A key stimulus for reengineering has been the continuing development and deployment of sophisticated information systems and networks. The cross-functional team, for example, has become popular because of the desire to re-engineer separate functional tasks into complete cross-functional processes. Also, many recent management information systems developments aim to integrate a wide number of business functions. Enterprise resource planning, supply chain management, knowledge management systems,groupware and collaborative systems, Human Resource Management Systems and customer relationship management.Business Process Reengineering is also known as Business Process Redesign, Business Transformation, or Business Process Change Management.Contents 1 Overview2 History2.1 Development after 19953 Business process reengineering topics3.1 Definition3.2 The role of information technolog圓.3 Research & Methodology4 Critique5 See also6 References7 Further reading8 External linksOverviewBusiness process reengineering (BPR) began as a private sector technique to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cutoperational costs, and become world-class competitors. Re-engineering is the basis for many recent developments in management. A business process is a set of logically related tasks performed to achieve a defined business outcome. Business Process Reengineering is the analysis and design of workflows and processes within an organization.

Hammer champy 1994