Archives Library Information Center (ALIC)

Organizational Change: An Annotated Bibliography
Business Process Reengineering

  1. Adair, Charlene B. and Bruce A. Murray. Breakthrough process redesign: new pathways to customer value. New York: AMACOM, 1994. 346 pp.
    The authors focus on four routes to reengineering success: how to choose the right processes for reenginnering based on customer-focussing organizational vision and strategies; how to analyze process precisely and in quantitative terms; how to apply the appropriate improvement tools; how to develop management competencies to achieve organizational success in process redesign.

  2. Assessing risks and returns: a guide for evaluating federal agencies' IT investment decision-making. GAO\AIMD-10-1.13. Washington: General Accounting Office, 1997. 109 pp. (Shelved at JK468.A8A474. http://www.gao.gov/policy/itguide/index.htm). Despite huge federal investments in information technology, many government programs are still hampered by inaccurate data and inadequate systems. Although federal IT projects have cost too much, produced too little, and failed to significantly boost performance, there is general agreement that government can improve its performance through the integration of IT into basic business and mission needs. This guide will help evaluate how well federal agencies select and manage their IT resources and identify areas in need of improvement. The guide assesses organizations from three levels: the process that an organization uses to select, manage, and evaluate its IT investments; the data that are being used to make IT decisions; and the IT decisions that are being made using the defined processes and data.

  3. Bashein, Barbara J., M. Lynne Markus and Patricia Riley. Business reengineering: preconditions for BPR success and how to prevent failure. Information Systems Management 11(1994): 7-13.
    Authors focus on the change management aspects of business reengineering in this article.

  4. Behara, Ravi S., Gwen F. Fontenot and Alicia Gresham. Customer satisfaction measurement and analysis using six sigma. International Journal of Quality & Reliability Management 12, no.3 (1995): 9-18. (BPR016).
    Six sigma is a means of measuring the probability of creating a service with zero defects. This case study illustrates how the concept of zero defects, measured by six sigma, can be applied to customer satisfaction measurement and to examine the impact of customer expectations on the organization's strategies for improving satisfaction.

  5. Belmiro, T. R., P. D. Gardiner and J. E. L. Simmons. Business process re-engineering - a discredited vocabulary? International Journal of Information Management 17, no.1 (1997): 21-33. (BPR202).
    The potential of BPR in keeping businesses competitive has been documented in the BPR literature. This article's authors point out a problem because of confusion over the meaning of BPR: first, the lack of clarity about what constitutes BPR as opposed to other organizational changes; secondly, an increasing divergence of understanding of BPR principles between managers leading to misconceptions and misunderstandings within and between companies; and, finally, the misinterpretations generated by BPR literature. The authors found that a consistent theme has been the inconsistency of the vocabulary and meaning attached to the term business process re-engineering (BPR) and suggest that it may be necessary to convene a conference to formulate serious BPR guidelines based on academic and industrial experiences to date in order to gain a consensus of meaning and practice.

  6. Bemowski, Karen. Motorola's fountain of youth. Quality Progress 28, no.10 (October 1995): 29-31. (BPR021).
    The concept of renewal encompasses everything Motorola does - its technology and its employees. In order for employees to advance in quality and technology they have to focus on renewing their skills and knowledge. Through continuous learning and education programs coupled with an increase in the level of trust between individuals and their managers, Motorola maintains its competitive vitality.

  7. Berry, Leonard L., A. Parasuraman and Valarie A. Zeithaml. Improving service quality in America: lessons learned. Academy of Management Executive 8, no.2 (1994): 32-45. (BPR023).
    In this article, guidelines for organizational self-improvement are presented with the goal of delivering quality service in order to sustain user confidence and gain competitive advantage.

  8. Bovy, Tim. Business Process Re-engineering & groupware. Computers and Law 7, no.5 (January 1997): 4-5. (BPR210).
    Groupware is the name given hardware/software systems that enhance the ability of people to collaborate to achieve goals and complete shared tasks. BPR is a method of transforming old work processes into new elegant, efficient, and more productive business processes.

  9. BPR online learning center. n.p.: Quality Leadership Center, 1996. 4 pp. (May be accessed at http://www.prosci.com/bpr_bh1.htm).
    List of online resources.

  10. BPR - the revolution continues. NetConnect 1, no.1 (April 1996): 5-9.(BPR176).
    The authors discuss the successes and failures of BPR during the years since its introduction and introduce some of the better technology and software available to organizations making BPR changes

  11. Buchanan, David A. The limitations and opportunities of business process reengineering in a politicized organizational climate. Human Relations 50, no.1 (January 1997): 51+.
    Business process reengineering approaches create problems of organizational change and process management.

  12. Business Process Reengineering assessment guide. Washington: General Accounting Office, 1997. 74 pp. (Shelved at HD58.87.U542 1997.
    This guide is designed to help auditors review business process reengineering projects in a federal setting, determine the soundness of these efforts, and identify actions needed to improve prospects for their success. There are nine major assessment issues listed in the guide covering a wide range of activities. Together they provide a general framework for assessing a reengineering project from initial strategic planning and goal-setting to post-implementation assessments.

  13. Business resources. Los Alamos: Los Alamos National Laboratory, 1996. 4 pp. (Accessible at http://lib-www.lanl.gov/infores/bus/bus.htm).
    This list of business resources located at the Los Alamos National Laboratory includes databases, electronic publications, and reference material.

  14. Caporello, T. J. and P. M. Wolfe. A closed-loop assessment framework for integrated product and process development implementations. Computers and Industrial Engineering 29, no.1-4 (1995): 387-391. (BPR179).
    This article considers a method for identifying the impact of Integrated Product and Process Development (IPPD). In order for companies to feel the full impact of IPPD, they must understand the entire process and methods undertaken.

  15. Caudle, Sharon L. Government business process reengineering: agency survey results. Washington: National Academy of Public Administration, 1994. 53 pp.
    This is a report on a federal agency survey related to government business process reengineering.

  16. Caudle, Sharon L. Reengineering for results: keys to success from government experience. Washington: National Academy of Public Administration, 1994. xiv, 128 pp. (Shelved at HD58.8.C38 1994; may be accessed at http://www.dtic.dla.mil/c3i/bprcd/3002.htm).
    This report, sponsored by the Federal Information Resources Management Policy Council, presents the results of a comprehensive study of government business process reengineering (BPR).

