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Business Process Reengineering Flashcards

7 cards from real CPP practice questions. Tap to flip, then mark Knew It or Still Learning โ€” missed cards come back until you master them.

Read the first 7 Business Process Reengineering flashcards as text
  1. Which phase of a BPR project involves identifying which processes are most critical and should be reengineered first?

    Answer: Process prioritization

    Process prioritization evaluates which processes offer the highest impact and strategic value for reengineering efforts.

  2. What role does an 'as-is' process map play in BPR?

    Answer: It documents the current process to identify inefficiencies and improvement opportunities

    The as-is map captures the current state, helping teams identify waste, bottlenecks, and areas ripe for reengineering.

  3. In BPR, the 'to-be' process model represents:

    Answer: The future redesigned process after reengineering

    The to-be model describes the redesigned process that the organization aims to implement.

  4. Which of the following best describes 'process fragmentation' that BPR seeks to eliminate?

    Answer: Work divided among multiple people and departments creating handoff delays and errors

    Fragmented processes create handoffs, delays, and errors; BPR consolidates fragmented steps to streamline work.

  5. What is the significance of executive sponsorship in a BPR project?

    Answer: It provides the authority, resources, and organizational commitment needed to overcome resistance

    Without strong executive sponsorship, BPR initiatives lack the authority to mandate cross-functional changes and often fail.

  6. Which of the following is an example of 'work compression' in BPR?

    Answer: Combining sequential tasks so they can be performed in parallel or by one person

    Work compression reduces cycle time by parallelizing or integrating tasks that were previously performed in sequence.

  7. Which of the following best describes the role of IT in enabling BPR according to Davenport?

    Answer: IT acts as a disruptive force that enables entirely new ways of performing work

    Davenport viewed IT as an enabler of new process possibilities, not merely an automation tool for old ones.