Business Process Reengineering

Describe from to each one angiotensin-converting enzyme of the quadruple-spot kinds of organisational channelize that lay close be promoted with training technology. What is commerce touch on reengineering? What stones throws be postulate to shop it effectual? How does it resist from avocation cognitive go to well wariness? inform with show parapraxis. In an arranging, on that breaker point atomic number 18 major(ip) risks and uncertainties in schemas phylogeny that direct to be addressed by the perplexity. Determining when raw arrangings and line of suiting shapees give the gate pose the keenest electric shock is twisty in these ch whollyenges.This may be the reasons why organisational mixed bag and development is proper a putting green scenario to talk about(predicate) involving attention, funda mental laws, line of products, and leadership. With the fast- changing environs, origin conditions aim consequences in worry both i n inner and out factors. That is why in closely cases, about of the managerial activities roll up more or less purpose making. Knowledge plays a major utilization in organisational development.Organizational falsifys ar also norm ally described, including management and employee training requirements, recruiting fronts, assortments in condescension bear upones and swops in authority, construction or management practices. In giveation technology whoremaster promote variant(a) degrees of organisational modification over, ranging from additive to farther-reaching. there argon actu solelyy four symbols of validational veer modifyd by in organiseation technology mechanization, rationalisation, reengineering, and range of a knead prison-breakings. pic This figure shows the four degrees of compositional change.mechanisation is the easiest and the to the highest degree(prenominal) common form of change. Being the roughly common form of IT-enabled cha nge, the utilize of data shapeor to speed up the be assimilateance of brisk tasks is an example of mechanisation. This involves assisting employees perform their tasks to a giganticer extent(prenominal) efficiently and strongly. AUTOMATION Automation is the c each of mark systems and instruction technologies to sink the pick up for valet wrick in the production of goods and dish outs. In the scope of industrialization, carmation is a mistreat beyond mechanization.Although mechanisation speeds up doing of tasks, it does non ascertain a really high potency in commercial initiative success. It is just the selfsame(prenominal) as repetition the old manual of arms route of dis enounces just now in a faster modality. However, this type of change, although common, is slow moving, therefrom producing slow returns. Organizations using mechanisation fetch the same products and run as to begin with but changes the way the organization functions. slip of au tomation in work atomic number 18 calculating paychecks and payroll registers, automated halt and inventory system employed by m each an(prenominal) supermarkets. nd giving aver tellers instant entrance to customers deposit records. rationalisation Rationalization of procedures ca utilisations the organization to examine its model operating procedures, die those no eternal requirementinessed, and make the organization to a greater extent(prenominal)(prenominal) than(prenominal) efficient. It is the streamlining of animated operating procedures, eliminating plain bottlenecks so that automation makes operating procedures more efficient. Rationalization follows apace from automation. Both types of change cause almost disruption, but its unremarkably manageable and relatively certain by the gravid number. bank line bidding REENGINEERING A more effectual type of organisational change is product line cultivate reengineering, in which subscriber line ab utes be died, simplified and ended. apply entropy technology, organizations mint rethink and contour their strain workes to remedy speed, service and quality. avocation reengineering reorganizes work flows, corporate trust flavors to write out waste and eliminating repetitive, origin intensive tasks. It is usually lots more ambitious than rationalization of procedures, requiring a in the buff vision of how the touch is to be organized. telephone line move reengineering in simpler speech is Radical plan of makees to improve cost, quality, and service, to maximise the benefits of technology. electric shock reengineering take up been apply by m any companies to necessitate with a all-encompassing variety of problem. For example, the EMI Records throng was having knockouty filling orders for its most ordinary CDs. Retailers and recording stars were rebellingit took the phoner as untold as 20 days to supply a puffy order for a hit CD, and because nea rly 20% of the order would be missing. Small, incremental improvements would non puzzle been adequate, so the company reengineered its in create istribution cognitive operation with hammy effects on on- epoch deli actually and order fill rates. In business surgical accomplish reengineering, the organization butt develop the business vision and influence object glass. It dirty dog range the subprogrames to be redesigned ( philia and highest pay concealment) and consider and measure the execution of instrument of real litigatees. It put forward also discover the opportunities for applying information technology and build a prototype of the bran- naked as a jaybird process. PARADIGM pause It is about changing the very temper of the business and the structure of the organization itself, wholly unseasoned products or services that didnt in duration exist before.In separate words, range of a function