  17. Champy, James. Better government, not necessarily smaller. Government Executive 28, no.9 (September 1996): 7A-10A.
    This is a report on four cases where reinvention has worked well in government agencies: the National Air and Space Administration (NASA) is outsourcing the space shuttle program and devoting itself to R&D; the Internal Revenue Service (IRS) is redesigning its business processes and relating any IT investments to its business strategies; the Nuclear Regulatory Commission (NRC) is reducing its staff levels; and the Department of Energy (DOE) is reengineering operations at a nuclear site.

  18. Champy, James. Reengineering management: the mandate for new leadership. New York: HarperBusiness, 1995. 212 pp. (Shelved at HD70.U5 C49 1995).
    Noting that reengineering has not fulfilled the promise he predicted in 1993, author Champy asserts that the fault is not with technology but with management itself. He urges managers to consider four issues: What is this business for? What kind of culture do we want? How do we do our work? With what kind of people do we want to work? Champy's message in this book, a more conciliatory work than his original book on reengineering, is that the purpose of reengineering is to serve customers in a way that creates meaning for the individual employee and the organization. In today's world, employees want to work together in a collaborative, participative fashion rather than an authoritarian and controlling manner, and they want to work with people who learn, listen, and communicate and work as a team.

  19. Chang, Richard Y. and Matthew E. Niedzwiecki. Continuous improvement tools: a practical guide to achieve quality results. Irvine, CA: Richard Chang Associates, 1993. 2 volumes.
    Volume I introduces seven popular and well-known planning, analysis, and interpretation tools (Brainstorming, Affinity Diagram, Matrix Diagram, Force Field Diagram, Cause and Effect Diagram, Criteria Rating Form, Check Sheet). Volume II introduces eight additional tools (Tree Diagram, Pareto Chart, Sequence Flow Chart, Process Flow Chart, Scatter Diagram, Run Chart, Contol Chart, and Histogram).

  20. Clark, Charles E., Nancy C. Cavanaugh, Carol V. Brown and V. Sambamuthry. Building a change-ready IS organization at Bell Atlantic. 1996. (BPR205)
    .In anticipation of the industry paradigm shift brought about by landmark 1996 federal legislation deregulating the telecommuniciations industry, Bell Atlantic had initiated changes to meet the challenge of moving employees from an entitlement mindset to an entrepreneurial workforce primed for change. IS objectives were: 1) to delight customers by delivering high quality products and services fully responsive to customers' needs; 2) to establish a leadership information technology talent base to meet the systems requirements of a dynamic business environment while absorbing and leveraging a constant influx of new technologies; and 3) to achieve low-cost performance in delivering new solutions to customers via software reuse practices. To meet these objectives and launch a cultural change, a Centers of Excellence approach was adopted. In order to create a change-ready organization design, it was decided to create bite-size development projects, delivered on-time with high quality, and to make sure the staff continuously learns. This publication was the winner of the Society for Information Management's 1996 International Paper Award.

  21. Collins, James C. and Jerry I. Porras. Building your company's vision. Harvard Business Review (September-October 1996): 65-77. (BPR183).
    Great organizations have had the ability to keep permanent core principles intact, without losing the ability to change structures and practices, basically preserving the core while stimulating progress. They understand what needs to be preserved and what is open to change. The article notes that a core ideology, which is unchanging and identifies clearly the purpose of the company is necessary to fulfill the goals for an organization's envisioned future: what the company would like to be and how the organization will have to change to reach that goal.

  22. Comprehensive business process reengineering (BPR) bibliography: includes items from the DoD Corporate Information Management (CIM) initiative. Arlington: Defense Technical Information Center, 1996. 64 pp.
    1/98 version. The Defense Technical Information Center (DTIC) maintains this bibliography related to the DTIC collection of documents, software, CD-ROMS, and videos. Most of the items are available through NTIS.

  23. Corbin, Lisa. TurboBPR speeds Pentagon projects. Government Executive 28, no.9 (September 1996): 13A.
    Report on new software to reduce the time and money needed to start reengineering projects

  24. Cottey, Paul T. and Richard A. Chang. Plan your enterprise architecture. InformationWeek (June 24, 1996): 75-84. (BPR033).
    With appropriate technology planning at an enterprise level, an organization can most effectively use its IT assets. Enterprise architecture planning determines where the organization is and where it wants to be (the difference between the two is the "vision gap"), then makes sure that the enterprise's technology investments are aligned with its strategy before producing a roadmap on how to close the vision gap and get to the desired state.

  25. Council for Excellence in Government. Washington: Council for Excellence in Government, 1996. 6 pp. (This web page may be accessed at http://www.excelgov.org/).
    The Council is a nonprofit organization of more than 750 members who have served as senior public officials and now hold leadership roles in a wide range of private sector organizations. The council carries out long-term programs in pursuing its mission to improve the performance of government. The web page offers an interesting selection of research resources including federal agency strategic plans, copies of the Prune Book Series and links to related management websites.

  26. Currid, Cheryl. Reengineering toolkit: 15 tools and technologies for reengineering your organization. Rocklin, CA: Prima Publishing, 1994. 293 pp.
    A hands-on guide to information techniques and technologies capable of revolutionizing the way companies manage information.

  27. Davenport, Thomas H. Business process reengineering: where it's been, where it's going. In Business process change: reengineering concepts, methods and technologies. edited by Varun Grover and William J. Kettinger , 1-13. Harrisburg, PA: Idea Group Publishing, 1995. (Shelved at HD58.8.G77 1995).
    Davenport's introduction suggests that by embracing a selection of process management issues, organizations can focus on eliminating needless work so that employees can emphasize activities which add value.

  28. Davenport, Thomas. Process innovation: reengineering work through information technology. Boston: Harvard Business School Press, 1993. 337 pp. (Shelved at HC79.I55 D37 1993).
    This is a timely and well-written book on process innovation, a revolutionary new approach that fuses information technology and human resource management to dramatically improve business performance. In today's demanding environment, simply formulating strategy is no longer sufficient; it is also essential to design the processes to implement strategy effectively. With new technologies and motivated workers, process innovation begins with a commitment to a strategic vision from senior management with ambitious goals, often seeking huge improvements in time, quality, and costs. Davenport leads the reader through the requirements of a reengineering effort by describing in detail the tools and techniques to be used in analyzing how organizations carry out their business.

