Process Reengineering [Hardcover]

Mr. Roberts starts this book running. By page 7 h's stepping you through an "as-is" and "to-be" scenario of a process in need of redesign. He shares his process reengineering philosophy in chapter 2, which is highlighted by twelve highly effective tenets that will serve you well as either a process designer or reengineer. Chapter 3 covers possibilities and pitfalls and addresses the key elements of any well designed process, including customer focus, cycle time improvements, process efficiencies and other attributes. The pitfalls cited are sage advice that make this book all the more valuable. The process reengineering framework given in chapter 4 is a complete roadmap to reengineering and can also be recast into a framework for process design and implementation. This is one of the most valuable aspects of the book.

The chapter that most greatly influenced my thinking is on opportunity assessment. This area, in my opinion, is where projects get initiated before they are completely thought through. The focus on traceability to customer requirements, quantitative value analysis and business case approach should be required reading for anyone who has the authority to initiate reengineering projects. The information and approach will go a long way towards ensuring that you wisely commit resources to the right things, and will also circumvent premature failures (not to mention tarnished or ruined careers or reputations).

Chapters 6 and 7 address planning the reengineering project and identifying and assigning the team. These are followed by four chapters devoted to the sequence of tasks and milestones for the project: analysis, design, risk and impact assessment, and planning and implementing the transition. The last is a critical point that, if not done properly, will kill an otherwise successful project. Each of the chapters, however, provide clear and straightforward direction on how to accomplish necessary tasks and successfully meet milestones.

After a process has been implemented the job of tracking and measuring project performance begins. This is the subject of chapter 12, and is a necessary part of a thoroughly planned and executed reengineering project. After all, the goal is to supplant a legacy process that is no longer efficient and/or effective, not create a brand new process with the same limitations.

Overall this is a valuable book that is easy to read and filled with excellent advice. If you are faced with either designing a new process or reengineering an existing one this book will point you in the right direction. It will also step you through what you need to do, while pointing out the pitfalls along the way and advising on how to avoid or deal with them.