GBPR Manual

REPUBLIC OF KENYA

MINISTRY OF STATE FOR PUBLIC SERVICE

IMPLEMENTATION OF BUSINESS PROCESS

REENGINEERING (BPR) IN THE PUBLIC SERVICE

BPR IMPLEMENTATION MANUAL

November, 2011

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FOREWORD

For quite a long time now, the Public Service has been implementing various reforms in a bid

to improve performance and deliver better public services. All these initiatives have led to

remarkable improvements. In 2004, for instance, the Government adopted the concept of

Results Based Management to deliver demonstrable results to Kenyans. Consequently,

Performance Contracting and Rapid Results Initiatives are being implemented and have

greatly improved the performance of the Public Service. However, the need to attain the

Kenya Vision 2030, of becoming a globally competitive and prosperous nation with a high

quality of life; and meet the expectations of the Kenya Constitution 2010 have presented new

challenges for the Public Service.

Even with the current reform initiatives Kenya is poorly ranked at position 109 out of 138

countries in the World Bank Doing Business Index, May 2011. This uncompetitive ranking is

mainly due to the lengthy, duplicated and largely manual processes inherent in the delivery of

public services that discourage investors and lead to a lot of customer complaints. Although

there are a lot of on-going efforts to automate services, sometimes the wrong processes are

automated and this done in silos without integration with key stakeholders.

The Government has therefore decided to introduce Business Process Re-engineering by

setting up a National Steering Committee and a Government Business Process Re-engineering

Secretariat to coordinate and support re-engineering of processes with the appropriate use of

Information, Communication and Technology to re-design integrated and simplified processes

that will offer high quality services conveniently to all customers; and not only reduce the cost

of service provision but also the cost of accessing the services.

This BPR Manual therefore provides information on what BPR is; how it shall be implemented

in the Public Service; the Institutional Framework that shall govern implementation and the

relationship between BPR and other on-going reform initiatives. All Ministries, Departments

and Agencies are required to re-engineer their business processes to continuously improve

their service delivery based on global standards and modern technology.

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Amb. Francis K. Muthaura, EGH

Permanent Secretary, Secretary to the Cabinet and

Head of the Public Service, Office of the President

NAIROBI

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ACKNOWLEDGEMENTS

I take this opportunity to express my sincere gratitude to members of the National Business

Process Re-engineering Steering Committee on Business Process Re-engineering for their

guidance of the process of implementing BPR in the Public Service.

Special thanks are due to the following individuals who willingly shared their knowledge on

BPR during the benchmarking exercise conducted by the Inter-ministerial BPR Technical Team:

Dr.Julius Kipng'etich – Director, Kenya Wildlife Service; Mr. Michael Waweru – Commissioner

General, Kenya Revenue Authority; and Mr. Alex Kabuga – Implementation Team Leader,

National Single Window Project.

Lastly, I congratulate the BPR Inter-ministerial Technical Team led by Ms. Jacqueline Otwori for

their diligence in preparing this Manual and other documents necessary for implementation of

Business Process Re-engineering in the Public Service.

Titus M. Ndambuki, CBS

Permanent Secretary

Ministry of State for Public Service

NAIROBI

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TABLE OF CONTENTS

FOREWORD.............................................................................................................................................. III

ACKNOWLEDGEMENTS ............................................................................................................................ V

1. INTRODUCTION ................................................................................................................................... 1

1.1 PURPOSE...................................................................................................................................... 1

1.2 DEFINITION OF BPR ....................................................................................................................... 1

1.3 BPR IN THE PUBLIC SECTOR ............................................................................................................. 1

1.4 RATIONALE FOR INTRODUCING BPR IN KENYA’S PUBLIC SERVICE ............................................................ 1

1.5 DOCUMENT ORGANIZATION AND READING SUGGESTION ........................................................................ 2

2. BUSINESS PROCESS REENGINEERING (BPR)....................................................................................... 3

2.1 THE CONCEPT OF BPR ..................................................................................................................... 3

2.2 HISTORY OF BPR ........................................................................................................................... 3

2.3 PRINCIPLES OF BPR ....................................................................................................................... 4

2.4 ROLE OF ICT IN BPR ...................................................................................................................... 4

2.5 SIGNIFICANCE OF LEADERSHIP .......................................................................................................... 5

2.6 CHANGE MANAGEMENT................................................................................................................... 5

2.7 RISK MANAGEMENT ....................................................................................................................... 6

2.8 CHARACTERISTICS OF REENGINEERED PROCESSES ................................................................................. 7

2.9 BPR SUCCESS FACTORS .................................................................................................................. 8

2.10 BENEFITS OF BPR .......................................................................................................................... 9

2.11 PROCESS MODELING ..................................................................................................................... 10

3. BPR IMPLEMENTATION METHODOLOGY .......................................................................................... 11

3.1 PREPARING FOR REENGINEERING ..................................................................................................... 12

3.1.1 Determine need for BPR ................................................................................................... 13

3.1.2 Build a cross functional team ............................................................................................ 13

3.2 MAPPING AND ANALYZING CURRENT (“AS IS”) PROCESSES ..................................................................13

3.2.1 Map “As Is” Business Processes ......................................................................................... 13

3.2.2 Analyze “As Is” Business Processes .................................................................................... 14

3.3 DESIGNING “TO BE” PROCESSES .................................................................................................... 14

3.3.1 Benchmarking ................................................................................................................. 15

3.3.2 Map “To Be” Business Processes........................................................................................ 15

service points, and also the actors involved. ................................................................................. 15

3.3.3 Select “To Be” Business Processes ....................................................................................... 16

3.4 IMPLEMENTING REENGINEERED PROCESSES ...................................................................................... 16

3.4.1 Generate list of change requirements ................................................................................. 16

3.4.2 Develop a project work plan ............................................................................................. 16

3.5 MONITORING AND EVALUATION .......................................................................................................17

4. MINISTRY/ AGENCY GBPR GOVERNANCE STRUCTURE ..................................................................... 19

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4.1 PROCESS STEERING COMMITTEE ..................................................................................................... 20

4.2 PROCESS OWNER ......................................................................................................................... 20

4.3 PROJECT MANAGER ....................................................................................................................... 21

4.4 CHANGE MANAGEMENT TEAM ......................................................................................................... 21

4.5 PROCESS TEAM ............................................................................................................................ 21

4.6 TECHNOLOGY TEAM ...................................................................................................................... 22

4.7 PROJECT CONSULTANT.................................................................................................................. 22

5. PROCEDURE FOR IMPLEMENTATION OF BPR .................................................................................. 23

6. FREQUENTLY ASKED QUESTIONS (FAQS) ......................................................................................... 25

7. CONCLUSION ..................................................................................................................................... 29

8. APPENDICES ...................................................................................................................................... 30

APPENDIX 1: CASE STUDIES ......................................................................................................................... 30

APPENDIX 2: PUBLIC SERVICE BPR GOVERNANCE STRUCTURE .............................................................................. 42

APPENDIX 3: GLOSSARY ................................................................................................................................. 43

APPENDIX 4: BPR TARGETED PROCESSES APPROVAL FORM.................................................................................. 46

APPENDIX 5: BPR TRACKING SHEET ................................................................................................................. 47

APPENDIX 6: FURTHER READING SUGGESTIONS .................................................................................................. 48

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1. INTRODUCTION

1.1 Purpose

This document is a Business Process Reengineering (BPR) Implementation Guide intended for

use by Kenya’s public service officers to implement BPR in their departments.

