IT-enabled organizational transformation

So ultimately, the objective of both the projects was to please the consumer needs through the use of information technology.

A detailed description regarding the structure of both BPR projects; how are they similar? How are they different?

BPR Structure of Housing Development Board

BPR structure of housing development board was divided into five phases that includedBusiness vision development, Process diagnosis, Process redesign, implementation and performance monitoring.

Business vision development

Housing development board had to make changes in the business vision due to the social and political environment. A more educated population that will demand more for the higher quality housing services. The president of HDB identified that this process is for the orderly scaling down of resettlement activities and buildings.

Political changes graduallyresulted  change in the formation of town councils.

It-Enabled Organizational Transformation Harvard Case Solution & Analysis
There was aneed for clear business vision. The BPR project was monitored by the committee which consisted of CEO and heads of various departments. The CEO was the leader of there-engineering project and head of HAD was the process owner for the re-engineering project.

The staff was communicated of its new vision and need for BPR through various communication channels.

Process Diagnosis

The re-engineered team was sent to the model branch office for the one-year duration of the study.

The company was trying to put the re-engineering team close to the process that required change, it increases the opportunities for the team to observe and understand the work processes.

It also enabled the team to establish the rapport with the staff whose work process required the change.

Process Redesign

In public organization, there are different levels of authority from thelower level to the top level and other various departments are involved in each of the levels, theprocess of re-engineering affected all the levels of authority and departments.Some people or department, who needed drasticchanges were resistant,as a resulta team was formed to reduce the resistance level and gained the approval of the individual invarious departments for the new procedures.

All the redesigned processes were documented and submitted to the committee for the review and approval.

For the new system development, changes in the IT architecture of the company were required. As this process make changes in the IT area so the information system requiresmore time and effort to learn and familiarize with the new development tools and environment.

Implementation

For implementing the change in the organization, training was given to the staff at the Model Branch Office. The first phase of training was conducted by the re-engineering team.

After the first training, Head of HAD and the process owner took over the training.

The investment in the resources and the time neededto trainthe staff regarding the new software developmentwas very crucial to ensure the successful operational efficiency.

Process Monitoring

After implementing the change, the housing development board continued to review the performance of the different branches. The head of each branch required to submit the monthly measurement performance of the 34 performance indicators set by the committee.

The implementation was not seen as the competition of re-engineeringprocess; the team was monitoring the performance continuously.A new committee was made to ensure the quality of performance of the different branches.............................

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