Benefits_of_Integrating_It_in_Bpr

ABSTRACT The purpose of this study is to understand the benefits of integrating IT in business process reengineering, with a view to suggest ways through which IT can be embraced in BPR to improve efficiency and acquire a sustainable competitive advantage in organizations. The success and stability of a company’s core processes depends on the support of management, people (stakeholders), policies and regulations, which support the design and structure of business processes to improve an organization’s efficiency and effectiveness. The target population of this study is 2500, and will consist of KRA employees and taxpayers. Stratified random sampling will be used to select two hundred and fifty targeted respondents from KRA. The sources of data will be stratified according to their general characteristics into different departments. Within each category of data source, the specific respondents will be picked randomly. Selection of the individuals to interview will be purely random. Questionnaires and interviews will be the primary data collection methods used, in addition to scholarly journals, books, magazines and websites. Interpretational analysis approach will be used to analyze the qualitative study data. The key findings of the study will prove whether development and deployment of sophisticated information systems and networks is a key stimulus for successful business process design. The study will enable leading organizations to become bolder in using this information technology to support innovative business processes, rather than having reengineered processes being supported by obsolete systems. The major recommendation of this study highlights that legacy systems of an organization should be identified and mapped into the transition model. This includes those systems that contain functions that support the processes defined in the business model. Each system function, as it is discovered, should be linked to the business process it supports. The function should be then linked to the user interfaces that implement or initiate it. BPR must also be accompanied by strategic planning, which addresses leveraging IT as a competitive tool. The customer must be placed at the center of the reengineering effort and organizations should concentrate on reengineering fragmented processes that lead to delays or other negative impacts on customer service. BPR must be sponsored by top executives and must be "owned" throughout the organization and not driven by a group of outside consultants. The IT group should be an integral part of the reengineering team from the start. BPR must not ignore corporate culture and must emphasize constant communication and feedback.