1.2 Definition of BPR

Business Process Reengineering (BPR) is the fundamental rethinking and radical redesign of

business processes to achieve dramatic improvements in key performance indicators such as

cost, quality, cycle time, and customer satisfaction. BPR seeks to enable organisations to

achieve quantum leaps in performance by embracing innovative processes that result in

improved service delivery.

1.3 BPR in the Public Sector

Whereas BPR was mainly practised in the private sector, it is now being adopted in the public

sector to transform business processes and achieve dramatic improvements in service

delivery. Adoption of BPR facilitates reduced bureaucracy; affordable, faster and higher quality

services for the customer; better management of public resources and greater transparency.

Countries that have achieved dramatic economic and social development attribute their

success to the reform and modernization of their public services as a result of embracing BPR

principles.

1.4 Rationale for Introducing BPR in Kenya’s Public Service

Through the adoption of the Kenya Vision 2030 and the passing of the Kenya Constitution

2010, the people of Kenya have outlined their vision for a prosperous nation with a vibrant

economy and a high quality of life. Kenya is an expensive business destination currently ranked

at position 109 out of 138 in the World Bank Doing Business Index as at January 2012. This is

largely due to the lengthy procedures and processes in service delivery. In order to achieve the

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vision of becoming a globally competitive and prosperous nation and respond to the Kenya

Constitution that has empowered Kenyans with the right to quality services, there is an urgent

need to build strong and effective public institutions. BPR offers a means by which radical

transformation of the public service can be achieved, through rethinking and radical redesign

of business processes to enable innovation and maximum use of technology.

1.5 Document Organization and Reading suggestion

The subsequent sections of this document are organized as follows:

Chapter 2: This presents an in-depth definition of BPR for the benefit of readers not well

acquainted with the concept as well as those who wish to reacquaint themselves with the

concept.

Chapter 3: BPR Implementation Methodology is the recommended methodology for

implementing BPR in Kenya’s public service.

Chapter 4: Ministry/Agency BPR Governance Structure is the structure that shall be used to

implement BPR at the Ministry/Agency level.

Chapters 5: Procedure for Ministry/Agency BPR implementation defines the procedure that

shall be used to implement BPR at the Ministry/Agency level.

Chapters 6: This chapter presents Frequently Asked Questions

Chapter 7: This contains the Conclusion and Appendices to this document.

Readers who are conversant with the BPR concept and are only interested in understanding

the recommended BPR implementation methodology and procedure, as pertains to Kenya, are

advised to go straight to Chapters 3, 4, 5 and Appendix 1: Case studies.

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2. BUSINESS PROCESS REENGINEERING (BPR)

2.1 The concept of BPR

Business Process Reengineering (BPR) is the fundamental rethinking and radical redesign of

business processes to achieve dramatic improvements in critical, contemporary measures of

performance, such as cost, quality, service and speed (Hammer & Champy, 1993). The

highlighted key words in this definition of BPR mean the following:

i. Fundamental rethinking – When conducting BPR, it is important to ask the most basic

questions about how an organization operates. Answers should be provided for why

the organization does what it does and why it does things the way they are done. These

basic questions facilitate the examination of the assumptions that underlie the way

organizations operate.

ii. Radical redesign – BPR calls for getting to the root of issues and making far reaching

changes rather than superficial ones in order to effectively solve problems. The power

of modern information technology enables radical redesign of business processes.

iii. Dramatic Improvements – The purpose of conducting BPR is to achieve quantum leaps

in performance. BPR is not for organizations that need slight performance

improvements.

iv. Business Processes – BPR focuses on business processes and not tasks. Reengineered

processes should be value adding, transcending departmental boundaries.

2.2 History of BPR

The beginnings of BPR can be traced to an article published by Michael Hammer, a former

professor of Computer Science at the Massachusetts Institute of Technology (MIT), in the

Harvard Business Review. In his Article, Hammer pointed out that most organizations were

using technology to automate non-value adding work. He recommended the reengineering of

business processes to weed out non-value adding work before applying the power of

technology to automate the processes. Hammer expounded his ideas on BPR in the book

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Reengineering the Corporation: A Manifesto for Business Revolution published in 1993. The

private sector in the United States of America was the early adopter of BPR. Since then, BPR

has gained acceptance as the main way by which organizations (both private and public)

become more efficient and modernize.

2.3 Principles of BPR

i. Focus on the customer and generation of greater value for customers.

ii. Employees should be involved and empowered to make decisions for improvement.

iii. Non-value adding processes must be removed.

iv. BPR should focus on networking people and integrating related processes.

v. Harness the power of ICT but avoid over-sophistication. Software tools should not

replace creative thinking.

vi. Critical analysis of current rules, regulations, practises and legislation

2.4 Role of ICT in BPR

Information Communication Technology is an essential enabler of BPR. An awareness of the

capabilities of modern Information Communication Technology is essential because the

reengineering effort is provided with options for radical redesign. Examples of technologies

that enable BPR include:

i. Shared databases – Availing information in many places simultaneously. Work can thus

be performed simultaneously rather than sequentially as it was before shared

databases.

ii. Telecommunication networks – These allow organizations to be centralized and

decentralized at the same time. Telecommunication networks enable branch offices to

access information and thus be more empowered and serve customers better while

still enabling organizations to maintain central control of operations.

iii. Decision support tools – These knowledge management tools allow decision-making to

be a part of everybody’s job.

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iv. Wireless data communication and portable computers – Allowing field personnel to

work office independent.

v. Automatic identification and tracking technology – Such technology enables remote

tracking of assets thus resolving the need to establish where the assets are located.

It is important to involve employees in re-designing new processes and adopting the

appropriate ICT solutions.

2.5 Significance of Leadership

Top management commitment and leadership is the most important factor for a successful

BPR project. Leadership has to be effective, strong, visible, and creative in thinking and

understanding in order to provide a clear vision of the future. This vision must be clearly

communicated to all employees who then become actively involved and motivated rather than

directly guided. Commitment to and support for the change must constantly be secured from

senior management throughout the BPR project.

Most BPR implementation failures stem from breakdowns in leadership. Strong, aggressive,

committed, and knowledgeable leadership is necessary for the following reasons:

i. Commitment of adequate resources for the BPR project.

ii. Overcoming resistance to change.

iii. Continuous motivation and guidance of the implementation team.

iv. Championing of cultural transformation to support reengineering efforts.

2.6 Change Management

BPR entails radical change and therefore need for managing change in BPR implementation

cannot be overemphasised. Change is often associated with uncertainty and is usually resisted

if not introduced in a planned and systematic fashion. Effective change management ranks

only second to management commitment in terms of criticality as a success factor for BPR. A

significant number of BPR programmes fail to meet their objectives as a result of failure to

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effectively prepare their organizations for change. Table 1 below presents strategies that the

BPR Implementation team may employ to effectively manage change.