  29. Davenport, Thomas H. and Nitin Nohria. Case management and the integration of labor. Sloan Management Review 35, no.2 (Winter 1994): 11-23.
    Organizations reengineering their business processes from the customer's viewpoint are likely to create case manager type roles for mediating between the customer and the complex organizational structure. Case managers tend to increase organizational efficency, timeliness, and customer satisfaction by integrating the organization's response.

  30. Dmytrenko, April. Cost benefit analysis. Records Management Quarterly (ARMA) 31, no.1 (January 1997): 16-20.
    This article tells how to use the BPR tool of cost benefit analysis (CBA) to make records and information management more effective. It includes information on demonstrating cost benefit analysis (CBA) justification; a description of the CBA approach, including a preliminary survey and a feasibility study; and a description of possible CBA reports, including examples of acceptable format, appendices, charts and graphs.

  31. The DoD enterprise model: strategic activity and data model. Washington: Office of the Secretary of Defense, 1994. [Various pagination]. (Shelved at T58.64.D 64 1994).
    This is a plan of action for managers at the DoD. The Enterprise Model is the basis for their implementation of business process reengineering. They want the Enterprise Model to be used for direction and a better understanding of what the DoD is trying to accomplish. It calls for the creation of value chains, end-to-end vital mission-critical core processes and essential support processes which start with mission needs and performance measures, and end with products and services delivered to primary consumers. If costs exceed benefits, process owners reengineer their processes for economy and efficiency.

  32. Drensek, Robert A. and Fred B. Grubb. Quality quest: one company's successful attempt at implementing TQM. Quality Progress 28, no.9 (September 1995): 91-95. (BPR036).
    Case study of one organization's implementation of total quality measurement based on a strategy called the Quality Quest, which calls for four absolutes of quality: 1) the definition of quality is conformance to requirements; 2) the system of quality is prevention; 3) the performance standard of quality is zero defects; and 4) the measurement of quality is the price of non-conformance. The article describes the implementation of the program.

  33. Duffek, Elizabeth and Warren Harding. Quality management in the military: an overview and a case study. Special Libraries (Summer 1993): 37+. (BPR039).
    Based on Deming's philosophy of continous improvement, the Department of Defense (DoD) has implemented agency-wide quality management programs. A history of quality management in the DoD is related in this article through case studies.

  34. Dumond, Ellen J. Learning from the quality improvement process: experience from U.S. manufacturing firms. Production & Inventory Management Journal 36, no.4 (Fourth Quarter 1995): 7-13. (BPR041).
    This is a case study on how well large firms are implementing quality improvement programs. The firms are pursuing activities but there is still much work to be accomplished. There has been a lack of commitment from upper management with most of the emphasis so far on employee training and employee involvement.

  35. Electronic College of Process Innovation: achieving breakthrough improvement. Washington: Defense Department, 1996. CDROM Release 1.0 (May be accessed at http://www.dtic.mil/c3i/bprcd/).
    Comprehensive collection of information on Business Process Reengineeering and Process Innovation with TurboBPR, the desktop Business Reengineering Tool.

  36. Electronic College of Process Innovation: achieving breakthrough improvement. Arlington, VA: Defense Technical Information Center, 1997. (Available Version 2.5 TurboBPR software at web URL: http://www.dtic.mil/c3i/bprcd and may be ordered on CD-ROM from DTIC's Reference and Retrieval Division).
    1/98 version. Electronic College of Process Innovation (ECPI) is the knowledge center for a comprehensive set of documents, tools, and guidebooks on the topic of business process change and creating customer value. The ECPI and the TurboBPR software, which is included in the ECPI, assist government agencies with the requirements defined in the Information Technology Management Reform Act (ITMRA) and the Government Performance Results Act (GPRA).

  37. Ettlie, John E. and Ernesto M. Reza. Organizational integration and process innovation. Academy of Management Journal 35, no.4 (October 1992): 795+.
    The authors suggest that process innovation should be considered an opportunity to significantly restructure the organization. This innovation need not be restricted to the technological core of an organization. New integrating mechanisms should be tracked to make sure that initiatives are being orchestrated for top results.

  38. Executive guide: improving mission performance through strategic information management and technology: learning from leading organizations. GAO\AIMD-94-115. Washington: General Accounting Office, 1996. 48 pp. (Shelved at JK468.A8U54 1994; companion to later GAO document entitled Executive guide: effectively implementing the Government Performance and Results Act).
    Noted as the best practice model for developing performance measures, this study focuses on the concept of strategic information management. Making government more effective and efficient is a national issue which calls for learning more about modern management practices. This report focuses on what agencies can do now to improve performance by using new approaches to managing information and related technologies. It summarizes 11 fundamental practices leading to performance improvements in leading private and public organizations. The report also includes a template of three steps for information management: decide to change, direct change, and support change.

  39. Filipczak, Bob. It takes all kinds: creativity in the work force. Training 34, no.5 (May 1997): 32+.
    Current management theory calls for creativity as an important working trait. In an effort to identify creativity, employees are ranked on a continuum ranging from adaptive to innovative. Adaptively creative managers tend to have better ideas whereas innovatively creative managers tend to have different ideas. Management can place employees according to the organization's creative needs and the need for organizational balance.

  40. Flint, Perry. Quality is key. Air Transport World 32, no.6 (June 1995): 179. (BPR046).
    This article studies the effects of three goals applied by Allied-Signal Engines and how these goals are making them top in their field. Allied is importing the Japanese technique of Kaizen, a manufacturing philosophy based on continuous improvement. They have found by implementing this technique they have improved quality and processes within the company.

  41. Framework for managing process improvement: a guide to enterprise integration. Arlington, VA: Systems Research and Applications Corporation, 1994. Various pagination. (Shelved at TS156.8.D38 1994).
    This study is based on research done at the Department of Defense (DoD). The study is attempting to change the methods by which the DoD functions by introducing new processes such as Continuous Process Improvement, Business Process Redesign, and Business Process Reengineering.

  42. Furey, T. R. A six step guide to process reengineering. Planning Review 21, no.2 (March-April 1993): 20-23.
    This simple six-step model provides the necessary disciplined approach to process reengineering by showing how to use a variety of management tools including total quality management, benchmarking, and customer-satisfaction measurement.