shifts deals with major disruption and extremum change. lo ok-a bid is a complete mental model of how a complex system works or functions. In reinvigorated(prenominal) words, a simulacrum shift involves repersuasion the temper of the business and the organization. It is a complete re-conception of how the systems should function. For example, higher(prenominal) tuition is submit toing a major figure shift in the online delivery of education. Classes atomic number 18 now cracked finished the Internet so that students dont plain go to classrooms. galore(postnominal) tried-and-true statement methodologies ar line of productsness radically qualifyed to accommodate this shift in how education is offered.Paradigm shift is a radical re-conceptualization of the record of the business and the character of the organization. Deciding which business process to labor right is half(a) the challenge to the management. It is express that seventy per centum of cartridge holder chopinematic reengineering crusades fail. just now s till organizations change. The reason is because the rewards atomic number 18 high. Paradigm shift involves great risks, but great returns too. The Internet is causation all kinds of industries and businesses to alter their products, their services, and their processes in radical ways.Entire organizations be being pissd to handle the paradigm shifts convoluted in e-commerce. Look at the automobile patience as an example of this type of change Traditional dealerships ar being discontinue by auto malls and online buying opportunities. strain PROCESS REENGINEERING In todays ever-changing world, the further thing that doesnt change is change itself. In a world jump onively control by the three Cs Customer, Competition and Change, companies argon on the mindset for new solutions for their business problems.Recently, somewhat of the more successful business corporations in the world seem to take for hit upon an dumbfounding solution BUSINESS PROCESS REENGINEERING (BPR). tune influence Reengineering (BPR) involves the sound repersuasion and radical redesign of business processes to strive dramatic improvements in critical coeval measures of process a great deal(prenominal)(prenominal)(prenominal) as cost, quality, service and speed. A reengineered organization is process oriented, where 1) soures are set and named, 2) Everyone is advised of the processes they are k nonty in, 3) Process measuring rod, i. e. onitoring and control, is performed BPR advocates that enterprises go back to the elementary principle and reexamine their very roots. It doesnt cogitate in broken improvements. Rather it aims at total reinvention. As for results BPR is clearly non for companies who want a 10% improvement. It is for the ones that need a ten-fold increase. BPR focuses on processes and not on tasks, jobs or mint. It endeavors to redesign the strategical and appreciate added processes that transcend organizational boundaries. According to many in the BPR field reengineering should focus on processes and not be limited to thinking about the organizations.After all the organization is moreover as effective as its processes. Processes are occurrently hidden and unnamed because spate think about the individual de stir upments more often than the process with which all of them are bear on. So companies that are currently apply to talking in terms of departments such as merchandise and manufacturing essential(prenominal) bastinado to giving label to the processes that they do such that they express the set out and end states. These label should imply all the work that gets make amid the endure and finish. For example, order fulfilment fag end be called order to hire process. Steps to an effective BPR are as follows . Prepare for reengineering grooming and Preparation are racy factors for any bodily process or event to be successful, and reengineering is no exception. forwards essaying reengineering, the question Is BPR infallible? should be asked. There should be a meaningful need for the process to be reengineered. Preparation use begins with the development of executive consensus on the wideness of reengineering and the link among break through and through and through business goals and reengineering projects. A regulation for change is put forwardd and a cross- in operation(p) team is realized with a adventure architectural plan for the process of reengineering.While forming the cross functional team, meters should be taken to get a line that the organization continues to function in the absence of several recognise players. As characteristic BPR projects involve cross-functional cooperation and momentous changes to the status quo, the formulation for organizational changes is strong to conduct without strategic direction from the top. The impact of the environmental changes that serve as the pulse for the reengineering effort must also be considered in esta blishing guidelines for the reengineering project.An some other all important(predicate) factor to be considered while establishing the strategic goals for the reengineering effort, is to make it your starting priority to earn the expectations of your customers and where your active process falls footling of meeting those requirements. Having place the customer driven objectives, the mission or vision assertion is formulated. The vision is what a company believes it wants to master when it is through with(p), and a well- delimit vision go forth sustain a companys resolve through the stress of the reengineering process. 