Table 1: Change Management Process

Activity Description

Assess Organizational Readiness Weigh the impact of change, identify key points of risk

and plans to address them.

Develop Future State Vision

Articulate the change in a concise and compelling manner

that can be shared broadly.

Engage Leaders Develop a plan to gain the buy-in and support of those

individuals most critical to success.

Communicate Develop a communication strategy and roll-out plan to

create understanding and drive acceptance.

Transition Staff Develop plans for staff transition, redeployment,

Separation and talent management.

Facilitate Individual Change Build change adaptability skills and help individuals

internalize and cope with the change.

Create Organizational Alignment Evaluate relevant functions, structures and strategies to

identify points of incongruence and develop plans for

alignment.

Train Develop a training strategy and implement training

programs to create proficiency for operating under the

new model.

Monitor and Remediate Measure degree of adoption, levels of performance, and

develop strategies to address gaps.

2.7 Risk Management

BPR initiatives face risks that must be managed effectively. The risks associated in

implementing BPR in the public sector include:

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i. Resistance to change

ii. Inadequate funding

iii. Lack of clear project ownership and responsibilities

iv. Lack of coordination (working in silos)

v. Organizational culture

vi. Lack of support and buy-in

2.8 Characteristics of Reengineered processes

i. Several jobs are combined into one – Combining several small jobs has the effect of

minimizing handoffs (moving of a transaction from one person to another) thereby

doing away with errors, delays and rework associated with handoffs.

ii. Employees are empowered to make decisions – This has the effect of reducing

bureaucracy and speeding up service delivery as the making of some decisions is

delegated to employees thus saving the time it would have taken them to obtain

approvals.

iii. Steps in business processes follow a natural order – Tasks within the process are not

necessarily accomplished in a linear fashion. Work should be arranged in a manner that

adds value to the customer including, where possible, having more than one task being

accomplished in parallel.

iv. Process may have multiple versions – Reengineering enables organizations to adopt

multiple channels of service delivery in order to meet the requirements of different

customer segments or situations.

v. Work is performed where it makes the most sense – Processes are concentrated where

they have the highest impact in meeting customer requirements.

vi. Controls, checks and other non-value-adding steps are minimized – Checks and controls

should only be used to the extent that they add economic value to the organization

and the customer.

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vii. Centralized data – Data may be centralized while the operations are decentralized. This

has the effect of speeding up processes while reducing chances of inconsistencies.

viii. A single point of contact is provided for the customer – This improves customer service

by offering a faster and more convenient service for customers.

2.9 BPR Success Factors

i. Management commitment - Commitment of the top management is the most

important success factor when implementing BPR. This is in order to provide necessary

buy-in, mobilise support and ensure the success of the project.

ii. Effective communication and stakeholder involvement - It is important to communicate

change, vision and strategies to create understanding and buy-in. Additionally, all

process stakeholders must be openly and actively involved and should be consulted at

all stages.

iii. Effective BPR teams - Cross-functional BPR teams are a critical component of successful

BPR as they facilitate the end-to-end (across functional boundaries) reengineering of

business processes. The team should be composed of members with experience in a

variety of skills and competencies; and should be made up of people from both inside

and outside the organization. It is also critical that the team be dedicated fully to the

BPR exercise to eliminate distractions and enhance success.

iv. Staff empowerment - Since BPR affects processes managed by employees, they need

to be involved in the process of reengineering. This establishes a culture in which staff

at all levels feel more responsible and accountable.

v. Capacity building – It is important to undertake training programs for employees to

gain understanding of the BPR process, accept the changes brought about by the re-

engineering effort and to be able to implement the new processes.

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vi. Effective planning and use of project management techniques - Proper planning for the

BPR project and application of proper project management techniques are key factors

in delivering a successful BPR project on time.

vii. Adequate resources - Adequate resources and a sufficient budget are important for a

successful BPR project.

viii. Benchmarking - Benchmarking is a critical element for successful BPR efforts as it is an

effective technique for learning.

ix. Effective use of consultants – Consultants bring to the organisation specialised skills,

experience, and know-how that the organisation needs that would otherwise be both

time-consuming and expensive to build internally.

2.10 Benefits of BPR

Successful implementation of BPR results in the achievement of dramatic improvements in

cost, quality, cycle time, and customer satisfaction. Below are some specific benefits of BPR:

i. Faster customer service - Reengineered processes have reduced inspections, checks

and controls leading to minimized bureaucracy hence faster service provision.

ii. Efficiency - BPR facilitates performance of work where it makes most sense as well as

performance of process steps in a more natural order leading to efficient utilization of

resources in service provision.

iii. Higher staff morale - By combining several jobs into one, BPR enriches jobs leading to

greater job satisfaction hence heightened staff morale.

iv. Reduced cost of doing business by the government – Creation of efficient processes

reduces the cost of service provision.

v. Reduced cost of accessing services by customers – Reengineering leads to reduced

processes that result in less costly services to the customers.

vi. Convenience – reengineered processes to bring services closer to the customer

vii. Enhanced global competitiveness

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2.11 Process Modeling

Process modelling aims at improving performance and optimizing efficiency by connecting

activities carried out in the provision of a specific service. Modelling techniques are used for

mapping processes in the delivery of a specific service.

Central to the concept of BPR is the “Process” which is a specific ordering of work activities

from the beginning up to the end, with clearly identified inputs and outputs. There are multiple

steps within a process. A “process step” is a discrete action (activity) taken by a specific actor

as part of the transformation of inputs into outputs. A “Business process” is a collection of

activities performed by different actors to produce a specific output for a particular

customer.No product or service can be delivered without a process. This is why processes are

significant.

Process maps illustrate how work flows, who is responsible, and how long the process takes.

They show processes in a simple and coherent manner thus facilitating analysis and

reengineering. Table 1 below shows the basic symbols used for process modelling.

Table 2: Basic Process Modelling Symbols

Process Diagram Symbol Meaning

An activity within a process

Process Start and End

Decision

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Process Diagram Symbol Meaning

Single document

Multiple documents

Direction of Process flow

Connector

N/B - used when connecting the Process Model from one

page to another.

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3.0 BPR IMPLEMENTATION METHODOLOGY

Implementation of BPR at the Ministry/Agency level shall entail five major stages as depicted in

figure 1 below.

Figure 1: The BPR Cycle

3.1 Preparing for Reengineering

Planning and preparation are vital for the successful implementation of a BPR project. The

following activities shall be carried out during the preparation phase:

1. Prepare for Reengineering

2. Map & Analyse “As Is”

Processes

5. Monitor & Evaluate Reengineered Processes

4. Implement Reengineered Processes

3. Design “To Be” Processes

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2.11.1 Determine need for BPR

Justification for reengineering business processes marks the initial step in preparing for BPR.

Top-level management needs to agree on the processes to be re-engineered and clearly define

the project vision.