  43. Garvin, David A. Leveraging processes for strategic advantage: a roundtable with Xerox's Allaire, USAA's Herres, SmithKline Beecham's Leschly, and Pepsi's Weatherup. Harvard Business Review 73, no.5 (September-October 1995): 77-90. (BPR049).
    This article captures the essence of a roundtable discussion involving four of the pioneers in the shift to processed organization over functional organization. They are trying to decide how this new type of horizontal work flow, called processes management, will be led and what type of an effect senior management can expect.

  44. Grover, Varun and William J. Kettinger. Business process change: reengineering concepts, methods and technologies. Harrisburg, PA: Idea Group Publishing, 1995. xii, 687 pp. (Shelved at HD58.8.G77 1995).
    This book, a compilation of perspectives and treatments on almost every conceivable facet of reengineering, is intended to serve as a body of knowledge on which future work in the area of business process improvement can be grounded. Part I is an overview examining the concept of process change, its enablers, the importance of information management, and some theoretical foundations. Part II, Information Technology, evaluates the centrality of information technology in process change. Part III, Methods, provides a generic methodology and a powerful set of tools and techniques for modeling and evaluating process change. Part IV, Implementation, deals with organizational problems in conducting process change. Part V, the Information Systems Function, examines the role of IS professionals in process change.

  45. Grover, Varun, James T. C. Teng and Kirk D. Fiedler. Technological and organizational enablers of business process reengineering. In Business process change: reengineering concepts, methods and technologies. edited by Varun Grover and William J. Kettinger , 16-33. Harrisburg, PA: Idea Group Publishing, 1995. (Shelved at HD58.8.G77 1995).
    Many organizations are undergoing major changes in structure and management practice in order to be viable in today's competitive environment. This chapter develops a framework for process change showing how functional activities may be fundamentally reconfigured through the reduction of physical coupling and the enhancement of information coupling (Version of article abstract).

  46. Guha, Subo, Varun Grover, William J. Kettinger and James T. C. Teng. Business process change and organizational performance: exploring an antecedent model. Journal of Management Information Systems 14, no.1 (1997): 119-154.
    This report discusses a model which proposes facilitating antecendents to successful business process change. Case studies showed that the least successful projects were low in cultural readiness and change management.

  47. Guha, Subashish, William J. Kettinger and James T. C. Teng. Business process reengineering: building a comprehensive methodology. Information Systems Management 10, no.3 (Summer 1993): 13-22. (BPR053).
    The authors discuss Process Reengineering Life Cycle (PRLC), a new trend in business management, in this article detailing the exact process and methodology necessary to redesign the office within PRLC standards.

  48. Gulledge, Thomas R., David H. Hill and Edgar H. Sibley. Public sector reengineering: applying lessons learned in the private sector to the U.S. Department of Defense. In Business process change: reengineering concepts, methods and technologies. edited by Varun Grover and William J. Kettinger , 526-555. Harrisburg, PA: Idea Group Publishing, 1995. (Shelved at HD58.8.G77 1995).
    This chapter describes a DoD study to identify private sector success factors applicable to public sector reengineering efforts. Although the authors believe that technology is changing organizational structures and management practices in public sector organizations, the size of many public sector organizations and diffuse management control make implementation difficult. It is pointed out that the elimination of employees as a consequence of functional process improvement can be seen to diminish a manager's status, i.e., those who increase efficiency the most are the ones who are likely to lose personnel slots. From an efficiency point of view, the ultimate objective of every manager should be to eliminate non-value-added activities, but if personnel reduction is threatening, how can people be motivated to downsize efficiently? Recommendations made for addressing implementation problems include the felt need for top management commitment and close involvement. The authors suggest that several key processes should be selected for change; only when success is demonstrated should additional processes be selected for innovation (version of article abstract).

  49. Gupta, Shalini. Jobs, structure take a hit. Computing Canada 22, no.7 (March 28, 1996): 30+.
    Technology must be aligned with people and process elements if employees are to effectively use new technology. Changing and improving the way people do their jobs necessitates identifying core competencies required in each job and estimating the amount of time to be spent on various activities.

  50. Hall, Eugene A., James Rosenthal and Judy Wade. How to make reengineering really work. McKinsey Quarterly , no.2 (1994): 107-28. (BPR054).
    This case study of the implementation of reengineering discusses the difficulty of determining which projects to plan and which to administer. The conclusion is that it is difficult to see the real effect of a short-term narrow-focus process in long term profits and business. Successful reengineering projects require that managers be committed to the process.

  51. Hammer, Michael and James Champy. Reengineering the corporation: a manifesto for business revolution. New York: HarperCollins, 1993. 223 pp. (Shelved at HD58.8.H356 1993).
    According to Hammer and Champy, it is time for American corporations to abandon traditional managerial and performance practices. The authors believe that corporations must begin a radical reinvention of how they do business. Business reengineering is about starting over, not about fixing existing structures. The authors believe that new business processes need to be implemented in order to produce results that have value. The book contains examples and case studies.

  52. Hammer, Michael and Steven A. Stanton. The reengineering revolution: a handbook. New York: HarperCollins, 1995. 316 pp. (Shelved at HD58.8H355 1995).
    This book should be used as a guidebook to reengineering. Conceding that reengineering is a difficult task, the book offers help on the basic necessities for starting a reengineering project and suggests basic techniques for problem solving.

  53. Harari, Oren. Why did reengineering die? Management Review (June 1996): 49-52. (BPR056).
    The author, looking for reasons why reengineering died or has been fading, sees poor preparation and poor follow-through as the key. Reengineering seems to be a common sense methodology, but the actual implementation is extremely difficult. Author Harari offers four ways to realize the potental of reengineering.

  54. High-risk areas: actions needed to solve pressing management problems. GAO\AIMD\GGD-97-60. Washington: General Accounting Office, 1997. 24 pp. (Shelved at JK421.D63 1997).
    This GAO testimony offers an overview of major government programs prone to waste, fraud, abuse, and mismanagement, including the Internal Revenue Service, Medicare, and the Supplemental Security Income Program, as well as other vulnerable areas as information security weaknesses and the "Year 2000" problem. The report addresses solutions to these problems and outlines remedial steps to be taken.

  55. Hofmann, Ulrich. Developing a strategic planning framework for information technologies for libraries. OCLC Systems & Services 11, no.4 (1995): 22-32. (BPR059).
    Libraries, faced with competition from new information technology, must implement technology management integrating user-oriented services and personnel skills and training.