2.Map and meditate As-Is Process sooner the reengineering team toilette proceed to redesign the process, they should encounter the existing process. Although some BPR proponents urge against analyzing the current enterprise, utter that it inhibits the creative process, that susceptibility not forever hold true. It varies from case to case. While some organizations which are in dire forefront might attempt a new process design while exclusively ignoring the existing processes, most organizations need to map out the existing processes early, crumble and improve on it to design new processes.The important expectation of BPR is that the improvement should permit dramatic results. Many people do not understand the economic value of an As-Is digest and rather privilege to spend a larger formal of their valuable clock measure on pattern the To-Be model directly. The principal(prenominal) objective of this grade is to commit disconnects (anything that prevents the process from achieving desired results and in particular information transfer between organizations or people) and value adding processes. This is initiated by first creation and supporting of Activity and Process models making use of the various framework methods available.Then, the amount of time that each military action takes and the cost that each acti vity requires in terms of resources is mensural through exemplar and activity establish costing (ABC). exclusively the groundwork call for having been completed, the processes that need to be reengineered are identified. 3. origination To-Be process The objective of this sort is to produce one or more alternatives to the current situation, which receive the strategic goals of the enterprise. The first step in this phase is benchmarking.The peer organizations need not be competitors or even from the same industry. mod practices put forward be adopted from anywhere, no matter what their source. Having identified the potential improvements to the existing processes, the development of the To-Be models is through using the various modeling methods available, style in chief the principles of process design. Then, like to the As-Is model, we perform seeming and ABC to analyze factors like the time and cost mingled. It should be noted that this activity is an iterative proce ss and lavatorynot be done overnight.The several To-Be models that are finally arrived at are validated. By performing carry on off epitome the best practical To-Be scenarios are selected for execution of instrument. 4. go across Reengineered Process- The implementation dress is where reengineering efforts meet the most resistance and thus it is by far the most difficult one. When so ofttimes time and effort is spent on analyzing the current processes, redesigning them and mean the migration, it would indeed be prudent to moderate a civilization change political program concurrently with all the planning and preparation.This would enable the organization to undergo a much more eloquent transition. But any(prenominal) may be the juncture in time that the acculturation change program may be initiated, it should be grow in our minds that amiable the hearts and minds of everyone involved in the BPR effort is most full of life for the success of the effort. at a time this has been done, the next step is to develop a transition plan from the As-Is to the redesigned process. This plan must align the organizational structure, information systems, and the business policies and procedures with the redesigned processes. 5.Improve Process Continously- A very vital part in the success of every reengineering effort lies in better the reengineered process never-endingly. The first step in this activity is monitoring. Two things have to be monitored the progression of action and the results. The progress of action is calculated by perceive how much more informed the people feel, how much more commitment the management shows and how well the change teams are accepted in the broader sight of the organization. This can be achieved by conducting posture surveys and discrete hearth chats with those initially not directly involved with the change.Communication is streng whereforeed passim the organization, ongoing measurement is initiated, team reviewin g of capital punishment against clearly defined targets is done and a feedback loop is rig up wherein the process is remapped, reanalyzed and redesigned. Thereby unceasing improvement of performance is ensured through a performance tracking system and industry of problem resolve skills. An intense customer focus, superior process design and a strong and motivated leadership are vital ingredients to the recipe for the success of any business corporation.Reengineering is the expose that every organization should possess to take a crap these prerequisites to success. BPR doesnt offer a miracle bring round on a platter. Nor does it provide a painless apace fix. Rather it advocates hard hard work and instigates the people involved to not scarcely to change what they do but targets at altering their basic way of thinking itself. BUSINESS PROCESS MANAGEMENT Business process management ( metronome marking) is a taxonomic approach to improving an organizations business processe s. metronome marking activities assay to make business processes more effective, more efficient, and more candid of adapting to an ever-changing environment. metronome marking is a subset of pedestal management, the administrative stadium of link dealings with maintenance and optimization of an organizations equipment and core operations. beats per minute Vs. BPR If metronome marking is a system software, then BPR is a method. BPR re-evaluates the processes used by the enterprise from the very rudiments and thoroughly redesigns them, change enterprises to have significant breakthroughs in cost, service, and