2.11.2 Build a cross functional team

The next step is to build a committed cross-functional team with a clear mandate to carry out

the BPR exercise. This team should be guided by the project vision, which is informed by the

customer’s needs.

2.12 Mapping and Analyzing Current (“As Is”) Processes

2.12.1 Map “As Is” Business Processes

Mapping of the existing business processes facilitates understanding of the process before the

re-engineering team proceeds to analyze them. Definition of “As Is” processes involves

drawing of process models and stating how long the process takes as well as cost required by

the process in terms of resources.

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Example of mapping ‘As Is’ processes

Actors Steps/Activities

Patient

Registration Counter

Junior Doctor

Test StationsStaff

Cashier at Test Stations

1. Go to

hospital

2. Register

patient

4. Initial

consultation

(5 mins)

5. Prescribe

tests

3. Wait for

doctor

6. Go to test

stations

7. Perform

tests

(15 mins)

8. Wait for

results

9. Collect

results and

pay

10. Collect

paymentsTotal elapsed time: 2 hours (Average)

Next

sub

process

14

2.12.2 Analyze “As Is” Business Processes

Analysis of existing business processes is done to understand current processes and to identify

inefficiencies and bottlenecks. The analysis should include number of procedures per process,

length of process, service points, actors involved (including physical location), the cost of the

entire process, the cost of accessing the service by the customer (fees charged), rules,

regulations, practices, legislation governing the process, impact of current processes and

procedures on the country’s economy. This step helps to identify the processes to be

reengineered.

2.13 Designing “To Be” Processes

The objective of this phase is to propose one or more alternatives to the “As Is” business

process, which satisfy the strategic business goals of the organisation.

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2.13.1 Benchmarking

Benchmarking involves comparing the way an organisation’s processes are conducted as well

as performance of those processes with those of peer organizations in order to obtain ideas

for improvement. The peer organizations need not be competitors or even from the same

industry as innovative ideas may be obtained from diverse sources.

2.13.2 Map “To Be” Business Processes

After potential improvements to the existing processes are identified, envisaged (“To Be”)

business process models are mapped. Definition of the “To Be” business processes will also

entail detailing the number of procedures, the cost required by the process in terms of

resources, length of the process, service points, and also the actors involved.

Re-drawn ‘To Be’ processes

Actors Steps/Activities

Patient

Registration Counter

Junior Doctor

Test StationsStaff

Cashier at Test Stations

2a. Self registration

3. Go to test stations

4. Perform tests

Total elapsed time: 45 minutes (Average)

1. Go to hospital

SMS reminder

2b. Register at counter

Next sub process

Queue No.

e-Test results

17

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3.3.3 Select “To Be” Business Processes

This shall only be done for those cases where several “To Be” Business Processes have been

proposed to resolve specific challenges. Upon mapping of the “To Be” Business Process

Model(s), the best possible “To Be” business process is selected.

N/B – At the end of this step, the team should have a list of Reengineered Business Processes

to be implemented.

2.14 Implementing Reengineered Processes

Reengineering efforts are likely to meet most resistance during this phase and therefore

implementation must be accompanied by effective leadership and appropriate change

management programmes to ensure smooth implementation of Reengineered processes. It is

prudent to initiate and run a change management programme concurrently with the

reengineering effort from the beginning of the exercise in order to adequately prepare the

organization for change and to build a culture where people accept change.

2.14.1 Generate list of change requirements

After the “To Be” Business Processes to be implemented have been selected, a list of change

requirements is generated. This is a list of initiatives (Projects) that need to be undertaken in

order to implement the reengineered business processes. These may include training,

reorganization of functions, reviewing rules, regulations and legislation, and other HR

functions.

2.14.2 Develop a project work plan

Once the list of change requirements is ready, a project work plan is developed detailing the

activities, timelines, responsibilities, cost and expected outcomes.

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2.15 Monitoring and Evaluation

Upon implementation of the Reengineered Business Processes, monitoring and evaluation

must be carried out to assess the progress and effectiveness of the reengineered Business

Processes in achieving the project vision. This should be done on a continuous basis. Where

appropriate corrective action should be taken to ensure that the reengineered processes are

achieving the project vision and the organization’s objectives.

Figure 2 below is a summary of the BPR implementation methodology described in the

sections above.

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Figure 2: BPR Implementation Process

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3. MINISTRY/ AGENCY GBPR GOVERNANCE STRUCTURE

At the Ministry/ Agency level, the institutional structure for BPR implementation shall be as

illustrated in Figure 3: Ministry/ Agency BPR Governance Structure, below. The structure for

Implementing BPR across the entire Public Service is included as Appendix 2: Public Service BPR

Governance Structure.

Figure 3: Ministry/Agency BPR Implementation structure

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3.1 Process Steering Committee

This shall be formed at the appropriate level (Sector, Ministry, Agency or County) and be

chaired by a Permanent Secretary (or any other appropriate person for the Sector or process

under consideration). It will consist of the senior management of the Ministry (or sector)

including Heads of Departments and CEOs of relevant agencies, as well as key players from the

private sector depending on the process being reengineered. The major roles of this

committee shall be to:

i. Plan the organisation’s overall reengineering strategy.

ii. Handle overarching issues that are beyond the scope of individual processes and

projects.

iii. Prioritize and decide on processes to be reengineered.

iv. Allocate resources for reengineering projects.

v. Appoint a Process Owner who will champion the BPR implementation programme.

vi. Develop appropriate change management programs.

vii. Monitor and evaluate the progress and impact of BPR projects.

3.2 Process Owner

This shall be a Senior Manager in charge of a specific process and the reengineering effort

focused on it. The functions of the Process Owner shall be:

i. Formation of the BPR project team.

ii. Obtaining the resources required by the BPR project team.

iii. Supervising the BPR Project Manager.

iv. Inspiring, motivating, and advising the BPR Project team.

v. Protecting the project team from any negative consequences of the reengineering

effort.

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3.3 Project Manager

The Project Manager shall be responsible for the day-to-day management of the reengineering

exercise. Functions of the project manager shall be as follows:

i. To supervise the process, technology, and change management teams.

ii. Planning for the re-engineering effort.

iii. Project risk management.

iv. Project financial management.

v. To prepare periodic progress reports for management.

vi. Escalation of issues beyond his/ her mandate to the Process owner for resolution.

vii. Inspire and motivate the project team members.

viii. Supervision of project consultant(s).

3.4 Change Management Team

The change management team shall be headed by a team leader reporting to the project

manager. This team’s role shall be to:

i. Ensure that the organization is adequately prepared for the changes that are expected.

ii. The team shall ensure that change is introduced in a planned and systematic fashion in

order to reduce the risk of resistance to change.

iii. Carry out sensitisation and training programmes for staff.

iv. Develop necessary BPR-related documents, e.g. Communication and Training Strategy.

3.5 Process Team

This team shall mainly comprise officers from the process being reengineered as well as

representation from other (related) processes in the organisation. Other members of the team

may be drawn from Human Resources, Finance, Procurement and Legal departments. Their

specific role shall be to:

i. Map, analyse, and develop alternatives for improvement of the current processes.

ii. Implement the reengineered processes.