  56. Holland, Charles and Kieron Dey. Making quality pay. Telephony 230, no.2 (January 8, 1996): 34-6. (BPR060).
    This article discusses a small number of companies that have started to use the nine lessons of process improvement as a replacement for reengineering and total quality management.

  57. Huizing, Ard, Esther Koster and Wim Bouman. Balance in business reengineering: an empirical study of fit and performance. Journal of Management Information Systems 14, no.1 (1997): 93-118.
    This study addresses the complex relationship between fit and performance in business reengineering. In the process of achieving fit, organizational goals are compared to current performance and revealed gaps are closed by changed management measures. Achieving fit implies that reengineering measures are properly attuned to objectives. The authors discuss the relationships between goals and measures with which organizations hope to achieve the improvements needed.

  58. Hutchings, Anthony F. and Steve T. Knox. Creating products customers demand. Communications of the ACM 38, no.5 (May 1995): 72-80. (BPR061).
    This is a case study of the product requirements definition process at Digital Equipment Corp. Digital wished to move from a technological centric view of management to a customer service centric view. They viewed the product as an entity, including design, marketing, and packaging.

  59. Ichniowski, Tom. GSA `reinvention' teams rewrite agency's rulebook. ENR 237, no.7 (August 26, 1996)
    This is a report on the reengineering of General Services Adminstration.

  60. Index to PPM resource lists. revised ed. Washington: NASA Headquarters, 1994. 2 pp. (NASA's Program/Project Management Resource Lists are accessible at http://www.hq.nasa.gov/office/hqlibrary/ppm/ppmbib.htm).
    These Program/Project Management Resource Lists are bibliographies created to introduce the NASA project management community to current management topics.

  61. Johnson, Mark A. Development of measures of the cost of quality for an engineering unit. International Journal of Quality & Reliability Management 12, no.2 (1995): 86-100. (BPR071).
    This case study examines existing measures of Cost of Quality(COQ). It was found that COQ must be tailored for each customer in order to be truly effective. COQ should be broken down into "processes" and measures should be taken to include all employees in the tailoring in order to create an atmosphere of greater involvement within the organization.

  62. Johnson, Rose L., Michael Tsiros and Richard A. Lancioni. Measuring service quality: a systems approach. Journal of Services Marketing 9, no.5 (1995): 6-19. (BPR076).
    This article examines the difficulty in measuring service quality. Service quality is described and a framework for evaluating it is included with the results in a case study.

  63. Keen, Peter G. W. The process edge: creating value where it counts. Boston: Harvard Business School, 1997. xvii, 185 pp.
    Using the economic model he developed, Keen shows the manager-reader how to prioritize processes. The reader can determine the real cost and value of process improvement using tools provided for applying the model. Only those processes important to the organization need to be improved.

  64. Kempfer, Lisa. Fast processes. Computer-Aided Engineering 14, no.7 (July 1995): 8A-15A. (BPR081).
    As organizations turn to process reengineering, they are finding that they must manage their information better in order to fully optimize the managing system. Product Data Management(PDM), a software package that allows the organization to manage, track, and rapidly access information, can dramatically improve the time needed to get products to the customer.

  65. Kingman, Barry. Is customer-supplier collaboration possible? Security Management 39, no.7 (July 1995): 177-8. (BPR086).
    The application of TQM principles to a customer-supplier partnership can provide the potential for gains in effectiveness if there is an ongoing process of collaboration, information gathering, analysis, and outcome measurement.

  66. Klempa, Mathew J. Understanding business process reengineering: a sociocognitive contingency model. In Business process change: reengineering concepts, methods and technologies. edited by Varun Grover and William J. Kettinger , 78-122. Harrisburg, PA: Idea Group Publishing, 1995. (Shelved at HD58.8.G77 1995).
    This chapter positions BPR innovation as a multiplicative interaction among three innovation metaforces: organization culture, organization learning, and knowledge sharing. The author discusses managerial application of the model, including organization culture, organization learning, and knowledge sharing interventions. The framework suggest research modalities for onsite research.

  67. Kock, Nereu F. Jr. MetaProi: a group process for business process improvement. Project Report GP-G-1995-R5. Hamilton, New Zealand: University of Waikato, 1995. 19 pp., plus appendices (BPR184).
    The author describes the three necessary steps in this group activity: business process definition, business process analysis, and business process redesign. The goal of the group process, MetaProi, is to identify areas where change is necessary or where opportunities exist.

  68. Kock, Nereu F. Jr and Robert J. McQueen. Integrating groupware technology into a business process improvement framework. Information Technology & People 8, no.4 (1995): 19-34. (BPR088).
    This article gives basic definitions and techniques for Business Process Improvement (BPI). The authors stress the importance of groupware to the BPI process. Groupware, used at the team level, allows tasks to be made more efficent and quicker. The authors employ a simple model to emphasize their point.

  69. Koster, Esther, Wim Bouman and Ard Huizing. The profitability of balanced change: an empirical study on business reengineering in the Netherlands. Amsterdam, The Netherlands: University of Amsterdam, 1996. (Paper written for the Cranfield Academic Conference on BPR, February 21, 1996.
    This paper raises an important research question: Are organizations that manage radical change in a balanced way more successful than those that do not? Managing change processes in a balanced way is perceived to be essential for success, particulary when aiming for substantial performance improvements in the marketplace. The profitability of reengineering initiatives is assumed to be dependent on the degree to which the distinquished design and implementation dimensions of the change process fit together harmoniously. Unfortunately, most organizations failed to meet these conditions. Only a minority of the examined organizations actually changed in a balanced way, resulting in a higher success rate. The major concepts and findings of the research study based on a survey of Dutch organizations are discussed in detail (article abstract version).

  70. Lacity, Mary C. and Rudy Hirschheim. Benchmarking as a strategy for managing conflicting stakeholder perceptions of information systems. Journal of Strategic Information Systems 4, no.2 (1995): 165-185. (BPR185).
    In order for Information Systems (IS) strategies to perform, there must be clear communication among the participants. Specific goals must be agreed upon by everyone. This article looks at 18 different companies in which the goals were not clearly communicated to all involved. As a result, the IS managers were forced into positions of justifying their compromises. The author suggests various ways stakeholders can come to agree upon common goals.