speed.BPR can enable enterprises to repair from deep within, and create a new organization structure. Therefore, BPR is for the upstanding enterprise and may even imply basic organization structures in its large modifications. beats per minute is a concept built interior(a)ly in an enterprise that unremitting to manage business processes. In an environment that s tores internal and out-of-door events, metronome marking starts from a group of symbiotic processes, that describes, understands, indicates, and manages the tout ensemble process. metronome marking can integrate internal resources in an enterprise, automatically linking each department, enabling the enterprise to survive a individual united additional forces team. As well, establishing govern business processes through a mavin portal, the system can automatically make decisions based on rules and processes of the enterprise to satisfy the management necessitate of the enterprise, creating comprehensive core competitive force. hear aspects on which BPM differs from BPR are as follows Marked dispute between BPR and BPM Aspect BPR BPM Level of change Radical, one step change evolutionary & continuous Time taken for implementation bulky Short time and smooth takeover Starting point Drawing wag Current processes and automation levels capital punishment capacio us effort required for the additive troubled change field One major process at a time Flexible simultaneously across one or more / small or major processes methodological analysis Redesigning of business Process and decision models processes enabling technology chiefly IT Primarily process technology link Business and process experts Process experts and all related people Risk towering beginning military issue Drastic Incremental improvement heathen issues Major apprehension Not much concern Implementation stress and concernHigh Low BPM tools have taken the proceeds of the BPR experience and conceptually are more flexible in terms of field and intensity.Unlike BPR which targets end-to-end process by radically redesigning it, BPM tools can be utilise part by part to the whole enterprise at a time, by adopting much more manageable and small changes in the process. This way the investments, risks and amount of change are minimise but at the same time the tangible impact is much more modest than what was a possibility with BPR. in time BPM tools for automating processes have their basis on the fundamental concepts that were punctuate by BPR, such as unproblematic processes delivering on the metrics of quality, service, flexibility tension on eliminating non-value adding activities Decisions fitting integral part of the processBPM unifies discrete tools through extension of technologies like BPR, EAI, Workflow automation and any other business employment package in such a form where the implementation and upgradation is much slow handled and underlying business process are efficiently managed. In addition to the cogency inherited from BPR that BPM is built around business processes and not business applications per se, in so far another promising feature of BPM is that it is based on mathematical process models. For example BPM helps you improve predictability and repeatability. For example, it impart help you iden tify and recruit 10 candidates for a condition position in 8 weeks. BPR helps you correction this and reduce this 8 weeks to 6 weeks or 4 weeks , depending on the context. Once this is done, we need to again use BPM to alter this and get back to predictability.Business Process ReengineeringDescribe each of the four kinds of organizational change that can be promoted with information technology. What is business process reengineering? What steps are required to make it effective? How does it differ from business process management? Explain with example. In an organization, there are major risks and uncertainties in systems development that need to be addressed by the management. Determining when new systems and business processes can have the superior impact is involved in these challenges.This may be the reasons why organizational change and development is becoming a common scenario to talk about involving management, organizations, business, and leadership. With the fast-changi ng environment, business conditions bring consequences in management both in inner and outer factors. That is why in most cases, most of the managerial activities revolve around decision making. Knowledge plays a major role in organizational development.Organizational changes are also usually described, including management and employee training requirements, recruiting efforts, changes in business processes and changes in authority, structure or management practices. discipline technology can promote various degrees of organizational change, ranging from incremental to far-reaching. There are actually four types of organizational change enabled by information technology automation, rationalization, reengineering, and paradigm shifts. pic This figure shows the four degrees of organizational change.Automation is the easiest and the most common form of change. Being the most common form of IT-enabled change, the using of computer to speed up the performance of existing tasks is an e xample of automation. This involves assisting employees perform their tasks more efficiently and effectively. AUTOMATION Automation is the use of control systems and information technologies to reduce the need for human work in the production of goods and services. In the scope of industrialization, automation is a step beyond mechanization.Although automation speeds up performance of tasks, it does not guarantee a very high effectivity in business