By Mehdi Khosrowpour
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Additional resources for Advanced Topics in Information Resources Management Series, Vol. 1
The basic idea of this kind of support is to indicate the steps that should be taken in a BPC project and in what particular order. Less attention is given to the question of how to formulate an alternative process design for a particular process. This notion is supported by Kettinger et al. (1997), who argue that the development of alternative process designs is a matter of “brainstorming and creativity techniques” (p. 62). We agree that this is indeed the current status of many of the available methodologies and techniques, but for a BPC manager, this is most likely a bit unsatisfactory.
Data models must also be evolved. The term “structuring” indicates the iterative development process that occurs as the organizational data architecture structure developed during the previous phase is populated with metadata. Defining data model structures permits organizations to understand the categories of data that comprise its data models. The process consists of populating the data architecture with data models describing the 26 Guimaraes, Yoon & Aiken various specific systems. Each data model corresponds to one physical occurrence.
Outsourcing “can be a key element of BPR since it essentially involves a decision to have someone else perform certain activities or tasks in a business process” (Sethi & King, 1998, p. 241). Strategically outsourcing may emphasize the organization’s core competencies to achieve a maintainable competitive edge, a decrease in transaction costs, a decrease in vulnerability, an increase in sourcing control, and/or an increase in flexibility (see also Quinn & Hilmer, 1994). Especially the effects of IT on transaction costs and therefore on the optimal division of activities among business partners have been frequently discussed (see, for an overview, Klein, 1996).