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PROCESS ENGINEERING WITH PROCESSORIENTED INFORMATION SYSTEMS
• Raija Kuurola
• Selina Mäkinen
• Anu Pekari
• Hannele Piirainen
BPR ANALYSIS OF HELPDESK PROCESS
General Concepts
 Re-engineering 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".
 BPR calls for restructuring of the organization around important processes
 Processes are viewed as actions or tasks performed on inputs that create outputs valued
by consumers.
 Stronger customer focus and the redesign (often through simplification) and/or
obliteration of many existing processes within the organization
BPR ANALYSIS OF HELPDESK PROCESS
 Business processes are a set of logically related tasks, which are performed to achieve a
defined and measurable business outcome
 Examples: product development, order acquisition and fulfilment, merchandise returns,
customer service
BPR ANALYSIS OF HELPDESK PROCESS
BPR Characteristics
Few common principles:
Top management sponsorship and commitment
 Definition of BPR strategy
 Selection of processes for re-engineering
 Development of a vision for each selected process
 Implementation of BPR cross-functional teams
 Detailed study and understanding of existing processes
 Design of alternatives for new processes and choice of the best alternative
 Prototype of new designs
 Implementation
 Management of re-engineered processes
BPR ANALYSIS OF HELPDESK PROCESS
In practice, BPR has a lot of similarities with various other approaches to business
transformation. According to Natarajan (1998) these similarities include:

Emphasis on process more than on product.

Efficient use of technology.

Customer and competitors to drive all decisions.

Benchmark against best-of-breed companies and copy their best, practices less
explicit in BPR but, nevertheless, the driver 'of many engineering decisions.

Focus on people with a view to creating skill disseminators.

Compensate for weaknesses in culture - implicit rather than specific focus areas of
re-engineering, though there is a growing belief that the social design of a reengineered business is as important as the technical design of the plan.

Measure key parameters for all activities.

