The Relationship Between BPR and ERP-Systems: A Failed Project

David Paper (Utah State University, USA), Kenneth B. Tingey (Utah State University, USA), and Wai Mok (University of Alabama in Huntsville, USA)
Copyright: © 2003 |Pages: 62
EISBN13: 9781605664293|DOI: 10.4018/978-1-59140-061-5.ch003
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Abstract

Vicro Communications (we use a pseudonym to mask the identity of the organization) sought to reengineer its basic business processes with the aid of data-centric enterprise software. Vicro management however made the mistake of relying completely on the software to improve the performance of its business processes. It was hoped that the software would increase information sharing, process efficiency, standardization of IT platforms, and data mining/warehousing capabilities. Management however made no attempt to rethink existing processes before embarking on a very expensive implementation of the software. Moreover, management made no attempt to obtain feedback or opinions from employees familiar with existing business or legacy systems prior to investing the software. Unfortunately for Vicro, the reengineering effort failed miserably even after investing hundreds of millions of dollars in software implementation. As a result, performance was not improved and the software is currently being phased out.
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