  71. Landes, Les. Leading the duck at mission control. Quality 28, no.7 (July 1995): 43-45+. (BPR091).
    This is a case study of Wainwright's program to weave together all aspects of its corporation focussing on a strict set of measurements and processes. The star of their program is Mission Control, which maintains data on overall performance and quality of performance using the company's five key indicators: safety, internal customer satisfaction index, external customer satisfaction index, 6-sigma quality, and business performance. Employees are encouraged to participate through an awards and recognition process called the continuous improvement program (CIP) which is based on extensive training. Wainwright was awarded a Malcolm Baldridge National Quality award for its work.

  72. Laurent, Anne. Get wired. Government Executive 28, no.9 (September 1996): 16-23.
    The Information Technology Management Reform Act calls for rating technical equipment and systems according to performance with each IT investment checked out by oversight agencies. This article relates the need for managers to know their business systematically in order to model data and processes for automation. Systematic knowledge means that the manager determines the true costs of core business processes through performance measurement before choosing from the technology available.

  73. Laurent, Anne. Time to get cooking on GPRA. Government Executive (July 1996): 51-2. (BPR092).
    The focus of the article is the Government Performance and Results Act (GPRA) and the implications this management process will have on the government. This process, to be used with other performance based management processes, will be most effective in tracking finances. The author notes that the 12 steps necessary to organizational improvement fit into four categories: 1)define mission and goals; 2)measure performance; 3)use performance information; 4)reinforce GPRA implementation though management support and training.

  74. Lawes, Ann. Benefits of quality management to the library and information services profession. Special Libraries 84, no.3 (Summer 1993): 142-146. (BPR093).
    Quality management, a useful and beneficial tool to libraries, measures the performance of the information provider. The author sees this tool as a way to produce increasingly proactive high-quality library service

  75. Lewis, Bill. BPR, business transformation and the way forward in a competitive market place. Information Management & Technology 30, no.6 (1997): 273-276.

  76. Linden, Russ. A guide to process re-engineering. Charlottesville, VA: Russ Linden & Associates, [1995]. 55 pp. (Shelved at HD58.8.L56 1995).
    Reengineering, fundamental organizational change, is necessary if bureaucratic organizations are to deliver speedy, customized, convenient service in response to the needs of their customers. Presentation overheads included in this publication lead the reader through the process reengineering steps. Note is made of three studies that have identified critical success factors for BPR in government. The studies, done by General Services Administration, National Academy of Public Administration, and the Department of Defense, list the following common themes: top management support; BPR linked to strategic business plans; high-quality staffing; attention to customer expectations; appropriate use of information technology; emphasis on change management issues; and maintenance of accurate performance measures.

  77. Mahoney, Ann I. Listen to the reengineer. Association Management 47, no.8 (August 1995): 186-94. (BPR096).
    The American Institute of Aeronautics and Astronautics has undergone a reengineering process wherein employees are organized into self-managed teams organized around core business processes. The first step was to identify the core practices.

  78. Management reform: completion status of agency actions under the National Performance Review. GAO\GGD-96-94. Washington: General Accounting Office, 1996. 83 pp. (Shelved at JK421.U56 1996).
    GAO's objective was to assess the completion status of action items required under the National Performance Review. Of 1203 action items, 77% were completed by January 16, 1996.

  79. Manganelli, Raymond L. and Mark M. Klein. The reengineering handbook: a step-by-step guide to business transformation. New York: AMACON, 1994. 318 pp.
    The five stages of rapid reengineering are preparation, identification, vision, technical design solution, social design solution, and transformation.

  80. Marchand, Donald and Michael J. Stanford. Business process redesign: a framework for harmonizing people, information and technology. In Business process change: reengineering concepts, methods and technologies. edited by Varun Grover and William J. Kettinger , 34-56. Harrisburg, PA: Idea Group Publishing, 1995. (Shelved at HD58.8.G77 1995).
    This chapter evaluates the role of information management as a key dimension in BPR, addressing issues in information management in the context of a transformational framework linked to organizational configuration, organizational culture, and processes. Nine information management principles central to successful reengineering efforts are highlighted and described.

  81. Margavio, Geannie, Thomas Margavio and Ross Fink. Managing the cost of quality in the era of continuous improvement. CMA - the Management Accounting Magazine 69, no.1 (February 1995): 29. (BPR101).
    Customer satisfaction or dissatisfaction must be measured when looking at improvement costs. The author tries to show how customer dissatisfaction can be factored by the use of spreadsheets. By using this method, a company can make well-informed decisions related to making cost improvements.

  82. Markus, M. Lynne and Daniel Robey. Business process reengineering and the role of the information systems professional. In Business process change: reengineering concepts, methods and technologies. edited by e Varun Grover and William J. Kettinger , 591-611. Harrisburg, PA: Idea Group Publishing, 1995. (Shelved at HD58.8.G77 1995).
    Although most definitions of business process reengineering accord a prominent role to information systems and technology, information professionals are often left out in the early stages of reengineering projects. They are often perceived as resisting and making necessary changes in their own work practices. The authors, calling for a new spirit of partnership, address the role of the information systems specialist as a consultant and partner to managers (version of article abstract).

  83. Merrill, Peter. ISO 9000 - on the road to total quality. CMA Magazine 69, no.4 (May 1995): 21-4. (BPR106).
    Standard requirements necessary for implementing ISO 9000 are discussed. The driving force behind the IS 9000 process is customer satisfaction and quality assurance of the product. ISO 9000 must be run in tandem with a solid base of TQM.

  84. Meyer, Marc H. and Michael H. Zack. Design and development of information products. Sloan Management Review 37, no.3 (Spring 1996): 43-59. (BPR108).
    The authors argue that those people involved in the publication of information, in either printed or electronic format, could benefit from the methods of quality management and customer focus. Adoptng these methods could lead to specific information products developed to meet a specific customer needs.

  85. Minahan, Tim. At IBM, quality means new attention to detail. Purchasing 120, no.1 (January 11, 1996): 63-64. (BPR111).
    Purchasing departments at IBM have begun to work closer with suppliers in an effort to boost quality. Due to downsizing at IBM, the computer company has been forced to rely heavily on suppliers. They have set up a quality council to oversee quality and procurement procedures.