To satisfy customers better than competitors do - the goal for any improvement
activity.
BPR ANALYSIS OF HELPDESK PROCESS
The Role of Information Technology in BPR
 Information technology as an enabler
 New information technologies make it possible to reduce paper trails, increase the speed of
information flows and change existing decision-making flows within organizations
 IT can allow the organization to enjoy the benefits of centralization and decentralization
BPR ANALYSIS OF HELPDESK PROCESS
Trigger for BPR
 Re-engineering efforts usually start when a company realizes that meeting the demands of the
customers means that it needs to do better in one or more areas. The driving force:
 External
o Benchmarking
o Customer surveys
 Internal
o Internal reviews of the company operations
BPR ANALYSIS OF HELPDESK PROCESS
Triggers for BPR continue…
 High proportion of non-value-added steps.
 Administrative and overhead costs growing at a faster rate than sales.
 Excessive checks and reconciliation.
 Processes, which take a long time relative to the competition.
 Excessive fragmentation.
BPR ANALYSIS OF HELPDESK PROCESS
Tools and Techniques
 According to MacDonald (1996) there are several tools and techniques, which can be used in
re-engineering efforts. Two techniques often used in practice are "as-is" process analysis and
"to-be" process visioning.
 As-is process analysis is the act of mapping, in strict detail, the way the process works today.
This exercise almost always leads to a number of improvement items that an organization can
implement almost immediately. It also helps to determine the degree of change required.
Commonly used tools for as-is process analysis include flow-charting and performance
measurement.
BPR ANALYSIS OF HELPDESK PROCESS
 "To-be" process visioning is determining what the process could, or should, be. It involves
creative, "out-of-the-box" thinking about what the business process could achieve if the old
paradigms about the way the process works today are challenged. The focus of the to-be
process vision is to set goals for the performance of the process and to re-design it to
achieve these performance objectives.
 According to Zairi and Sinclair (1995), BPR can be seen to represent a range of activities
concerned with the improvement of processes.
BPR ANALYSIS OF HELPDESK PROCESS
 Process visualization
 Operational research/method study
 Information technology
 Change management.
 Benchmarking.
 Industrial engineering
 Process and customer focus
It should be noted that few authors refer to any single technique when discussing BPR. Most
incorporate a mixture of tools from the above list, although the nature of the mix depends on the focus
of the author concerned, whether it is technological or involving the management of people.
BPR ANALYSIS OF HELPDESK PROCESS
How to Re-engineer?
1. Develop a business vision and related objectives
2. Identify the process to redesign
3. Understand and measure existing process
4. Identify relevant information technology
5. Design and construct a prototype of the new process
BPR ANALYSIS OF HELPDESK PROCESS
Armistead and Harrison (1995) present a list of eight rules to guide the improvement of
processes:
1. Organize around outcomes not tasks.
2. Have those who use the output of the process perform the process.
3. Treat geographically dispersed resources as though they were centralized creating
hybrid centralized/decentralized organizations.
4. Link activities in a natural order and perform them in parallel.
5. Perform work where it makes most sense, particularly, decision making,
information processing, checks and controls making them part of the process.
6. Capture information once and at the source, minimizing reconciliation.
7. Combine several jobs into one possibly creating a case manager or case team as a
single point of contact.
8. Create multiple versions of processes when appropriate.
BPR ANALYSIS OF HELPDESK PROCESS
Challenges Faced by Re-engineering Efforts
According to Romney (1994), companies that begin BPR projects face many of the following
challenges:
 Resistance.
 Tradition.
 Time Requirements
 Costs
 Scepticism
 Job Losses
BPR ANALYSIS OF HELPDESK PROCESS
Company and Department Information
 TietoEnator is a leading supplier of value-added IT services in Europe.
 It has 11 000 employees and an annual turnover of 1.2 billion Euros.
 TietoEnator provides management consulting, systems development and integration, operation
and support, communication solutions, software and product development. Their customers
come from several business areas such as banking and finance, the forest industry, the public
sector and telecommunications.
 technology.
BPR ANALYSIS OF HELPDESK PROCESS
 Processing & Network Support departments business idea is to supply e-business services,
networked information management services, mainframe services and consulting and
management services requiring special expertise to TietoEnator’s customers.
 Processing & Network Support Department in Jyväskylä consists of three teams: Totalpro
(hardware), Lotus Notes and HelpDesk teams
 The department has several large customers, for example Metso
BPR ANALYSIS OF HELPDESK PROCESS
HelpDesk Process
 The reason we selected HelpDesk as the target of our study is because it provides visible value
to the customer.
 HelpDesk is a central operation
 Purpose is to help customers in problem situations related to their information systems.
 Part of the company’s risk management.
o It reduces the risk by taking responsibility from other teams so that they can concentrate
on their actual task and on the other hand, the customers are given better service.
BPR ANALYSIS OF HELPDESK PROCESS
 HelpDesk process includes all three teams and brings together all the knowledge and the
expertise of the department.
 The HelpDesk team consists of three employees, who work in shifts.
 HelpDesk services are available from 6 am to 10 pm because of the customers’ geographical
differences.
BPR ANALYSIS OF HELPDESK PROCESS
 The HelpDesk personnel faces several types of problems:
o knowledge management
o problem management
o change management.
 BPR Workflow
BPR ANALYSIS OF HELPDESK PROCESS
Principle 0. Streamline
Remove waste, simplify, and consolidate similar activities.
Principle 1. Lose Wait
Squeeze out waiting time in process links and create value from that.
BPR ANALYSIS OF HELPDESK PROCESS
Principle 2. Orchestrate
Let the swiftest and most able enterprise execute.
Principle 3. Mass-Customize
Flex the process for any time, any place, any way.
BPR ANALYSIS OF HELPDESK PROCESS
Principle 4. Synchronize
Synchronize the physical and virtual parts of the process.
Principle 5. Digitize & Propagate
Capture information digitally at the source and propagate it throughout the process.
BPR ANALYSIS OF HELPDESK PROCESS
Principle 6. Vitrify
Provide glass-like visibility through fresher and richer information about process status.
Principle7. Sensitize
Fit the process with vigilant sensors and feedback loops that can prompt action.
BPR ANALYSIS OF HELPDESK PROCESS
Principle 8. Analyze & Synthesize
Augment the interactive analysis and synthesis capabilities around a process to generate value-added
service.
Principle 9. Connect, Collect & Create
Grow intelligently reusable knowledge around the process through all who touch it.
BPR ANALYSIS OF HELPDESK PROCESS
Principle 10. Personalize
Make the process intimate with the preferences and habits of participants.