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3.6 Technology Team

This team shall be made up of ICT officers. The team’s role shall be to:

i. Advise the project manager, process team, and the change management team on IT

solutions for the process being undertaken.

ii. Develop and implement appropriate IT systems for the process being reengineered.

iii. Manage, maintain and support the IT systems running the reengineered process.

3.7 Project Consultant

Where required, a project consultant shall be procured to play an advisory role on BPR. The

consultant shall report directly to the project manager.

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4. PROCEDURE FOR IMPLEMENTATION OF BPR

This chapter presents the procedure that shall be used to implement BPR at the Ministry/

Agency level. It explains how the methodology presented in Chapter 3 shall be applied; how

the various roles described in chapter 4 shall relate to each other; and how the various BPR

tools in the appendices shall be used.

Table 3 below summarises the procedures by outlining roles, responsibilities, and expected

documentation.

Table 3: BPR Implementation Procedure Summary Table

Role Responsibility

Documentation

1. Determine need for Reengineering

Ministry/ Agency BPR Steering Committee

Steering Committee Minutes

2. Appoint Process Owner Ministry/ Agency BPR Steering Committee


3. Nominate the Project team Process owner List of nominated Project Manager and Project team members

4. Approve names of project team members

Ministry/ Agency BPR Steering Committee


5. Coordinate issuance of appointment letters to Project team Members

Process Owner BPR Project team appointment letters

6. Develop BPR Project charter BPR Project Team Project Charter

7. Endorse Project Charter Process Owner Endorsed Project Charter

8. Approve Project Charter Ministry/ Agency BPR Steering Committee

Approved Project Charter

9. Map “As Is” Business Processes

BPR Project Team Mapped “As Is” Business Processes

10. Approve “As Is” Business Processes

Process Owner Approved “As Is” Business Processes

11. Analyse “As Is” Business Processes

BPR Project Team “As Is” Business Processes Analysis Report

12. Select target “As Is” Business Processes to Reengineer

BPR Project Team Filled BPR Targeted Processes Approval Form

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Role Responsibility

Documentation

13. Approve targeted “As Is” Business Processes

Process Owner Approved BPR Targeted Processes Approval Form

14. Obtain ideas for Reengineering

BPR Project Team Various reports for example Benchmarking reports.

15. Map “To Be” Business Processes

BPR Project Team Mapped “As Is” Business Processes

16. Select the most suitable “To Be” Business Processes (For cases where multiple “To Be” processes have been proposed)

BPR Project Team “To Be” Business Processes document

17. Generate list of change requirements

BPR Project Team List of change requirements

18. Develop a proposed transition plan

BPR Project Team Proposed Transition Plan

19. Compile the BPR document (Composed of the “As Is” and “To Be” Business Processes as well as the lit of change requirements and the proposed transition plan)

BPR Project Team BPR document

20. Endorse the BPR document Process Owner Endorsed BPR document

21. Approve the BPR document Ministry/ Agency BPR Steering Committee

Approved BPR document

22. Oversee implementation of BPR change requirements

BPR Project Team Periodic Reports (as defined in the project charter)

23. Oversee implementation of “To Be” Business Processes

BPR Project Team Monitoring and evaluation reports to Process Owner

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5. FREQUENTLY ASKED QUESTIONS (FAQs)

i. How is BPR different from ISO?

ISO Certification provides a standardized framework which requires organizations to

document existing processes and procedures and as much as possible adhere to them, but

make continual improvements in response to customer complaints. BPR, on the other

hand requires that organizations:

a. map the current processes;

b. analyze them in terms of

• how many procedures there are,

• how long the process takes,

• the cost of the process to the organization,

• the cost of accessing the service by the customer,

• the efficacy of rules, regulations, practices and legislation governing the

process and

• whether the processes are the most efficient and effective in meeting

customer expectations based on the environment;

c. Re-design and map new re-engineered processes; and

d. Implement the re-engineered processes.

ii. What is the relationship between BPR and Rapid Results Initiatives?

Rapid Results Initiatives are short term projects (usually 100 days) that are designed to deliver

results using the Rapid Results Approach based on the principles of Results Based

Management. Usually after the 100 days, there are profound results because the team is

controlled by the dates specified, there is a new temporary governance structure, and they

have handled things differently. However, after celebrating the good results, they go back to

business as usual and the good performance is difficult to sustain. This is because the

systems/processes in the organization were not changed; only the employees’ behavior and

attitude had changed.

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BPR on the other hand focuses on re-designing the processes for sustainable results. BPR

therefore greatly complements RRI and all other reform initiatives.

iii. Can BPR be applied in the public sector

Yes. In the past, the public sector was characterized by stability and risk aversion. Today,

the public sector requires a radical improvement approach that critically re-thinks and

redesigns mission delivery processes to achieve performance gains from customer and

stakeholder perspective.

iv. What is the relationship between BPR and IT?

BPR takes a fresh look at everything an organization does, and works to stimulate

significant change in how a business operates. Processes can today be incorporated into

today’s global data access technology, and for this reason reengineering is typically

accompanied by the development of new internal technology systems. Thus, general

knowledge of the state of technology market can be very helpful when undertaking BPR.

Automation of existing processes is not actually a solution to problem solutions.

v. Why do some BPR implementations fail?

BPR fails due to lack of top level commitment, inefficient methodology, inability to align

BPR with an organization’s goals, failure to put customer at the center of the

reengineering efforts, attempt to outsource key decision making.

vi. Does an organization need to be large to reengineer?

No. BPR is a change mechanism employed by organizations to bring radical change, fast,

to business processes. Any organization that is too large to get everyone around the

same table is large enough for reengineering, because such an organization will develop

the problems addressed by reengineering.

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vii. Do I start with one process? Two processes? Everything at once?

No organization can take up the unenviable task of reengineering all the processes

simultaneously. Choices are made based on: i) which processes are functioning the worst?;

ii) which are the most critical and influential in terms of customer satisfaction; iii) which

are the processes that are most likely to be successfully reengineered.

viii. After reengineering, what next?

In the aftermath of reengineering, the newly reengineered processes have to be managed

to achieve the performance levels they are capable of. Reengineering creates an

organizational environment in which hierarchy is diminished, workers are more skilled and

empowered, structures are more flexible and there is emphasis on work and not on

administration. Learning how to work and to manage in such an organization is a critical

requirement for harvesting the benefits of reengineering.

ix. How does Business Process Reengineering (BPR) differ from Total Quality Management

(TQM)?

BPR and TQM share a cross-functional orientation. TQM concentrate on incremental

change and gradual improvement of processes, while BPR seeks radical re-design and

radical improvement of process.

x. Isn’t reengineering just a management fad that attracts a lot of short-term attention

with little impact over the long-term?

No. Reengineering advocates strenuous hard work and instigates the people involved to

not only change what they do but targets at altering their way of thinking. Reengineering

does not also offer a single, narrow technique to solve all problems; rather, it is a massive

undertaking that entails rethinking every aspect of the business.

xi. Does BPR dehumanize the workplace and justify downsizing?