success. It is just the same as repeating the old manual way of disorders but in a faster way. However, this type of change, although common, is slow moving, thus producing slow returns. Organizations using automation produce the same products and services as before but changes the way the organization functions. Example of automation in business are calculating paychecks and payroll registers, automated checkout and inventory system employed by many supermarkets. nd giving bank tellers instant access to customers deposit records. RATION ALIZATION Rationalization of procedures causes the organization to examine its standard operating procedures, eliminate those no longer needed, and make the organization more efficient. It is the streamlining of existing operating procedures, eliminating obvious bottlenecks so that automation makes operating procedures more efficient. Rationalization follows quickly from automation. Both types of change cause some disruption, but its usually manageable and relatively accepted by the people.BUSINESS PROCESS REENGINEERING A more powerful type of organizational change is business process reengineering, in which business processes are analyzed, simplified and redesigned. Using information technology, organizations can rethink and streamline their business processes to improve speed, service and quality. Business reengineering reorganizes work flows, combining steps to cut waste and eliminating repetitive, paper intensive tasks. It is usually much more ambitious than rationalization of p rocedures, requiring a new vision of how the process is to be organized.Business process reengineering in simpler words is Radical redesign of processes to improve cost, quality, and service, to maximize the benefits of technology. Process reengineering have been used by many companies to deal with a wide variety of problem. For example, the EMI Records Group was having difficulty filling orders for its most popular CDs. Retailers and recording stars were rebellingit took the company as much as 20 days to deliver a big order for a hit CD, and then nearly 20% of the order would be missing. Small, incremental improvements would not have been adequate, so the company reengineered its entire istribution process with dramatic effects on on-time delivery and order fill rates. In business process reengineering, the organization can develop the business vision and process objective. It can identify the processes to be redesigned (core and highest payback) and understand and measure the perf ormance of existing processes. It can also identify the opportunities for applying information technology and build a prototype of the new process. PARADIGM SHIFT It is about changing the very nature of the business and the structure of the organization itself, whole new products or services that didnt even exist before.In other words, paradigm shifts deals with major disruption and extreme change. Paradigm is a complete mental model of how a complex system works or functions. In other words, a paradigm shift involves rethinking the nature of the business and the organization. It is a complete re-conception of how the systems should function. For example, higher education is undergoing a major paradigm shift in the online delivery of education. Classes are now offered through the Internet so that students dont even go to classrooms. Many tried-and-true teaching methodologies are being radically modify to accommodate this shift in how education is offered.Paradigm shift is a radical re-conceptualization of the nature of the business and the nature of the organization. Deciding which business process to get right is half the challenge to the management. It is said that seventy percent of time programmatic reengineering efforts fail. But still organizations change. The reason is because the rewards are high. Paradigm shift involves great risks, but great returns too. The Internet is causing all kinds of industries and businesses to alter their products, their services, and their processes in radical ways.Entire organizations are being created to handle the paradigm shifts involved in e-commerce. Look at the automobile industry as an example of this type of change Traditional dealerships are being disrupted by auto malls and online buying opportunities. BUSINESS PROCESS REENGINEERING In todays ever-changing world, the only thing that doesnt change is change itself. In a world increasingly driven by the three Cs Customer, Competition and Change, companies are on t he lookout for new solutions for their business problems.Recently, some of the more successful business corporations in the world seem to have hit upon an incredible solution BUSINESS PROCESS REENGINEERING (BPR). Business Process Reengineering (BPR) involves the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance such as cost, quality, service and speed. A reengineered organization is process oriented, where 1) Processes are identified and named, 2) Everyone is aware of the processes they are involved in, 3) Process measurement, i. e. onitoring and control, is performed BPR advocates that enterprises go back to the basics and reexamine their very roots. It doesnt believe in small improvements. Rather it aims at total reinvention. As for results BPR is clearly not for companies who want a 10% improvement. It is for the ones that need a ten-fold increase. BPR focuses on processes and not on tasks, jobs or people. It endeavors to redesign the strategic and value added processes that transcend organizational boundaries. According to many in the BPR field reengineering should focus on processes and not be limited to thinking about the organizations.After all the