Barriers to Business Reengineering Success

Detailed Table of Contents

Chapter 1: Introduction

1.1. Objectives and Assumptions

1.2. Report Structure

Chapter 2: Business Reengineering Projects

2.1. Definitions

2.2. The Development of Business Reengineering

2.3. The Principles of Business Reengineering

2.4. Business Reengineering Project Management

2.4.1. The Hammer/Champy Methodology

2.4.2. The Davenport Methodology

2.4.3. The Manganelli/Klein Methodology

2.4.4. The Kodak Methodology

2.5. Conclusion

Chapter 3: Barriers to Business Reengineering Implementation Success

3.1. Potential Project Implementation Success

3.2. Risks Associated With Business Reengineering Projects

3.3. Business Reengineering Implementation Barriers

3.3.1. Hard Implementation Barriers

3.3.2. Soft Implementation Barriers

3.3.3. Relationships Betweeen Hard and Soft Barriers

3.4. Areas Generating Barriers to Business Reengineering Implementation

3.4.1. Project Related Causes

3.4.2. People Related Causes

3.4.3. Organization Related Causes

3.4.4. Environment Related Causes

3.5. Examples for Root Causes to Implementation Barriers

3.5.1. Root Causes to Information Technology Barriers

3.5.2. Some Root Causes of Internal Individual Resistance

3.6. Conclusion

Chapter 4: Change Management Intervention Models

4.1. Change Management Interventions

4.2. Change Management Literature Review

4.2.1. Psychology of the Individual Change Approaches

4.2.2. Social Psychological Change Approaches

4.2.3. Cultural Change Approaches

4.2.4. Innovation Approaches

4.2.5. Global Change Approaches

4.2.6. Practitioner Approaches to Change

4.3. Selected Intervention Models

4.3.1. Selected Individual Change Interventions

4.3.2. Selected Social Psychological Change Interventions

4.3.3. Selected Cultural Change Interventions

4.3.4. Selected Innovation Interventions

4.3.5. Selected Global Change Interventions

4.3.6. Selected Practitioner Interventions

4.4. Conclusion

Chapter 5: A Framework for the Identification and Removal of Barriers to Business Reengineering Success

5.1. The Framework

5.1.1. Project Management

5.1.2. Barrier Management

5.2. Search for and Identify Barriers

5.3. Identify Root Causes

5.4. Intervene at Root Cause Level

5.5. Control Intervention Success

5.6. Conclusion

Chapter 6: Case Study

6.1. About IPN Corp.

6.2. The Triggers for Change

6.3. The Project Plan

6.4. Project Responsibilities

6.5. Design Step 1.1.: Assessment of the Current Situation

6.5.1. Executing Step 1.1.

6.5.2. Presentation of the Results to Management

6.5.3. Barriers Identified, Root Causes, and Interventions

6.5.4. Intervention Success

6.6. Design Step 1.2.: Redesign

6.6.1. Executing Step 1.2.

6.6.2. Criteria for the Process Redesign

6.6.3. Preliminary Design

6.6.4. Dialogue about the Proposed Design

6.6.5. Barriers Identified, Root Causes, and Interventions

6.6.6. Intervention Success

6.7. Design Step 1.3.: Broad Agreement to the Change

6.7.1. Executing Step 1.3.

6.7.2. Sample Questions and Answers

6.7.3. Barriers Identified, Root Causes, and Interventions

6.7.4. Intervention Success

6.8. Implementation Step 2.1.: Adapt Technically

6.8.1. Executing Step 2.1.

6.8.2. Noted Implementation Events

6.8.3. Barriers Identified, Root Causes, and Interventions

6.8.4. Intervention Success

6.9. Implementation Step 2.2.: Adapt Socially

6.9.1. Executing Step 2.2.

6.9.2. Barriers Identified, Root Causes, and Interventions

6.9.3. Intervention Success

6.10. Conclusion

Chapter 7: Summary and Implications

Research Objectives and Core Themes

This report addresses the high failure rates of Business Reengineering projects by shifting the focus from purely technical implementations to a comprehensive barrier management framework that accounts for organizational culture and human factors.

• Identification of hard and soft barriers to reengineering success.
• Integration of change management intervention models into reengineering projects.
• Root cause analysis of project failures within organizational, social, and individual domains.
• Application of the proposed barrier management framework through a practical case study.

Excerpt from the Book

Summary of Chapters

Chapter 1: Introduction: This chapter outlines the motivation for addressing reengineering barriers and sets the objectives for creating an enhanced, practitioner-focused approach.

Chapter 2: Business Reengineering Projects: This chapter defines key concepts, principles, and common project management methodologies currently used in business reengineering.

Chapter 3: Barriers to Business Reengineering Implementation Success: This chapter analyzes various risk factors and categorizes barriers into hard and soft types, tracing them to organizational and individual root causes.

Chapter 4: Change Management Intervention Models: This chapter reviews academic literature on intervention techniques to address human resistance and organizational culture shifts.

Chapter 5: A Framework for the Identification and Removal of Barriers to Business Reengineering Success: This chapter introduces a supplemental barrier management framework designed to be integrated into standard project management workflows.

Chapter 6: Case Study: This chapter details a practical application of the barrier management framework within a German manufacturing company undergoing significant organizational change.

Chapter 7: Summary and Implications: This final chapter synthesizes the findings and provides guidance for consultants and managers on navigating the human side of organizational transformation.

Key Terms

Business Reengineering, Barrier Management, Change Management, Process Orientation, Root Cause Analysis, Organizational Culture, Resistance, Information Technology, Intervention Models, Work-Out, Learning Organization, Implementation Barriers, Soft Barriers, Hard Barriers, Teamwork

Frequently Asked Questions

What is the core purpose of this report?

The report aims to help practitioners steer their business reengineering projects away from common pitfalls by focusing on the prevention and management of human and organizational barriers.

What are the primary thematic areas covered?

The study covers process reengineering definitions, change management intervention techniques, barrier classification (hard vs. soft), and practical frameworks for root cause analysis.

What is the main research question of the work?

It investigates why business reengineering projects often fail due to human and cultural factors and how these obstacles can be proactively managed during project execution.

Which methodology is employed in this research?

The author uses a descriptive, practitioner-oriented approach, synthesizing existing literature on change management with a specific case study of a German manufacturing company.

What topics are discussed in the main body of the report?

The main sections cover reengineering definitions, risk factors, root cause identification, specific intervention models like the "Work-Out" or "Learning Organization" concepts, and a detailed case study.

Which keywords best describe this publication?

Key terms include Business Reengineering, Barrier Management, Change Management, Process Orientation, Root Cause Analysis, and Organizational Culture.

How does the author define "soft barriers" in the context of reengineering?

Soft barriers refer to human-centric problems, such as individual or group resistance, fear of change, and existing organizational culture conflicts that hinder technical project success.

What role does the case study at IPN Corp play in the report?

The case study serves as a real-world validation of the proposed Barrier Management framework, illustrating how to identify and intervene at the root cause level during specific project steps.

Why does the author differentiate between "Theory X" and "Theory Y" management styles?

These theories explain the underlying managerial assumptions that influence organizational behavior; the author argues that reengineering requires moving away from command-and-control "Theory X" toward collaborative "Theory Y" approaches.

What distinguishes the author's proposed framework from traditional project management?

Unlike standard project management which focuses on timelines and technical deliverables, this framework treats "Barrier Management" as a parallel, continuous task to address human and environmental resistance.