  86. Moore, John W. Auditing business process reengineering and TQM projects. Internal Auditing (Winter 1997): 47-52. (BPR 193).
    The term BPR is used for organizational redesign of processes and workflows, whereas TQM is used to mean continuous, incremental improvement. This article discusses process reviews and proposes simulation software for performing process reviews to provide management with useful measurements of either the redesign or incremental improvement for purposes of audit control.

  87. Morgan, James. New look of quality. Purchasing 120, no.1 (January 11, 1996): 49-52. (BPR116).
    Quality management has lasted for over 10 years. It is still running strong although it has gone through some changes. The author looks at how three effects of business have changed quality management and includes a survey of 713 businesses. Downsizing has had the most effect on how quality management is enforced.

  88. Moriarty, Terry and Vernon Thompson. Business analysis techniques: two IRM strategies for securing quality data. Database Programming & Design (August 1996): 57-60. (BPR180).
    The authors stress the importance of setting up information resource management (IRM) techniques in order to use each member involved in BPR to the fullest. The authors discuss two methods for implementing an IRM scheme.

  89. Murphy, Elena Epatko. Want to improve quality? Go for the money! Purchasing 120, no.1 (January 11, 1996): 57-9. (BPR121).
    Lance Dixon, former director of procurement and logistics at BOSE, discusses quality management and the effects on procurement. The best way to ensure quality is knowing where and how a company is spending its money. Companies must work closely with their suppliers to ensure that the product they receive meets the highest quality standards.

  90. Osborne, David and Ted Gaebler. Reinventing government: how the entrepreneurial spirit is transforming the public sector. New York: Plume, 1993. xxii, 405 pp. (Shelved at JK469 1993).
    This book has been developed as a map for seeing where the government is and where the authors hope the government will go. The authors give examples of various government models that have worked and offer 10 principles as a blueprint for agencies that have not started a reengineering process. The authors goal is to show an entrepreneurial process can work for the government.

  91. Pearson, Christine M. Aligning TQM and organizational learning. Special Libraries 84, no.3 (Summer 1993): 147-150. (BPR124).
    Total Quality Management (TQM) is considered a method for continued organizational learning. The contributions and possible pitfalls if TQM is not managed correctly are discussed. The conclusion is that TQM should be an effort implemented not for its own sake but also to enhance the organization's learning capabilities.

  92. Porter, Anne Millen. Intel Corp. takes on Big Q. Purchasing 120, no.1 (January 11, 1996): 54-55. (BPR126).
    Quality has come to include all aspects that are important to the customer, such as level of service and delivery performance. Thomas Hogue, Vice President and Director of corporate materials and services for Intel Corp, is interviewed. Intel has developed a ranking system for suppliers to show the level of quality and improvement as well as various incentives programs to maintain employee support.

  93. Ramanathan, Kavasseri V. Value-based performance control strategies. Journal of Strategic Performance Measurement 1, no.3 (June-July 1997): 12-17.
    As organizations re-invent themselves so as to deliver more value to customers and higher return to stockholders, they are discovering the need to change their approach to measuring performance. Competitive advantage requires companies to develop aggressive strategies for delivering more customer value in less cycle time. Process-based performance measures that are logically linked with financial control measures form a comprehensive and critical foundation to direct and monitor competitive strategies in today's business environment (article executive summary, p. 12)

  94. Reengineering for results: keys to success from government experience. Washington: National Academy of Public Administration, 1994. 128 pp. (Shelved at HD58.8.C38 1994).
    This staff study provides the results of a detailed study of government business process reengineering (BPR) efforts and a guide on how to reengineer organizations successfully. The guide identifies six success factors and presents characteristics, questions, steps, and examples for each factor.

  95. Rose, Kenneth H. Performance measurement model. Quality Progress 28, no.2 (February 1995): 63-6. (BPR131).
    Pacific Northwest's method for measuring performance has eight separate levels of measurements, each with "islands of agreement". All participants must agree on each level before proceeding to the next step. If there is disagreement, the participants must move to the level they last agreed upon and try again. Measurement is seen as the progress between beginning states and goal states.

  96. Rust, Roland T., Anthony J. Zahorik and Timothy L. Keiningham. Return on quality (ROQ): making service quality financially accountable. Journal of Marketing 59, no.2 (April 1995): 58. (BPR136).
    Return on Quality (ROQ) has been forwarded as a way of determining the return on investment in quality efforts. The theory states that quality measures must be financially accountable and that quality improvements are investments. The ROQ approach helps managers decide where to spend on quality, how much to spend, and what the likely financial return will be.

  97. Sauer, Susan M. and Robert G. III Petrie. Benchmarking, best practices, can boost WC. National Underwriter (Property & Casualty/Risk & Benefits Management) 100, no.14 (April 1, 1996): 10, 28+. (BPR141).
    Workers' compensation costs can be lowered by using benchmarking and best-practices approaches to improve service and management. A good method is to look at other companies' use of state-of-the-art equipment and the measurement methods in order to modify these experiences for use.

  98. Schneider, William E. The reengineering alternative: a plan for making your current culture work. Burr Ridge, IL: Irwin, 1994. xv, 173 pp.
    Improvement must begin within the organization, according to this author who focuses on how to plan change based upon the strengths and objectives of the organizational culture.

  99. Shepherd, Nick. Economics of quality and activity-based management: the bridge to continuous improvement. CMA - the Management Accounting Magazine 69, no.2 (March 1995): 29. (BPR146).
    Quality management systems are generally not as effective as they could be because organizations are not aware of the full opportunities available. In order to fully maximize potential of the process, economics-of-quality reporting can be used to demonstrate how managers can improve quality and process. Beginning the improvement process by concentrating on quality makes the organization concentrate on the most costly failures, which are usually the easiest to fix. The organization can work up to full activity-based financial reporting as a base for implementing overall activity-based management leading to the continual process improvement.

  100. Siew Kien, Sia and Boon Sion Neo. Reengineering effectiveness and the redesign of organizational control: a case study of the Inland Revenue Authority. Journal of Management Information Systems 14, no.1 (1997): 69-92.
    This paper addresses the question of whether traditional management controls have been eliminated, compromised, or rendered irrelevant amid such dynamic organizational changes, and, if so, how the management control function in a reengineered organization evolves. The case study analysis suggests a restructuring of control dependency through automation and cooperation with external agencies, a shift in management practices toward more refined segmentation of control practices and greater leverage on back-end control, and increased reliance on outcome control.

