Conna Condon (sorry for making that Donna the first time) and Steve Harper
both responded to my inquiry about an ERP implementation being a BPR effort
and both replies were helpful. Thanks.
While it is no doubt the case that implementing ERP (or any other IT tool
-- and Microsoft Outlook comes immediately to mind) leads to, causes, or
requires some changes -- and especially to processes in the case of ERP --
that doesn't fit what I understand to be the basic BPR model. In BPR, the
R (reengineering) comes first and the IT system, if any, comes second. I
say "if any" in relation to IT systems because I have seen and been party
to the reengineering of work processes where no IT was involved and
productivity gains as high as 50% were obtained. BPR, then, is not
technology dependent. (I also understand that technology is pervasive and
that any BPR effort is likely to involve technology at some stage.) In any
event, fitting or adapting a process to a pre-existing or canned system
such as ERP seems to me to have that system as the starting point, not the
process, and I wouldn't call that BPR.
BPR is just one area where technology, particularly IT, seems to have
displaced reasoned analysis and goal-oriented change with "canned" system
solutions. Knowledge management (KM) is another and recent developments in
computer-based and web-based training suggest that training and education
are about to meet the same fate. Platforms, portals and "shoveled-in"
content or subject matter do not produce useful learning simply because
they ride the technology horse. Indeed, it seems that horse has the bit in
its teeth, making it more of a runaway than a means to its rider's ends. I
wonder where that horse is headed.
--
Fred Nickols
The Distance Consulting Company
"Assistance at A Distance"
http://home.att.net/~nickols/distance.htm
nickols@worldnet.att.net
(609) 490-0095