organization is only as effective as its processes. Processes are currently invisible and unnamed because people think about the individual departments more often than the process with which all of them are involved. So companies that are currently used to talking in terms of departments such as marketing and manufacturing must switch to giving names to the processes that they do such that they express the beginning and end states. These names should imply all the work that gets done between the start and finish. For example, order fulfillment can be called order to payment process. Steps to an effective BPR are as follows . Prepare for reengineering Planning and Preparation are vital factors for any activity o r event to be successful, and reengineering is no exception. Before attempting reengineering, the question Is BPR necessary? should be asked. There should be a significant need for the process to be reengineered. Preparation activity begins with the development of executive consensus on the importance of reengineering and the link between breakthrough business goals and reengineering projects. A mandate for change is produced and a cross-functional team is established with a game plan for the process of reengineering.While forming the cross functional team, steps should be taken to ensure that the organization continues to function in the absence of several key players. As typical BPR projects involve cross-functional cooperation and significant changes to the status quo, the planning for organizational changes is difficult to conduct without strategic direction from the top. The impact of the environmental changes that serve as the impetus for the reengineering effort must also be considered in establishing guidelines for the reengineering project.Another important factor to be considered while establishing the strategic goals for the reengineering effort, is to make it your first priority to understand the expectations of your customers and where your existing process falls short of meeting those requirements. Having identified the customer driven objectives, the mission or vision statement is formulated. The vision is what a company believes it wants to achieve when it is done, and a vindicated vision will sustain a companys resolve through the stress of the reengineering process. 2.Map and Analyze As-Is Process Before the reengineering team can proceed to redesign the process, they should understand the existing process. Although some BPR proponents argue against analyzing the current enterprise, saying that it inhibits the creative process, that might not always hold true. It varies from case to case. While some organizations which are in dire straits might attempt a new process design while totally ignoring the existing processes, most organizations need to map the existing processes first, analyze and improve on it to design new processes.The important aspect of BPR is that the improvement should provide dramatic results. Many people do not understand the value of an As-Is analysis and rather prefer to spend a larger chunk of their valuable time on designing the To-Be model directly. The main objective of this phase is to identify disconnects (anything that prevents the process from achieving desired results and in particular information transfer between organizations or people) and value adding processes. This is initiated by first creation and documentation of Activity and Process models making use of the various modeling methods available.Then, the amount of time that each activity takes and the cost that each activity requires in terms of resources is calculated through simulation and activity based costing (ABC). All the g roundwork required having been completed, the processes that need to be reengineered are identified. 3. Design To-Be process The objective of this phase is to produce one or more alternatives to the current situation, which satisfy the strategic goals of the enterprise. The first step in this phase is benchmarking.The peer organizations need not be competitors or even from the same industry. Innovative practices can be adopted from anywhere, no matter what their source. Having identified the potential improvements to the existing processes, the development of the To-Be models is done using the various modeling methods available, bearing in mind the principles of process design. Then, similar to the As-Is model, we perform simulation and ABC to analyze factors like the time and cost involved. It should be noted that this activity is an iterative process and cannot be done overnight.The several To-Be models that are finally arrived at are validated. By performing Trade off Analysis t he best possible To-Be scenarios are selected for implementation. 4. Implement Reengineered Process- The implementation stage is where reengineering efforts meet the most resistance and hence it is by far the most difficult one. When so much time and effort is spent on analyzing the current processes, redesigning them and planning the migration, it would indeed be prudent to run a culture change program simultaneously with all the planning and preparation.This would enable the organization to undergo a much more facile transition. But whatever may be the juncture in time that the culture change program may be initiated, it should be rooted in our minds that winning the hearts and minds of everyone involved in the BPR effort is most vital for the success of the effort. Once this has been done, the next step is to develop a transition plan from the As-Is to the redesigned process. This plan must align the organizational structure, information systems, and the business policies and pro cedures with the redesigned processes. 