Quality Control Management

Download Enabling Systematic Business Change: Integrated Methods and by Volker Bach, Leo Brecht, Thomas Hess, Hubert Österle PDF

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By Volker Bach, Leo Brecht, Thomas Hess, Hubert Österle

Dipl.-Wirtsch.-Inf. Volker Bach, Dr. Leo Brecht, Dipl.-Wirtsch.-Inf. Thomas Hess und Prof. Dr. Hubert Österle verfügen über umfangreiche Projekterfahrungen im remodel von Organisationen sowie in der Informationssystem-Entwicklung. Sie arbeiten federführend an der Entwicklung von Methoden und instruments für das enterprise procedure remodel, deren Ergebnisse u. a. durch eine Reihe von Monographien breiten Anwenderkreisen vertraut sind. Im Rahmen des Forschungsprogramms "Informationsmanagement HSG" an der Universität St. Gallen findet Forschung in enger Kooperation mit führenden Unternehmen statt. Auf diese Weise können die Autoren stets in der Praxis validierte Ergebnisse präsentieren.

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Additional info for Enabling Systematic Business Change: Integrated Methods and Software Tools for Business Process Redesign

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Should it be suitable as an enterprise-wide standard? • What deadlines are foreseen for the project? • Who will use the method in the pilot project? • What deadlines are foreseen for introducing and utilising the method? • What budget is available for purchasing the method, its training and use in the pilot project, and its subsequent distribution throughout the company? • Is an external consultant necessary or important? • What would his duties be (undertaking coaching in the pilot project, method training, and subsequent introduction of the method)?

21 1 Systematic Business Change using BPR However, since improvements in the revenue or cost situation are not always identifiable with a specific project, and very often not available in this form within the company, such variables are often disregarded as indicators of success. 14 about half of the projects undertaken were either successful or very successful, and about half were less or barely successful or have shown no demonstrable improvements in the operative success indicators. We regard this result as reliable, since in 61% of the cases the companies regarded the measures formulated in the project as haVing already been implemented.

Given increasing market differentiation, these trade-offs should diminish as the requirements on method contents are more widely fulfilled. AchieVing clarity about company-specific requirements is a necessary precondition for this. g. the tool's anticipated user group) and its objectives (radical redesign or incremental improvements). The individual objectives and weighting of criteria will prevent us from making global recommendations for method-tool combinations. Instead, evaluations are only possible for sub-aspects and can only lead to an ultimate decision in combination with the individual weighting.

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