Modelling critical success factors of business process reengineering and business performance of Nigerian oil and gas companies

2013 ◽  
Vol 15 (1) ◽  
pp. 28
Author(s):  
Nnamdi Asika ◽  
Olawumi Dele Awolusi
Keyword(s):  
Business Process ◽  
Business Performance ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Process Reengineering ◽  
Oil And Gas ◽  
Process Reengineering ◽  
Critical Success ◽  
Oil And Gas Companies

scholarly journals Assessment of critical success factors of business process re-engineering in the Nigerian oil and gas industry

2015 ◽  
Vol 46 (2) ◽  
pp. 1-14 ◽  
Author(s):  
U. O. Asikhia ◽  
D. O. Awolusi
Keyword(s):  
Organizational Performance ◽  
Performance Measures ◽  
Business Process ◽  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Operational Performance ◽  
Critical Success ◽  
Oil And Gas Companies

Business Process Re-engineering (BPR) is defined as the critical analysis and radical redesign of existing business processes to achieve breakthrough improvements in performance measures like cost, quality, speed, profitability and services. The purpose of this paper is to identify the critical success factors of BPR implementation, to evaluate their effects on the primary measures as expressed by the operational performance and the secondary measures as expressed by the organizational performance, and to find out the effect of the operational performance on the organizational performance of Nigerian oil and gas companies. To achieve these objectives, an empirical study was conducted via the administration of 650 self-administered copies of questionnaire to a randomly selected senior and management staff of eight (8) re-engineered Oil and Gas Companies in Nigeria. Using the framework from Khong & Richardson (2003), factors manifesting operational performance and organizational performance were regressed on the Critical Success Factors (CSFs) manifesting successful BPR. Findings based on the survey revealed that successful BPR can positively affect both operational and organizational performance measures in the Nigerian oil and gas companies.

scholarly journals Management of business process reengineering projects: a case study

2012 ◽  
Vol 3 (1) ◽  
pp. 78
Author(s):  
Chandrashekhar S Joshi ◽  
P G Dangwal
Keyword(s):  
Project Management ◽  
Business Process ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Process Reengineering ◽  
Case Analysis ◽  
Capital Inflows ◽  
Process Reengineering ◽  
Critical Success

Business process reengineering (BPR) projects are undertaken by outward-looking companies that are looking for significant change in their performance and wanting radical changes in the chosen parameters. Generally, these companies are trendsetters in their respective industries. BPR projects take longer time for completion and may require significant capital inflows as well. This paper discusses BPR, special requirements/considerations for BPR project management and, through a case analysis, seeks to identify and emphasise the critical success factors for the implementation of a BPR project

The Role of Business Process Reengineering in the Modern Business World

2016 ◽  
pp. 1802-1829
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Business Process ◽  
Business Performance ◽  
Success Factors ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Change Initiatives ◽  
Business World ◽  
Top Management Commitment ◽  
Modern Business

This chapter reveals the role of business process reengineering (BPR) in the modern business world, thus illustrating the theoretical and practical concept of BPR, the applications of BPR, the drivers of BRR (in terms of internal drivers and external drivers), the critical success factors of BPR (i.e., egalitarian leadership, collaborative working environment, top management commitment, supportive management, information technology, change management, project management, and cross-functional coordination), the implementation of BPR, and BPR software tools. BPR is a systematic approach to helping an organization analyze and improve its processes in digital age. BPR is a continuum of change initiatives in order to deliver better business performance standards through establishing sustainable process capability in modern organizations. BPR has become a popular tool to dealing with rapid technological and business change in the global competitive environment. Applying BPR will greatly improve business performance and reach business goals in global business.

The Role of Business Process Reengineering in the Modern Business World

2015 ◽  
pp. 87-114 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Business Process ◽  
Business Performance ◽  
Success Factors ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Change Initiatives ◽  
Business World ◽  
Top Management Commitment ◽  
Modern Business

This chapter reveals the role of business process reengineering (BPR) in the modern business world, thus illustrating the theoretical and practical concept of BPR, the applications of BPR, the drivers of BRR (in terms of internal drivers and external drivers), the critical success factors of BPR (i.e., egalitarian leadership, collaborative working environment, top management commitment, supportive management, information technology, change management, project management, and cross-functional coordination), the implementation of BPR, and BPR software tools. BPR is a systematic approach to helping an organization analyze and improve its processes in digital age. BPR is a continuum of change initiatives in order to deliver better business performance standards through establishing sustainable process capability in modern organizations. BPR has become a popular tool to dealing with rapid technological and business change in the global competitive environment. Applying BPR will greatly improve business performance and reach business goals in global business.

Critical Success Factors of Re-Engineering in the Production Process: SMEs Sector of Bangladesh

2010 ◽  
Vol 44-47 ◽  
pp. 804-808 ◽  
Author(s):  
Md. Shariful Alam ◽  
Salah Uddin Rajib ◽  
Md. Shamsul Arefin
Keyword(s):  
Production Process ◽  
Business Process ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Environment ◽  
Process Reengineering ◽  
General Phenomenon ◽  
Manufacturing Enterprises ◽  
Critical Success

During the age of globalization, change has become a general phenomenon of business environment. Managements are compelled to adapt with the change to survive. Reengineering concept rises to adapt with the changes in terms of business process. However, critics raised questions as a number of business process reengineering initiatives failed and such failures have raised a doubt about the fad of reengineering. As a result, current researches are tempted to deal with the object orientation to find out the optimum way of successful implantation of re-engineering. This paper deals with the determination of critical success factors (CSFs) of re-engineering in the production process of the small and medium sized (SMEs) manufacturing enterprises of a developing country, Bangladesh. Determinants have been identified empirically through the survey conducted in the SMEs sector of Bangladesh.

scholarly journals Identifying Strategies for Managing Critical Success Factors of BPM initiatives in Brazilian Public Organizations

2014 ◽  
Author(s):  
Higor M. Santos ◽  
Carina F. Alves ◽  
George F. Santos ◽  
André L. Santana
Keyword(s):  
Public Sector ◽  
Focus Group ◽  
Business Process ◽  
Business Process Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Process Management ◽  
Public Organizations ◽  
The Public ◽  
Critical Success

Business Process Management involves theoretical and operationalelements from different areas, being a multidisciplinary field. In previousstudies, we identified critical success factors of BPM initiatives in BrazilianPublic Organizations. In this work, we intend to investigate how to managethese factors. To achieve this goal, we performed a focus group with fiveprofessionals with experience in BPM initiatives within the public sector. Themain contribution of this study is to fill the gap in the literature concerningcritical success factors for BPM initiatives in public organizations.

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