BPR realizes the two cornerstones of any organization: the people and the processes. The

BPR process is not all about downsizing. While downsizing focuses on the reduction of

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people so as to achieve short-term cost reductions, BPR focuses on rethinking the work

from ground up, eliminating work that is not necessary and finding better more effective

and efficient ways of doing work that is.

xii. Do I need a technical background to benefit from BPR Training?

A technical background is not assumed for this course. However, an awareness of

technical issues is helpful especially when discussing technology innovation and the effect

of these on reengineering. Knowledge of business operations and business practice is also

helpful.

xiii. How do I deal with resistance to BPR?

Resistance is caring about how things work and what is going to happen. It is easier

dealing with resistance than with apathy. Resistance is energy, and energy can usually be

made to work for you once you are able to identify concerns that cause the resistance and

address them. One thing to consider is that new ideas are no more sacred than the old

ones.

xiv. How does one choose the right consultant?

Ultimately, BPR is about examining values and beliefs of an organization. The right

consultant is one who is able to help your organization find the values and beliefs that are

right for you, and then help you move forward.

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6. CONCLUSION

One of the major foundations of Kenya’s vision 2030 is an efficient, citizen-focused and results

oriented public service. It is only through an efficient public service that the ambitious goals of

Vision 2030 can be attained. A radical transformation of the public service is necessary to

facilitate maximum exploitation of science, technology and innovation. BPR offers the best

means through which radical transformation of the public service and the resulting dramatic

economic and social progress for Kenya can be attained. Newly industrialized countries around

the world attribute their dramatic economic and social successes to radical public sector

reforms. For the envisaged radical transformation of the public service to be actualized, top

leadership in ministries and departments must render full support to the BPR initiative. Public

servants at all other levels should also share in the vision of an efficient public service and

support this reengineering initiative.

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7. APPENDICES

Appendix 1: CASE STUDIES

Case Study 1: Singapore’s Online Business Licensing System (OBLS)

The island nation of Singapore has an international reputation for being one of the most

business-friendly countries in the world. Indeed, Singapore has been ranked first in the world,

for five years in a row now, by The World Bank in the Ease of Doing Business Index. The ease

with which business people obtain trade licences is a major contributor to Singapore’s

admirable rankings.

Before reengineering of the licensing processes in Singapore, traders faced numerous

challenges in their quest for requisite licences. The process was unnecessarily lengthy and

complex, involved interaction with multiple government agencies each with its own way of

doing things, and was costly. In order to address these challenges, the Pro-Enterprise Panel, a

high-level joint public-private sector panel chaired by the Singaporean Head of Civil Service,

conceived the idea of setting up a One-Stop Portal for all Business Licensing Needs.

Upon reengineering of the licensing processes, Singapore implemented the Online Business

Licensing System (OBLS) in Aug 2005. This is a one-stop portal for traders to apply for all the

required Singapore government trade licences and permits via a single online transaction. The

system routes applications to various government agencies for processing thus eliminating the

need for traders to interact with multiple government agencies. OBLS is available at

http://business.gov.sg/licences.

BPR Process

The first step in the BPR process was an analysis of the licensing business Processes in use

then. The following fundamental questions were asked for each process:

i. Why is License A required?

ii. How is License A fulfilling its purpose?

iii. How is License A impacting business?

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iv. Are the supporting documents asked for necessary?

Answers to these fundamental questions determined whether a licence was maintained or

eliminated.

Upon completion of analysis and after obtaining ideas for reengineering, the BPR team

reengineered the licensing processes. This entailed simplification of the process by:

i. Clustering of related licenses in order to enable issuance of fewer licences by replacing

several licences with one.

ii. Eliminating non-value adding (unnecessary) process steps.

iii. Re-sequencing process steps.

After approval of the reengineered business processes, legislative and policy changes were

effected. Design & Implementation of OBLS was then carried out. Features of the portal

include:

i. A single, integrated Application Form.

ii. User-friendly features such as Help, Advisory Services and capability of Attaching

Documents to applications.

iii. Hyperlinks to Agency Websites.

iv. Automated verification of applications.

E-Services available via OBLS include:

i. Application for new licenses.

ii. Renewal of licenses.

iii. Updating of license particulars.

iv. Terminating of unwanted license.

v. Electronic payment for multiple licences via one consolidated transaction.

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The major challenge faced by the BPR team was resistance to change by the various license

issuing agencies. Examples of excuses given by the agencies to avoid reengineering included:

i. “Things have been working fine”

ii. “We cannot remove the license - it is in the Act”

iii. “Will you bare responsibility if things go wrong?”

High-level government commitment as well as an efficient change management programme

helped to overcome this resistance to change. The other challenge was the complexity of the

project owing to involvement of 30 government agencies.

BPR Changes

The table below outlines the changes brought about by implementation of OBLS:

Before OBLS With OBLS

i. Process was agency-centric tailored to

suit the needs of government

agencies

Process is Customer-Centric tailored to suit

the needs of the trading community

ii. Different Application Forms that

require same information

One integrated form

iii. Multiple payments for licences single payment for many licenses

iv. Different and often complex

processes for license application

A simple uniform process for licence

application

v. Different ways to check application

status

A uniform way to check application status

vi. Average time taken to issue a licence

was 21 days

Average time taken to issue a licence is 4 days

vii. Many supporting documents required Few supporting documents required with

most license applications not requiring

supporting documents at all.

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a) Benefits of BPR to Government

i. OBLS has enabled the Singaporean government to create a pro-business environment

thus attracting investors leading to economic growth.

ii. The government has been able to cut operation costs as a result of implementing a

consolidated license application system to replace multiple agency application systems.

It is approximated that the government has saved 40 million US Dollars since OBLS was

implemented.

iii. Delighting Citizens. Implementation of OBLS eliminated the numerous customer

complaints that had been there previously.

iv. National pride. The Singaporean government has won the following awards as a result

of implementing OBLS:

a) The 2005 United Nations Public Service Award.

b) ZDNet Asia Smart50 Award 2006

c) 2007 Computerworld Honors Program

d) MIS Asia IT Excellence Award 2007

b) Benefits to Customers/ Businesses

1. Faster issuance of licenses – OBLS has dramatically reduced waiting time for licenses.

2. A convenient licensing process – Citizens no longer need to physically transact with

multiple agencies. There is no need for travelling, queuing, and completing multiple

forms.

3. A simple license application process – OBLS’s user-friendly features and applicants’

ability to make a single payment for many licenses facilitate the application process.

4. Cost savings.

Lessons Learned

i. Significance of high-level government Support – success of the OBLS initiative is attributed

to the strong support offered by the Singaporean Government. This support enabled the

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project to obtain requisite resources, legislative changes to be effected and empowered

the project to overcome resistance to change.

ii. An effective project governance structure – The OBLS Implementation team was

composed of four cadres of officials. At the apex of the Project organization structure was

a Committee of Permanent Secretaries. Below the PSs committee was the OBLS Steering

Committee that guided the Technical team. The Technical team in turn coordinated the

work of Agency Task forces. This structure ensured adequate involvement of all

stakeholders.

iii. Importance of change management – This was a key factor in breaking resistance to

change. The project team ensured that public servants acquired a “service mindset”. This

mindset entails putting the interests of the Customer ahead of any other interests. This

“Service Mindset” was enforced through the adoption of Service Level Agreements,

Seminars and training sessions.

