Business process reengineering e project management: La creazione del sistema di gestione dei progetti in ICS Italia - Aspiag Service S.R.L.

L’obiettivo dell’elaborato è mostrare come, partendo da una robusta base teorica nelle discipline del Project Management e del Business Process Reengineering, sia possibile ridefinire un sistema di gestione dei progetti (a livello singolo e di aggregato) e sviluppare, presso il personale coinvolto, le competenze necessarie a sostenere autonomamente ed a migliorare il sistema così creato. La reingegnerizzazione della progettazione nell’azienda in esame si è sviluppata nell’arco di un quadriennio: nel 2010 è stata concretizzata la prima release dei processi di gestione del progetto singolo e dell’aggregato, nel 2011 è maturata la seconda release, mentre nel biennio 2012-2013 si sono “congelati” i risultati ottenuti e si è sviluppata l’autonomia dei Project Manager interni e del Project Management Office. Dall’analisi è emersa l’importanza di un solido approccio metodologico negli interventi di innovazione organizzativa.

Towards a Business Process Management Maturity Model

Business Process Management (BPM) has been identified as the number one business priority by a recent Gartner study (Gartner, 2005). However, BPM has a plethora of facets as its origins are in Business Process Reengineering, Process Innovation, Process Modelling, and Workflow Management to name a few. Organisations increasingly recognize the requirement for an increased process orientation and require appropriate comprehensive frameworks, which help to scope and evaluate their BPM initiative. This research project aims toward the development of a holistic and widely accepted BPM maturity model, which facilitates the assessment of BPM capabilities. This paper provides an overview about the current model with a focus on the actual model development utilizing a series of Delphi studies. The development process includes separate studies that focus on further defining and expanding the six core factors within the model, i.e. strategic alignment, governance, method, Information Technology, people and culture.

Knowledge management strategy for the Building Division, Queensland Department of Public Works

This paper describes the background and methodology developed and employed in undertaking research developing a Knowledge Management Strategy for a key construction focused government agency. This paper reviews this methodology and examines a likely Knowledge Management Strategy. Two central objectives structure this Case Study: 1. Identify categories of important information generated by the Building Division, Queensland Department of Public Works in its service delivery to internal and external stake-holders, and 2. Formulate an appropriate and targeted Knowledge Management Strategy to meet the needs of the Queensland Building Capital Works program. The structure of this paper includes: *Description of the Queensland construction industry setting *Review the relevant literature *Design an appropriate research methodology *Analyse results *Formulate conclusions, contributions and implications of the targeted strategy.

Using a knowledge management evaluation framework for improving an ERP system - a Hong Kong construction industry case study

Organisations need to rely on leadership, information support and human capital in order to ensure a knowledge advantage over their competitors. Knowledge management (KM) provides organisations with sustainable competitive advantage, because it becomes extremely difficult for an organisation to cut expenditure and increase revenue by simply reengineering its business model. Project delivery and success has been traditionally viewed and measured as management of a three-legged stool, with the legs defined as cost, schedule and quality. However, KM can be linked to success by organisations becoming more effective as well as being more efficient.

This paper uses a KM framework, the Knowledge Advantage (K-Adv), developed initially for use by construction organisations. It assesses the impact of leadership and its supporting information communication technology infrastructure on the ability of people (by effectively creating, sharing, disseminating and using knowledge) to facilitate sustainable competitive advantage.

A case study that is presented is based upon the experience of a leading construction company using an Enterprise Resources Planning (ERP) system to demonstrate the effectiveness of KM from a cost management business unit perspective. Results are evaluated using a capability maturity model (CMM) - that forms the core of the K-Adv tool - to help improve processes that meet the needs of the organisation operating in a highly dynamic business environment. The case study is part of a broader doctoral research project that uses action learning to facilitate and measure ERP improvement.

Quick fixes, drug culture and management culture : excellence and ecstasy, BPR and Brown

This paper critiques the prescriptions of management gurus by charting parallels between management culture and drug culture over the last two decades. I argue that the ‘quick fixes’ peddled by gurus mirror the illicit drug fix of choice popularised in the same era. I suggest that, in terms of the specific nature of their promised highs, Excellence mirrored Ecstasy, and Business Process Reengineering mirrored Heroin. By tracing resonance with drug fixes, I introduce another way to understand why particular corporate fixes are found so attractive, locating this in patterns of addiction and in the gurus’ ability to exploit wider shared cultural contexts. The paper ends by suggesting that the comparison with the world of illicit drugs has lessons not only for our understandings of management and management gurus, but also for critical management academics engagement with both the gurus and our wider audiences.