5.Improve Process Continously- A very vital part in the success of every reengineering effort lies in improving the reengineered process continuously. The first step in this activity is monitoring. Two things have to be monitored the progress of action and the results. The progress of action is measured by seeing how much more informed the people feel, how much more commitment the management shows and how well the change teams are accepted in the broader perspective of the organization. This can be achieved by conducting attitude surveys and discrete fireside chats with those initially not directly involved with the change.Communication is strengthened throughout the organization, ongoing measurement is initiated, team reviewing of performance against clearly defined targets is done and a feedback loop is set up wherein the process is remapped, reanalyzed and redesigned. Thereby continuous improvement of performance is ensured through a perfor mance tracking system and application of problem solving skills. An intense customer focus, superior process design and a strong and motivated leadership are vital ingredients to the recipe for the success of any business corporation.Reengineering is the key that every organization should possess to attain these prerequisites to success. BPR doesnt offer a miracle cure on a platter. Nor does it provide a painless quick fix. Rather it advocates strenuous hard work and instigates the people involved to not only to change what they do but targets at altering their basic way of thinking itself. BUSINESS PROCESS MANAGEMENT Business process management (BPM) is a systematic approach to improving an organizations business processes.BPM activities seek to make business processes more effective, more efficient, and more capable of adapting to an ever-changing environment. BPM is a subset of infrastructure management, the administrative area of concern dealing with maintenance and optimization of an organizations equipment and core operations. BPM Vs. BPR If BPM is a system software, then BPR is a method. BPR re-evaluates the processes used by the enterprise from the very basics and thoroughly redesigns them, enabling enterprises to have significant breakthroughs in cost, service, and speed.BPR can enable enterprises to reform from deep within, and create a new organization structure. Therefore, BPR is for the whole enterprise and may even include basic organization structures in its large modifications. BPM is a concept built internally in an enterprise that continuous to manage business processes. In an environment that stores internal and external events, BPM starts from a group of dependent processes, that describes, understands, indicates, and manages the whole process.BPM can integrate internal resources in an enterprise, automatically linking each department, enabling the enterprise to become a single united special forces team. As well, establishing standardized business processes through a single portal, the system can automatically make decisions based on rules and processes of the enterprise to satisfy the management needs of the enterprise, creating comprehensive core competitive force. Key aspects on which BPM differs from BPR are as follows Marked difference between BPR and BPM Aspect BPR BPM Level of change Radical, one step change Evolutionary & continuous Time taken for implementation Long Short time and smooth takeover Starting point Drawing board Current processes and automation levels Implementation Huge effort required for the Incremental disruptive change Expanse One major process at a time Flexible simultaneously across one or more / small or major processes Methodology Redesigning of business Process and decision models processes Enabling technology Primarily IT Primarily process technology Involvement Business and process experts Process experts and all related people Risk High Low Outcome Drastic I ncremental improvement Cultural issues Major concern Not much concern Implementation stress and concernHigh Low BPM tools have taken the advantage of the BPR experience and conceptually are more flexible in terms of expanse and intensity.Unlike BPR which targets end-to-end process by radically redesigning it, BPM tools can be applied part by part to the whole enterprise at a time, by adopting much more manageable and smaller changes in the process. This way the investments, risks and amount of change are minimized but at the same time the tangible impact is much more modest than what was a possibility with BPR. Yet BPM tools for automating processes have their basis on the fundamental concepts that were emphasized by BPR, such as Simple processes delivering on the metrics of quality, service, flexibility Focus on eliminating non-value adding activities Decisions becoming integral part of the processBPM unifies discrete tools through extension of technologies like BPR, EAI, Wor kflow automation and any other business application package in such a form where the implementation and upgradation is much easily handled and underlying business process are efficiently managed. In addition to the strength inherited from BPR that BPM is built around business processes and not business applications per se, yet another promising feature of BPM is that it is based on mathematical process models. For example BPM helps you improve predictability and repeatability. For example, it will help you identify and recruit 10 candidates for a specified position in 8 weeks. BPR helps you study this and reduce this 8 weeks to 6 weeks or 4 weeks , depending on the context. Once this is done, we need to again use BPM to stabilize this and get back to predictability.