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Case Study 2: Kenya Revenue Authority – Customs Services Department

Kenya Revenue Authority (KRA) is a government agency established on 1st July 1995 through

an Act of Parliament, Chapter 469 of the laws of Kenya, to collect revenue on behalf of the

Government of Kenya. KRA’s mission is to promote compliance with Kenya’s tax, trade and

border legislation and regulation. The Authority administers the Customs and Excise Act, East

Africa Customs Management Act, Value Added Tax (VAT) Act, Income Tax Act and the Traffic

Act.

Customs Services Department (CSD) is one of KRA’s Revenue departments.

Primarily, the department administers the Customs and Excise Act (CAP 472) of the Laws of

Kenya) and the East Africa Custom Management Act. The core business of CSD broadly

involves enforcement of prohibitions and restrictions to protect public safety, collection and

accounting of revenue, trade facilitation, and compilation of trade statistics for economic

planning. The department collects Import and export duties as well as fees on agency basis (on behalf

of other organisations).

Customs administrations play a key role in strengthening national economies by facilitating

trade. Modern Customs administrations have recognized that streamlining and simplifying

cargo clearance procedures is beneficial to customers (importers and exporters) and national

economies. This is because traders are facilitated to efficiently meet the challenges of better

product quality, lower costs and faster delivery of products. Prior to implementation of BPR

(achieved under the Customs Reform and Modernisation Programme), Kenyan traders as well

as the Kenyan economy suffered from the following adverse effects:

i. Port congestion that effected turn-around time for vessels.

ii. Complicated Customs procedures.

iii. Complex and non-transparent administrative requirements, often pertaining to

documentation.

iv. Unnecessarily lengthy and inconvenient (involving queuing) procedures for importers

and exporters.

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v. High costs for processing trade information.

BPR was undertaken to address these pain areas and to enhance the capability of Customs to

perform its core functions. An issue of critical concern during the BPR exercise was the time

taken to clear cargo at the various Customs stations. Figures 4 and 5 below describe the

importation process before and after BPR.

Importation Process BPR Changes

i. The role of Pre-shipment verification companies (inspection of cargo before

importation) was eliminated as it was deemed to be non-value adding and an

unnecessary burden (in terms of time and cost) on importers.

ii. The 16 manual declaration forms (there was a form for each type of customs

transaction) were replaced by a single online form.

iii. The declaration process was fully automated (via an online system) thus enabling

clearing agents to make declarations, on behalf of importers and exporters, at any time

(24hrs a day, 7 days a week).

iv. A Data Processing Centre (DPC) was set up to work around the clock (on a 24 hr basis)

to process declarations.

v. The calculation of taxes payable was automated making it faster and more accurate.

Officers previously involved in carrying out this function were redeployed to perform

more meaningful duties.

vi. Importers and exporters were allowed to make payments after making declarations

without having to wait for authorisation to make payments.

vii. Declaration processing was automated leading to a faster and more transparent

process. Only one officer is now involved in processing of a declaration.

N/B – Upon conducting BPR, KRA implemented the Simba 2005 system In July 2005.

The system enabled electronic submission of pre-clearance documentation online lodgement

of declarations, online declaration processing, and capture of payment details by banks.

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Benefits of BPR in KRA

BPR has enabled KRA to achieve the twin customs administration objective of facilitating trade

and improving revenue collection. Specifically, these objectives have been achieved as a result

of the following benefits:

i. Efficient and effective provision of services to customers and the general public

through online services.

ii. Reduced taxpayer/ staff interaction leading to a drastic reduction of incidences of

corruption.

iii. Seamless sharing of information with other revenue departments in KRA (Domestic

Taxes Department and Road Transport Department) as well as other government

agencies such as Kenya Ports Authority leading to faster clearance of cargo.

iv. Reduced cost of collection of taxes for KRA and reduced cost of compliance with

customs regulations for importers and exporters.

v. Improved staff performance measurement.

vi. Enhanced transparency and accountability.

Lessons Learned

i. Top management support is key in implementing BPR. In KRA, the success of the

reengineering initiative in Customs was largely due to support from senior

management and the Board of Directors. This support enabled the department to

overcome resistance to change.

ii. Stakeholder engagement is important in preparing people (both staff and customers)

for the changes brought about by BPR.

iii. Effective Project Management is necessary for successful reengineering.

iv. Innovation rather than automation is the key to successful reengineering. Ideas for

reengineering were obtained mainly through benchmarking.

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Figure 4: Importation Process before BPR (The bottom two rows constitute the Customs Process)

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Figure 5: Importation Process after BPR (The bottom two rows constitute the Customs Process)

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Case Study 3: Kenya Wildlife Service (KWS)

The Kenya Wildlife Service was established in 1989 with the mandate to conserve and manage

wildlife in Kenya, and to enforce related laws and regulations.

In 2004, before Business Process Reengineering, staff morale was low, there was poor

customer service, high levels of corruption, a negative corporate image, and poor stakeholder

relationships. KWS had continued to lose its talent, especially the critical scientists, who

helped manage bio-diversity. Thus there was an urgent need to re-engineer the organization.

The main objective of process reengineering was to develop better work processes in order to

support the organization’s mission and reduce costs.

In order to start the process of change, a number of areas were targeted. These areas

included people and culture; processes; products and services; structure; technology; and

markets.

Benefits of BPR to KWS

Process reengineering at KWS brought about many benefits to the organization. Some of

these benefits include the following:

i. Low operational costs - This was brought about mainly by the leveraging of IT in the

operations. This led to improved salaries for the staff and hence increased motivation

amongst the staff. Other employee benefits like housing, transport, training, and

promotion were put in place.

ii. Speedy delivery of service - E-tickets ensured that the customers could access the

service faster. Office automation also improved the internal processes which had

brought about inefficiencies in service delivery.

iii. Elimination of corruptive practices - Process reengineering brought about a lot of

transparency. The HRMIS software increased transparency in managing human

resources. The E-tickets also helped tame the runaway corruption experienced in the

parks before the reforms.

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iv. Enhanced corporate image - The reforms strengthened the partnerships of KWS with

its stakeholders and the public as well since the organization was able to respond to

the needs of the stakeholders with due speed and diligence.

v. Enhanced financial base - KWS has increased its income tremendously. Apart from

reducing corruption, the branding of parks as well as overall improvement of service

delivery has increased the number of tourists in the country.

vi. New organization structure - The project envisioned dramatic improvements in service

delivery. The use of the Balanced Scorecard in strategic planning brought about a

different organization structure which would be more supportive of the reengineered

organization.

