PhD Ryzhakov D.A.
Kyiv National
University of Construction and Architecture
CONTRACT
CONSTRUCTION COMPANIES: PROBLEMS OF BUSINESS PROCESS REENGINEERING
Reengineering
and its promptly
effective implementation require the creation
of a separate budget (the minimum
necessary), without which the beginning
and carrying out of the
whole complex of works is
impossible. As practice shows, for the implementation
of a planned program, it is
important to clearly identify and share the
roles, responsibilities and responsibilities of each participant
to ensure the realization of program objectives.
During the realization of reengineering work it is necessary
to clearly identify the results
achieved during the work.
By comparing the approaches to the reengineering of M.
Hammer, J.Champi and T. Davenport, we can conclude
that the "traditional" approach to business process reengineering is
in line with the principle of fundamental restructuring of business processes
of the enterprise, and the concept of "redesign", in our opinion, is
a refinement of existing business processes.
Of
course, the implementation of reengineering requires the appropriate methodological and instrumental support, which is usually
provided by consulting companies. During the deployment
of a reengineering program, there should be a clear
distinction between business improvement measures and those
that constitute the process of
reengineering and radically change business. Unlike the traditional improvement process, as an initial
point, take not an existing
process, but a "clean sheet", that is, the
process of designing a new process takes place.
If improvements go from bottom
to back, then reengineering is the top
down. Reengineering covers all areas
of the enterprise,
and not just
"bottlenecks" of some improvement measures.
The
factors contributing to the successful
implementation of reengineering, should include, first of all, the
willingness of management to change,
understanding and belief in the
end result, a reasonable assessment of the risks
associated with the implementation of the program.
If there is a willingness on the part
of the management
it is expedient
to assign the personnel involved
in the implementation
of the program
with the appropriate authority and clearly define
the role and responsibilities of each person.
In order to maintain the
pace of the
program, it is important to
provide the necessary budget for the implementation
of priority goals and monitoring
the results of the implementation
of the reengineering
program. Finally, this program should
be supported by the appropriate
technology and methodological support worked out during
the implementation of similar programs
at other enterprises (as a rule, this is
a methodological provision developed by consulting
companies).
The toolkit introduced as a result of this study
should prove for an individual contracting company the appropriateness of the
given reengineering project, which will enable the company to overcome the
crisis phenomena and gain competitive advantages not from the growth of
activity volumes, but as a result of the increased cumulative economic,
organizational, administrative, marketing and production-technical effect. The
created tool will allow the management of the subcontractor to have proper
justification and information on competitive advantages, economic growth and
systematic improvement of the quality of the operating cycle that the company
should obtain in the results of the implementation of this reengineering
project.
Список використаних джерел.
1. Хаммер M. Реінжиніринг корпорації: маніфест революції в
бізнесі / M.Хаммер, Д. Чампі
. – СПб., 2000. – 332 с.
2. Davenport T. Process Innovation: Reengeneering Work through Information Technology. 1993,
Boston , MA. : Harvard Business School Press.
3. Manganelli R., Klein
M. The Reengineering Handbook: A Step-By-Step Guide to Business Transformation.
1994, New York : Amacom.