Project process reengineering (PPR): a BPR method for projects

Authors:
Behrouz Zarei;Ehsan Merati;Amirhossein Ghapanchi
Affiliations:
Department of Management, Tehran University, Gisha Bridge, Tehran, Iran.;Department of Management, Tehran University, Gisha Bridge, Tehran, Iran.;Department of Information Systems, Technology and Management, Australian School of Business, The University of New South Wales, Sydney, NSW 2052, Australia
Venue:
International Journal of Information Systems and Change Management
Year:
2010

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Abstract

Many organisations are moving towards making radical changes in their processes. These efforts, which seek to improve the efficiency, effectiveness and adaptability of key business processes, are collectively named business process reengineering (BPR). In many of previous research on project process reengineering, improvements have been based on the conventional BPR methodologies which are designed for business environments. Hence, these attempts have faced only minor improvements in this new era. Additionally, using traditional BPR, which is more business-oriented, will lead to certain imperfections (Bryde, 2003). These methodologies are unable to cover project dimensions comprehensively. Therefore, it is necessary to develop a fine-tuned methodology for reengineering of project processes. Thus, this paper seeks to propose a methodology for reengineering project processes and apply it in a case study of a recent petrochemical project.