Research Paper on:
Business Process Reengineering and Important Factors to Ensure Success

Unformatted Sample Text from the Research Paper:
this has received a great deal of attention. However, to should also be viewed as any other business tool, that the success of the tool will depend on a range  of factors. In understanding the process and the variable factors that influence success or failure a business will be better placed to control these factors and manage the risks of  re-engineering to gain the maximum opportunities for success. Currently about 30% of re-engineering attempts fail (Maurer, 1997). Business process reengineering (BPR) will usually occur when there is a need  to change the way a business operates. A useful definition of what is meant by reengineering, is given by Hammer and Champy (1994), this is a useful definition  from which to begin a paper on this subject. It is defined as "fundamental revision and radical redesign of processes to reach spectacular improvements in critical and contemporary measurements of  efficiency, such as costs, quality, service and quickness". This indicates a very basis and grass roots level of change, this will impact on all of the process and systems as  well as the culture. The need here is for the changes to be focused on the entire process and not the component tasks of that process (Silvestro and Westley, 2002).  The way that a process is defined is as a set of related tasks that are performed in a logical order in  achieve a specific outcome (Olalla, 2000). When they are performed together the result will be a result that gives value to the customer (Olalla, 2000). Ironically many companies remain in  systems that look to scientific management and Taylorism with task oriented processes that also appears to be the format of the logic used to manage the companies (Olalla, 2000). The