A key characteristic of Business Process Reengineering ( BPR ) is the focus on business processes.

* Two cars featured on the game are based on real life racecars: the Porker 2 is based on the Konrad Motorsport Porsche 993 GT2 from the BPR Global GT Series, and the Tashita2 is based on the Hasemi Sport Unisia JECS Nissan Skyline GT-R from the Group A era JTCC series.

The 1990s Porsche 911 GT2 based on the 993 is also a successor to the 935, but BPR series and FIA GT rules required a higher weight, and intake restrictors limited power to 550 hp, less than the first 935 / 76.

Business process reengineering ( BPR ) is an approach aiming at improvements by means of elevating efficiency and effectiveness of the processes that exist within and across organizations.

# BPR — business process reengineering, a management approach aiming at ' clean slate ' improvements ( That is, ignoring existing practices ).

More recently, the concept of Business Process Management ( BPM ) has gained major attention in the corporate world and can be considered as a successor to the BPR wave of the 1990s, as it is evenly driven by a striving for process efficiency supported by information technology.

Equivalently to the critique brought forward against BPR, BPM is now accused of focusing on technology and disregarding the people aspects of change.

BPR is different from other approaches to organization development ( OD ), especially the continuous improvement or TQM movement, by virtue of its aim for fundamental and radical change rather than iterative improvement.

In order to achieve the major improvements BPR is seeking for, the change of structural organizational variables, and other ways of managing and performing work is often considered as being insufficient.

BPR derives its existence from different disciplines, and four major areas can be identified as being subjected to change in BPR-organization, technology, strategy, and people-where a process view is used as common framework for considering these dimensions.

Business strategy is the primary driver of BPR initiatives and the other dimensions are governed by strategy's encompassing role.

In BPR, information technology is generally considered as playing a role as enabler of new forms of organizing and collaborating, rather than supporting existing business functions.

BPR can potentially impact every aspect of how business is conducted today.

The promise of BPR is not empty ; it can actually produce revolutionary improvements for business operations.

Otherwise, BPR is only a short-term efficiency exercise ( Berman, 1994 ).

Since BPR can involve multiple areas within the organization, it is extremely important to get support from all affected departments.

Top management must recognize the need for change, develop a complete understanding of what is BPR, and plan how to achieve it ( Motwani, et al., 1998 ).

Convincing every affected group within the organization of the need for BPR is a key step in successfully implementing a process.

Another important factor in the success of any BPR effort is performing a thorough business needs analysis.

Change management, which involves all human and social related changes and cultural adjustment techniques needed by management to facilitate the insertion of newly-designed processes and structures into working practice and to deal effectively with resistance ( Carr, 1993 ), is considered by many researchers to be a crucial component of any BPR effort ( Towers, 1996 ).

One of the most overlooked obstacles to successful BPR project implementation is resistance from those whom implementers believe will benefit the most.

Organizational culture is a determining factor in successful BPR implementation ( Zairi & Sinclair, 1995 ).

Implementing BPR successfully is dependent on how thoroughly management conveys the new cultural messages to the organization ( Campbell & Kleiner, 1997 ).

This digital interaction consists of governance, information and communication technology ( ICT ), business process re-engineering ( BPR ), and e-citizen at all levels of government ( city, state / provence, national, and international ).

At the end of the 1980s and early 1990s the Martin thread incorporated rapid application development ( RAD ) and business process reengineering ( BPR ) and soon after also entered the object oriented field.

Business 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, cut operational costs, and become world-class competitors.

Some BPR researchers have focused on key factors in the BPR process that enabled a successful outcome.

Getting enterprise wide commitment involves the following: top management sponsorship, bottom-up buy-in from process users, dedicated BPR team, and budget allocation for the total solution with measures to demonstrate value.

The determinants of an effective BPR team may be summarized as follows: competency of the members of the team, their motivation ( Rastogi, 1994 ), their credibility within the organization and their creativity ( Barrett, 1994 ), team empowerment, training of members in process mapping and brainstorming techniques ( Carr, 1993 ), effective team leadership ( Berrington & Oblich, 1995 ), proper organization of the team ( Guha, et al., 1993 ), complementary skills among team members, adequate size, interchangeable accountability, clarity of work approach, and specificity of goals ( Katzenbach & Smith, 1993 ).

The most effective BPR teams include active representatives from the following work groups: top management, business area responsible for the process being addressed, technology groups, finance, and members of all ultimate process users ’ groups.

In this analysis phase, a series of sessions should be held with process owners and stakeholders, regarding the need and strategy for BPR.

BPR is not a recipe for successful business transformation if it focuses on only computer technology and process redesign.

Anticipating and planning for risk handling is important for dealing effectively with any risk when it first occurs and as early as possible in the BPR process ( Clemons, 1995 ).

Workflow modelling, business process modelling, business process reengineering ( BPR ), and concurrent engineering all aim toward identifying and providing the information needed in the enterprise operation.

Early BPR literature identified several so called disruptive technologies that were supposed to challenge traditional wisdom about how work should be performed.

Many unsuccessful BPR attempts may have been due to the confusion surrounding BPR, and how it should be performed.

The BPR team should be mixed in depth and knowledge.

The business needs analysis contributes tremendously to the reengineering effort by helping the BPR team to prioritize and determine where it should focus its improvements efforts ( Dooley & Johnson, 2001 ).

They require heating before the magnetic orientation of a bit can be changed ; and bit-patterned recording ( BPR ).

The Secretary of the Joint Board, BPR official E. W. James, went to Detroit to gain LHA support for the numbering scheme, knowing it would be hard for smaller road associations to object if the LHA publicly supported the new plan.

The CATS has long used a function different from that used by the BPR, but there seems to be little difference between results when the CATS and BPR functions are compared.

Some important BPR success factors, which will be discussed in further details later, include, but are not limited to the following:

Before any BPR project can be implemented successfully, there must be a commitment to the project by the management of the organization, and strong leadership must be provided ( Campbell & Kleiner, 1997 ).

Once organization wide commitment has been secured from all departments involved in the reengineering effort and at different levels, the critical step of selecting a BPR team must be taken.

Moreover, Covert ( 1997 ) recommends that in order to have an effective BPR team, it must be kept under ten players.

Those items that seem unnecessary or unrealistic may be eliminated or modified later on in the diagnosing stage of the BPR project.

BPR projects that are not in alignment with the organization ’ s strategic direction can be counterproductive.

BPR must be accompanied by strategic planning which addresses leveraging IT as a competitive tool ( Weicher, et al., 1995 ).

However, in order to achieve that, there are some key success factors that must be taken into consideration when performing BPR.

In addition, the ultimate success of BPR depends on the people who do it and on how well they can be committed and motivated to be creative and to apply their detailed knowledge to the reengineering initiative.