BPR Success And Failure Factors

May 12th, 2015
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This paper provides a holistic view of the Business Process Re-engineering (BPR) implementation process. It reviews the literature relating to the hard and soft factors that cause success and failure for BPR implementation, classifies these factors into subgroups, and identifies key factors of success and failure. Finally, it explains how these factors influence the process of BPR implementation.

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9 BPR Success And Failure FactorsBPR implementation process:an analysis of key success andfailure factorsMajed Al-Mashari and Mohamed ZairiBPRimplementationprocess87Bradford University Management Centre, Bradford, UKKeywords BPR, Implementation, Process management, SuccessAbstract This paper provides a holistic view of the Business Process Re-engineering (BPR) implementation process. It reviews the literature relating to the hard and soft factors that cause success and failure for BPR implementation, classifies these factors into subgroups, and identifies key factors of success and failure. Finally, it explains how these factors influence the process of BPR implementation.IntroductionFollowing the publication of the fundamental concepts of BPR by Hammer (1990) and Davenport and Short (1990), many organisations have reported dramatic benefits gained from the successful implementation of BPR. Companies like Ford Motor Co., CIGNA, and Wal-Mart are all recognised as having successfully implemented BPR.However, despite the significant growth of the BPR concept, not all organisations embarking on BPR projects achieve their intended result. Hammer and Champy (1993) estimate that as many as 70 percent do not achieve the dramatic results they seek. Having BPR repeatedly at the top of the list of management issues in annual surveys of critical information systems reflects executives' failure to either implement properly or acquire the benefits of BPR (Alter, 1994)

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