  101. Simon, Kai Artur. From structure to process: a vision of a process-based organization. 1994. 14 pp. (Paper fo the ENTER95 conference in Innsbruck, Austria, Jan. 95. Published in the proceedings of the conference, Springer Verlag, ISBN 3-211-82669. BPR177; paper can be downloaded from http://www.informatik.gu.se/~kai/pub/structure.pdf (PDF only)).
    Current organizational designs are attempting to move away from traditional function approaches and focus on the processes of each department. The author argues that although a change towards processes has started, the basic organization is still structured. The author argues for integrated and hierarchical processes.

  102. Simon, Kai Artur. Towards a theoretical framework for Business Process Reengineering. 1994. 77 pp. (BPR178; paper can be downloaded from http://www.informatik.gu.se/~kai/pub/thesis.pdf (PDF only)).
    Many companies are jumping on the BPR bandwagon. Most are becoming disappointed in the results. This thesis discusses some of the problems associated with BPR, namely a lack of a theoretical basis, inadequate methods, and processes are not being put into action appropriately. The author sees a waste of resources if BPR is not handled correctly.

  103. Skrabec, Quentin R. Maximizing the benefits of your ISO 9000 campaign. Industrial Engineering 27, no.4 : 34-37. (BPR151).
    ISO 9000, a series of audit standards, is a long-term program necessitating continuous maintenance. ISO 9000 should be used as a guidebook for organizations in the midst of implementing a quality measurement standard. Maximum benefits from ISO 9000 can be realized by increasing the scope of the audit to cover customer needs.

  104. Smith, B. G. Demystifying the quality concept. Security Management 39, no.9 (September 1995): 33-4. (BPR156).
    Although most quality measurement processes take time to implement, companies can start immediately with simple measures of customer satisfaction. The author suggests using metrics, a type of user study determining the usefulness of processes.

  105. Smith, Richard C. Creating a framework for successful reengineering. National Productivity Review 16, no.3 (Summer 1997): 37+.
    Business process reengineering approaches are suggested as well as information about factors to be addressed before beginning reengineering projects. Emphasis is on the importance of teamwork.

  106. St. Clair, Guy. Benchmarking, total quality management, and the learning organization: new management paradigms for the information environment. Special Libraries 84, no.3 (Summer 1993): 120-2. (BPR161).
    This is an overview introduction for a special issue of Special Libraries focussing on TQM, Benchmarking, and Learning Organization.

  107. St. Clair, Guy. Benchmarking, total quality management, and the learning organization: new management paradigms for the information environment: a selected bibliography. Special Libraries 84, no.3 (Summer 1993): 155-157. (BPR162).
    For further reference, this is a selected bibliography of useful articles on this topic. Special libraries are the focus.

  108. St. Clair, Guy. Future challenge: management and measurement. Special Libraries 84, no.3 (Summer 1993): 151-154. (BPR163).
    In order to fully realize the potential of TQM and Benchmarking, management must be committed. The library manager must decide how the library is to operate and how that plan will affect the service to the organization. The manager must be involved in order for the operating plan to work effectively.

  109. Stoddard, D. B. and S. L. Jarvenpaa. Business process redesign: tactics for managing radical change. Journal of Management Information Systems 12(Summer 1995): 81-107.
    This article summarizes research on many different reengineering processes. It points out that while reengineering design is revolutionary, implementation is often evolutionary

  110. Stuart, Crit and Miriam A. Drake. TQM in research libraries. Special Libraries 84, no.3 (Summer 1993): 131-6. (BPR165).
    This is a case study of Georgia Tech, which introduced its own version of TQM for an academic library. This model is based on value-added and content-based services.

  111. Stundza, Tom. Delta Faucet's buyers are on the quality team. Purchasing 120, no.1 (January 11, 1996): 59-63. (BPR166).
    George Milne, the VP of purchasing at Delta, discusses the manner in which quality management has been applied at Delta Faucet. Purchasing is working towards quality with help from production control and business development. They have turned it into a team approach and are bringing suppliers into the fold as well.

  112. Unit cost: a financial management tool for today and tomorrow. Monterey, CA: Spectrum Publishing, 1996. 42 pp. (Shelved at UA23.U39 1996).
    This handbook explains the principles and benefits of unit cost and unit cost resourcing. Unit cost principles underlie a management methodology that is applicable to many organizations. The aim of unit cost is to relate total cost to the work or output produced. There must be total visibility of total costs, including costs that historically have been viewed as "free". Outputs produced must be specifically identifiable and quantifiable; costs are categorized as direct, indirect, and general and administrative. The sum of the costs, representing resources consumed, is divided by the number of units of outputs produced; the resulting unit cost helps management to make better administrative and resource allocation decisions.

  113. Wartenberg, Marty. Management fads or management basics? American Management Association 85, no.3 (March 1996): 62. (BPR168).
    Wartenberg details the skills managers must have in order to face the 21st century. The article also includes good basic information on the trends in management over the past 20 years.

  114. Wastell, David G., P. White and P. Kawalke. A methodology for business process redesign: experiences and issues. Journal of Strategic Information Systems 3, no.1 (1994): 23-40. (BPR181).
    This article discusses PADM, a flexible methodological framework of BPR. The authors report on the pros and cons of PADM through three case studies. They stress the need for a flexible methodology and discuss the various factors that can cause this type of reorganization to fail such as politics and culture.

  115. Watson, James, Jeetu Patel and Joe Fenner. Doculabs looks at BPR tools. Inform 11, no.3 (March 1997): 78-86.
    The authors describe the benefits of four BPR products designed to help expedite the creation of processing models and their evaluation for top performance. With BPR tools one can analyze the process flow and design a map; next it is possible to use the tools to simulate processes and monitor work as it goes through the flow; one can modify the flow, analyzing statistics, and eliminating bottlenecks until the workflow model is optimized.

  116. Whitney, John O. Strategic renewal for business units. Harvard Business Review 74(July-August 1996): 84-98. (BPR169).
    Strategy formulation has moved from the headquarters to the business unit. The business unit is closer to the action and is more capable of setting long term goals and plans. The goal is to help organizations find strategic focus and thereby liberate their resources for growth by removing all marginal activities that divert resources from critical customers and products. This article discusses eight methods to keep the business unit focussing and to clear out the underbrush that clutters the business unit landscape.

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