow the processes to execute in proper manner. In context of an organization that aims to adapt the BRP, it looks to improve some of its operational processes so that the work should be done in efficient and effective way. In simple words BPR is about to increase the output not by looking at some specific actions or functions but to the entire process(es).
Primarily BPR contains two major important phases which are: Analysis Phase and Problem Solving Phase. From the name it is shown that the Analysis Phase is about analyze the workflows or processes to identify what tasks are being done, what procedures and policies or practices are being done in the organization. After identification of the processes find out the reasons why those tasks that were identified are being done. Either these are only practices that done to perform some specific tasks or they are some important policies and procedures of the organization that must follow. If it is identify that the process done is only a practice but it is very important to perform the task make it procedure/policy of the organization. Scrutinize how the tasks are being done, what are the courses of actions take place to perform the tasks. Last but not least ascertain the inhabitants that who are performing the tasks. Basically analysis phase is all about identifying the existing processes to perform the task(s).

After the analysis of workflow, now determine all the steps and procedures that are need to be done to redesign the process. In the analysis phase it reveals that what is the problem area that needs to address or which process is need to make more efficient while Problem Solving Phase is all about deciding what should be done? Either there is the need to remove the unnecessary things attach to the process or to make the process more lucrative by increasing efficiency. Figure out how the tasks should be done that what are the best possible steps should take place to remove the inefficiency from the processes to redecorate the workflow. Where and When should be the tasks done, and more important decide who should be responsible to perform the tasks.

Now-a-days cross functional teams urge to redesign several separate processes into the fully developed logical cross functional process(es) so that the task(s) would be perform in more systemic and error free way. In the new era of technology where the automation has become trendier in cross functional teams while doing the re-engineering or redesign the workflows or processes, the concept of Computer-based Information System is also becoming more popular. In most of the big or medium size organizations one department interlinks to other and one process of one department is link to other process of the same department or to the one or more processes of some other departments. One of the most common cross functional activity that perform in an organization is Pay Roll Distribution where both HR and Finance departments work together to execute the function of Salary and Wages distribution.

In today’s rapidly changing business world BPR plays an important role for an organization to achieve the utmost effectiveness with high efficiency and is essential for the overall victory of any organization. CBIS is becoming more popular in the organization because it lessens the unnecessary processes and amplifies the proficiency of businesses in general. Additionally, the incorporation of CBIS should be visionary. It should not only support and fulfill the current requirement of the organization but futuristic approach must adapt.

On the other hand, while integrating the CBIS organizations need to adapt proactive approach. The CBIS integration can be time taking activity, an organization need to develop both the short term and long term strategies. These strategies should be practical and must support the overall business process redesign plan. Some organizations work over efficiently that ultimately resultant the business loss in term of resources, time, productivity and efficiency level. Also take all the level of management in confidence while incorporating the CBIS because some people refuse to adapt change as they feel fear to lose their job or feel insecurity from the new system. Figure out carefully that either at all level of management people are persuaded to adjust with change and are agreed to support the integration of new system or not, otherwise the high resistance can affect the system redesign plan badly.

Furthermore, the integration of new system must be justifiable both in term of money and efficiency.  Standards are need to set that must meet or surpass during and at the end of the project, otherwise there will not be any benefit to assimilate new system. Last but not least after the implementation of successful plan the role of BPR doesn’t finish here, a maintenance plan is needed to develop so that the new integrated plan should meet or surpass the performance benchmark during it life cycle.