Supporto alla creazione di un ecosistema di aziende: change management e design thinking - il caso Centergross

Il lavoro tratta la progettazione di un intervento tecnologico e organizzativo in grado di guidare la creazione di un ecosistema di imprese per un distretto commerciale: Centergross (Funo d’Argelato, Bologna). Tale lavoro è stato preparato durante un periodo di Stage della durata di cinque mesi effettuato presso Epoca S.r.l (Bologna) a seguito della necessità, riscontrata dalla direzione del distretto, di ripensare il proprio modello di business. L’obiettivo del progetto di intervento di Epoca è quello di supportare il distretto in questa fase di cambiamento, da “condominio” di imprese autonome a ecosistema, grazie all’identificazione e alla realizzazione di strumenti organizzativi e tecnologici che possano costruire opportunità di sinergie, aumentare la completezza dell’offerta e sfruttare economie di scopo. Per questo è stato realizzato un nuovo sistema informatico (social network e applicazione mobile) in grado di supportare la strategia ed evolvere con essa. La tesi si struttura in tre parti. Nella prima parte, attraverso un’indagine della letteratura di riferimento, si sono indagati i principali modelli di cambiamento organizzativo e il ruolo dei sistemi informativi all’interno delle organizzazione. Un approfondimento circa gli approcci, i processi e la gestione del cambiamento in relazione all’introduzione di un nuovo sistema informativo all’interno delle organizzazioni con riferimento alle tematiche del Business Process Reengineering. La seconda parte è dedicata all’evoluzione del Web con la rivoluzione culturale causata dagli strumenti del web partecipativo, semantico e potenziato: social network e applicazione mobile nello specifico; e all’approccio di progettazione: il Design Thinking. Una tecnica che si prefigge di: trovare il miglior fit fra obiettivi, risorse e tecnologie disponibili; favorire lo sviluppo di nuove idee innovative entrando in empatia con il contesto del problema proponendo soluzioni centrate sui bisogni degli utenti. L’ultima parte del lavoro consiste nella descrizione del caso. Vengono presentate la fase di analisi della situazione attuale e i successivi step di progettazione del sistema informatico: la definizione dei prototipi, la popolazione del database, il modello di dominio, le interfacce utente e le esperienze di navigazione all’interno della piattaforma software proposta. L’approccio prevede che il progetto proceda per iterazioni successive e un adattamento continuo alle esigenze del cliente.

Reengineering helps improve materials procurement in Indian oil refinery

The materials management function is always a major concern to the management of any organisation as high inventory and inefficient procurement processes have a significant effect on profitability. The problems multiply in the face of a very dynamic business environment, as is the present case in India. Hence, the existing system of materials planning, procurement processes and inventory management require reviewing with respect to the changed business environment. This study shows a radical improvement in materials procurement function of an Indian petroleum refinery through Business Process Reengineering (BPR) by analysing current process, identifying key issues, deriving paradigm shifts and developing reengineered processes through customer value analysis. BPR has been carried out on existing processes of 'material planning and procurement' and 'warehousing and surplus disposal'. The reengineered processes for the materials management function triggered several improvement projects that were identified by the group of executives who took part in the reengineering exercise. Those projects were implemented in an integrated framework, with the application of state of the art information technology tools and building partnership alliance among all stakeholders. Considerable improvements in overall functions of the organisation are observed, along with financial benefits. Copyright © 2006 Inderscience Enterprises Ltd.

Using business process simulation within a business process reengineering approach

This paper presents a case study of the use of business-process simulation within the context of a business-process-reengineering approach to change. The process-based change methodology provides context to the simulation technique in that it connects the aims of a business-process simulation (BPS) study to the strategic aims of the organisation and incorporates a consideration of human factors in order to achieve successful implementation of redesigned processes. Conversely, the ability of BPS to incorporate system variability, scenario analysis and a visual display to communicate process performance makes it a useful technique to provide a realistic assessment of the need for, and results of, change.

Using Reengineering Techniques for Distance Study Course Improvement

The paper analyses the reengineering concept as it comes from software engineering and management fields. We combine two viewpoints and apply them to solve a problem of reengineering of a distance study system, in general, and the unit of learning, in particular. We propose a framework for reengineering of unit of learning, based on general model of software reengineering, and present a case study, in which we describe, how one topic of distance study course was reengineered, considering triple consistency principle and requirements for computer science. The proposed framework contributes to increasing quality, effectiveness and systematization of delivering distance studies.