Process re-engineering for effective implementation of projects

Dey, Prasanta (1999). Process re-engineering for effective implementation of projects. International Journal of Project Management, 17 (3), pp. 147-159.


Time, cost and quality are the prime objectives of any project. Unfortunately, today’s project management does not always ensure the realisation of these objectives. The main reasons of project non-achievement are changes in scope and design, changes in Government policies and regulations, unforeseen inflation, under-estimation and mis-estimation. An overall organisational approach with the application of appropriate management philosophies, tools and techniques can only solve the problem. The present study establishes a methodology for achieving success in implementing projects using a business process re-engineering (BPR) framework. Internal performance characteristics are introspected through condition diagnosis that identifies and prioritises areas of concern requiring attention. Process re-engineering emerges as a most critical area for immediate attention. Project process re-engineering is carried out by eliminating non-value added activities, taking up activities concurrently by applying information systems rigorously and applying risk management techniques throughout the project life cycle. The overall methodology is demonstrated through applications to cross country petroleum pipeline project organisation in an Indian scenario.

Publication DOI:
Divisions: Aston Business School > Operations & information management research group
Aston Business School > Operations & information management
Uncontrolled Keywords: BPR,project process,AHP,information system planning,risk management
Published Date: 1999-06
Authors: Dey, Prasanta ( 0000-0002-9984-5374)


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