Lessons Learned

a) To begin with, employees resisted change. This is a challenge that every organization

implementing BPR is likely to contend with. To surmount this challenge, BPR

implementers at KWS had to take time to gain support of the employees through change

management programmes.

b) Another challenge was unavailability of resources. This meant that the organization had

to prioritize areas to reengineer, depending on availability of resources and criticality of

processes among other factors.

c) Successful implementation of BPR at KWS was principally due to top level leadership

commitment. This commitment was a strong pointer to the rest of the employees that

there was determination to ensure successful implementation.

d) The BPR implementers at KWS ensured that there was effective communication. This

facilitated awareness of the new changes by staff and helped to secure their much needed

support.

e) The reengineering effort at KWS took cognizance of the important role of ICT. The

capabilities of ICT presented an opportunity to eliminate the manual processes that usually

impede service delivery. This had the effect of reducing handoffs which had created

inefficiency and avenues of corruption.

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Appendix 2: Public Service BPR Governance Structure

1.3 The BPR Implementation Governance Structure

Cabinet

Project Team

Process Owner

Project Team

Project Team Project Team

Sector- level

Process Steering

Committee

BPR Secretariat

National Steering Committee

Ministry – level Process Steering

Committee

Agency –level

Process Steering Committee

County Level Process Steering

Committee

Process Owner Process owner Process Owner

Inter-Ministerial

Technical Team

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Appendix 3: Glossary

Action plan: A simple way to set forth the specific steps that will be taken to carry out a

strategy or a task after a decision has been on what course to follow. It is also a way to record

and communicate intended actions, responsibilities, time frames, and needed resources.

Activities: The major components of the work done in a process. Each activity consists of (1)

input, (2) process, and (3) output. See “Input,” “Output,” and “Process.”

“As Is” Process Model: A model that portrays how a business process is currently structured.

In process improvement efforts, it is used to establish a baseline for measuring subsequent

business improvement actions and progress.

Benchmarking: A continuous search involving comparison of key processes with leading

achievers, to facilitate acquisition and application of significantly better practices that result in

superior competitive performance.

Best Practices: The processes, practices and systems identified in public and private

organizations that perform exceptionally well and hence recognized as improving an

organization’s performance and efficiency in specific areas.

Brainstorming: A group technique to generate ideas, options, or issues used to produce new

ideas that can support or refine objectives, while also providing the basis for future consensus.

Business Case: A structured proposal for business improvement to aid organizational decision

makers.

Business Process: A group of related activities by which an organization uses its resources to

provide defined results in support of its mission, goals and objectives.

Change Management: Activities involved in defining and instilling new values, attitudes,

norms, and behaviours within an organization that support new ways of doing work and

overcome resistance to change.

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Continuous Process Improvement: An on-going effort to achieve incremental improvements

in the way that products and services are provided and internal operations are conducted.

Customer: A person or group that has a business relationship with an organization, that

receives and uses or is directly affected by the products and services of that organization.

Cycle Time: The time that elapses from the beginning to the end of a process.

Handoff: The act or an instance of transferring responsibility for a transaction from one person

to another.

Information Technology (IT): Any equipment or interconnected system or subsystem of

equipment, that is used in the automatic acquisition, storage, manipulation, management,

movement, control, display, switching, interchange, transmission, or reception of data or

information by the executive agency.

Input: The financial or non-financial resources that an organization has obtained or received to

produce its outputs. See “Activities,” “Process,” and “Output.”

Model: A representation of a set of components of a process, system, or subject area. A model

is generally developed for understanding, analysis, improvement, or replacement of a process.

Modelling or Flowcharting: A graphic representation of the activities and sub processes within

a process and their interrelationships.

Output: The defined results from the application of the work done in a process with the use

and consumption of available resources.

Performance Measurement: The process of developing measurable indicators that can be

systematically tracked to assess progress made in achieving predetermined goals and using

such indicators to assess progress in achieving those goals.

Process: A set of related activities that together create value through products or services for

internal or external customers.

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Process Improvement: A disciplined approach to the simplification and streamlining of

business processes, using measurements and controls to aid continuous improvement.

Process Owner: An individual person held accountable and responsible for the workings and

improvement of one of an organization’s defined processes and its related sub processes.

Process Reengineering: A disciplined approach to the fundamental rethinking and radical

redesign of business processes to bring about dramatic improvements in performance. This

approach involves the critical examination, rethinking, and redesign of mission-delivery

processes in order to achieve dramatic improvements in performance in areas important to

customers and stakeholders.

Project: A one-time effort to accomplish an explicit objective by a specific time.

Project Management: Leadership of a project, which includes setting objectives in terms of

time, cost, quality, and quantity; defining project tasks, methods, and schedules; and carrying

out those project tasks.

Risk Analysis: A technique to identify and assess factors that may jeopardize the success of a

project or achievement of a goal.

Stakeholder: Anyone who has a vested interest in a process and in the outcome of improving

or reengineering the process or any individual or group with an interest in the success of an

organization in delivering its intended results and in maintaining the viability of the

organization’s products and services.

Strategic Plan: A set of statements describing the mission, goals and objectives of an

organization, along with strategies for achieving them.

“To Be” Process Model: The process model result of a business process redesign or

reengineering effort. The “to be” model shows how the business process will function after

the improvement action is implemented.

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Appendix 4: BPR Targeted Processes Approval form

BUSINESS PROCESS REENGINEERING

TARGETED PROCESSES APPROVAL FORM

Proposed Target

Process

Approved

Target Process

Comments (Explaining why approval

was not granted)

Functional Area A

Process A1 Process A1



Functional Area B

Process B1 Explanation why Process B1 was not approved

Process B2 Process B2



Project Manager (Name & Signature) Process Owner (Name & Signature)

Date Date

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Appendix 5: BPR Tracking Sheet

BUSINESS PROCESS REENGINEERING

PROCESSES TRACKING SHEET

‘As Is’ Business Process

ID & Name

BPR Changes Associated ‘To Be’ Business

Processes

Comment(s)

1. Write the ID and the name

of the “As Is” process

Write here all the changes that have

been introduced to the “As Is” process.

These changes may include doing away

with some process steps or the entire

process.

Write the ID and the name of

the “To Be” process

resulting from the

Reengineering exercise.

There may be none.

Include here any comments

including the reasons for the

BPR changes

2.

3.

4.

5.

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Appendix 6: Further Reading Suggestions

Archer R. & Bowker P., 1995, BPR Consulting: An Evaluation of the Methods Employed: Business Process Re-engineering & Management, V.1, No.2

Champy J., 1995, Re-engineering management: the mandate for new leadership, London, Harper-Collins.

Bennis, Warren, and Michael Mische. The 21st Century Organization: Reinventing through Reengineering.

San Francisco: Jossey-Bass, 1995.

Boardman, Anthony, David Greenberg, Aidan Vining, and David Weimer. Cost-Benefit Analysis: Concepts and Practice. 2d ed. Saddle River, N.J.: Prentice Hall, 2001.

Chang, Richard. Process Reengineering in Action: A Practical Guide to Achieving Breakthrough Results. San Francisco: Jossey-Bass Pfeiffer, 1995.

Coulson-Thomas C., 1998, “Managing innovation in public services: European and international experience”, in: Total Quality Management, Carfax Publishing Company, vol.9

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