Proceedings of the 12th European Conference on Knowledge ...

Jamal El-Den and Xin Zhou
This research will list some possible KM tools which aim to enhance <strong>the</strong> BPR process. Given <strong>the</strong> time
limitations, <strong>the</strong> KM application for <strong>the</strong> BPR process will focus on <strong>the</strong> initial three stages <strong>of</strong> (Bitzer &
Kamel, 1997) BPR life cycle.
Create project prospectus (define project)
Learn from o<strong>the</strong>rs (customers, users, associates, technology)
Create vision and design new business process model
Develop enabling technology architecture and organizational model
Perform a gap analysis and prepare a business case for change (benefits and costs)
Define process, systems and training requirements, and plan implementation
Develop and pilot solutions
Implement solution and measure performance
The following figure shows <strong>the</strong> interaction between <strong>the</strong> different components <strong>of</strong> <strong>the</strong> method proposed
in <strong>the</strong> paper:
KB
GSS
Figure 1: Interaction among <strong>the</strong> proposed components
Figure-1 shows that <strong>the</strong> GSS provides functionalities during all phases <strong>of</strong> <strong>the</strong> BPR. It maintains control
over <strong>the</strong> externalization <strong>of</strong> knowledge among <strong>the</strong> developers and users <strong>of</strong> <strong>the</strong> legacy system by
allowing articulation, capture, nurture, transformation and retention <strong>of</strong> individuals as well as groups’
knowledge. This knowledge is retained in <strong>the</strong> KB where it can be retrieved for future development.
The BPR also retrieves knowledge from <strong>the</strong> KB. This knowledge is basically <strong>the</strong> strategies, goals,
objectives, and/or any knowledge from/about external environment.
2. Research methodology
The paper proposes that KM provides <strong>the</strong> platform to improve <strong>the</strong> BPR process. The paper introduces
current BPR life cycles and identifies one as an example in <strong>the</strong> process <strong>of</strong> demonstrating that <strong>the</strong> KM
concept <strong>of</strong> externalization are integral to enhance/improve <strong>the</strong> BPR cycle’s steps. The research
demonstrates <strong>the</strong>se improvements on <strong>the</strong> first three phases/steps <strong>of</strong> <strong>the</strong> chosen methodology for
reasons <strong>of</strong> limitations in terms <strong>of</strong> space and time.
3. Create project prospectus (define project)
3.1 Identify a need for process improvement
Traditionally, organizations undergo BPR in <strong>the</strong>ir quest to maintain customer satisfaction, improve
financial performance, better operations, and agility. These factors are <strong>the</strong> initial drivers for <strong>the</strong> BPR
process and mark <strong>the</strong> beginning <strong>of</strong> <strong>the</strong> preparation activity (problem definition, investigation and
analysis) during <strong>the</strong> process (Mayer & Dewitte, 1998). Customer satisfaction should be based on
knowledge about <strong>the</strong> customers, <strong>the</strong>ir needs, <strong>the</strong>ir buying power, <strong>the</strong>ir financial state etc. Better
performance and operations should be based on employees’ operational knowledge and experience
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BPR