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The role of evaluation in business process re‐engineering: two case studies in the construction industry
Author(s) -
Vakola Maria,
Rezgui Yacine
Publication year - 2000
Publication title -
knowledge and process management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.341
H-Index - 44
eISSN - 1099-1441
pISSN - 1092-4604
DOI - 10.1002/1099-1441(200010/12)7:4<207::aid-kpm108>3.0.co;2-6
Subject(s) - business process reengineering , process management , process (computing) , business process , order (exchange) , computer science , business process management , business , knowledge management , work in process , marketing , finance , lean manufacturing , operating system
This paper discusses the role and importance of evaluation in business process re‐engineering. It also presents the evaluation of the implementation of a business process re‐engineering project in two construction companies. The implementation of the BPR project was based on an eight‐stage BPR methodology. The participating companies were asked to evaluate the implementation, describe the decisions made in order to adapt to the change process and analyze the potential benefits that they expect in terms of business performance improvement, organizational effectiveness and user acceptability. These findings indicate that evaluation facilitated and support the change process. Copyright © 2000 John Wiley & Sons, Ltd.