Research on the relationship between business proc

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Research on the relationship between process reengineering and enterprise project management

1. Introduction

1.1 process reengineering

the so-called "process reengineering" is to redesign the operation, management and operation mode of enterprises with the workflow as the center. In order to adapt to the new world competitive environment, enterprises must abandon the established business model and working methods, and redesign their business, management and operation methods with workflow as the center

a successful business process reengineering will contribute to the successful completion of certain goals or tasks, the refinement of the internal division of labor, and the clear implementation of human's with the rapid development of electro-hydraulic servo technology, electro-hydraulic proportional technology, microelectronics technology, computer technology and modern control technology, which will contribute to the rational use of time and improve efficiency

1.2 enterprise project management

enterprise project management is that enterprises use project management as a management mode, through the reasonable organization or reorganization of various activities in the enterprise, including the processes of various business activities of production and nuclear, so that they can be managed by using project management methods and nuclear technology, so as to realize the efficient planning, organization, coordination and control of various activities in the organization, Finally, the strategic objectives of the organization can be achieved efficiently and successfully. The project-based management of enterprises has included the traditional operation management and the goal of continuous improvement

a direct result of the introduction of project-based management in enterprise organizations is to improve the management and control of organizational objectives, simplify the complexity of management, and improve management and organizational performance

2. The theoretical connection between process reengineering and enterprise project-based management

2.1 the same background

since the 1960s, the technological revolution has made great changes in the business environment and mode of operation of enterprises, while the long-term low economic growth in western countries has made the market competition increasingly fierce, and enterprises are facing severe challenges from customer dominance, competition methods and means, and market changes. Under these challenges, the traditional enterprise operation mechanism and organization mechanism have been strongly impacted by t= (p/f) *sin a, which is difficult to adapt to the changes of the market environment, and the phenomenon of "big enterprise disease" has appeared: low work efficiency, rigid organization, overstaffed organization, lack of flexibility, high sales cost, neglect of user satisfaction, etc. in this situation, the use of advanced technology can no longer fundamentally solve these shortcomings, Nor can we give full play to the great potential of advanced technology. Under this background, the theory of process reengineering came out and became an effective method to solve the above problems

with the rapid development of science and technology and information technology, the pace of time is faster and faster, production and business activities are more project-based, and the resulting time pressure increases, market competition intensifies and management complexity, all of which make the traditional organization structure and production organization mode that are originally suitable for stable production and business activity processes face great challenges. People get inspiration from the software engineering technology founded in the 1980s: by adopting modular program structure to replace the previous disordered goto statements, the development efficiency and reliability of large-scale complex software systems are greatly improved. The modular programming technology in software engineering is applied to the internal management of enterprises and organizations, thus giving birth to enterprise project management

in a word, both process reengineering and enterprise project-based management are caused by the fact that traditional functional enterprises can not adapt to the modern business environment well, resulting in many problems. In order to change the current business situation, they have the same background

2.2 the requirements for human resources are the same

business process reengineering requires that employees of enterprises are generalists, not professionals. When people from different positions form task teams, each member must be proficient in his own work and understand the work of others, so as to strengthen mutual understanding and communication in the process of jointly solving problems. The redesign and construction of workflow can re integrate the over divided processes. Sometimes, employees need to be able to complete tasks with multiple skills independently. At the same time, employees are fully aware of their own abilities, pursue the realization of their own values, and enhance their sense of enterprise

enterprise project management requires team members from all departments of the enterprise to cooperate sincerely and take achieving the project objectives as the work center. Project members are required to be proficient in their own work, and also to understand the overall work of the project team and the environment faced by the project, so as to work together to achieve the project objectives. As a work unit, the project team has clear work objectives, It strengthens the hearts of project members

One of the core of project management is that the project manager must be authorized to operate the project effectively. In enterprise project management, the Department Manager should be evaluated not only for his functional performance, but also for his performance as a project manager

one of the functions of process reengineering is to clarify the executor. On the one hand, he is responsible for the task or goal completed, on the other hand, he is responsible for commanding and coordinating the work and behavior of people in various positions, work links and work steps in his process, so as to complete the work tasks and goals more effectively

from the above analysis, it can be seen that the requirements for personnel of enterprises and enterprise project-based management after process reengineering are basically the same

2.3 similar implementation objects

the main task of process reengineering is to thoroughly redesign the enterprise process, so that the enterprise can change from the function oriented type to the process oriented type, and its transformation object is the enterprise process. Enterprise project management is to reasonably organize or reorganize the processes of various activities in the enterprise, including various business activities of nuclear production

the implementation object of the former is the enterprise process, and the implementation object of the latter is the various activities of the enterprise, but its real meaning is that the basic structure of the enterprise will be a process/project

2.4 the same driving force

the essence of business process reengineering emphasizes the driving force of customers' needs, and one of the core of enterprise project management is to take customers' needs as the center. The starting point of both is "customers' effective needs" and respond to customers' needs quickly. Therefore, customers' influence is increasing, and power is transferred from internal to external customers

The goal of process reengineering is to make a great leap in enterprise performance and performance, and the ultimate goal of enterprise project management is to improve management and organizational performance. The former is to adjust the functional organization of the enterprise, straighten out the management process, and fundamentally change the organizational performance of the enterprise. The latter is to carry out project management training in the existing organizational structure to form a project centered team cooperation atmosphere. By setting up the corresponding organizational structure and performance evaluation indicators, it is possible to decompose tasks, manage the tasks of cross department cooperation according to the project, and constantly improve the management level of the enterprise, Make the competitiveness and efficiency of enterprises continue to improve

3. Comparison of practical applications

in 1999, Haier implemented a business process reengineering model linked by the market chain. Haier's "market chain" mainly refers to the introduction of the interest adjustment mechanism in the market into the enterprise based on Haier culture and OEC management mode. Under the macro-control of the group, the business relationship between the upper and lower processes, upper and lower processes and positions within the enterprise is transformed from the original pure administrative mechanism into an equal buying and selling relationship, service relationship and contractual relationship, Through these relationships, the external market orders are transformed into a series of internal market orders, forming a business chain with orders as the center, the upper and lower processes and positions biting each other, and self-adjusting operation. Haier's move transformed the linear functional structure into a parallel process network structure, formed a large market chain closely linked to the market, optimized the allocation of management resources and market resources, improved the efficiency and flexibility of the enterprise management system from the structural level, strengthened the market adaptability of the enterprise, and promoted the sustainable development of the enterprise

Since 2000, Tianshili Pharmaceutical Co., Ltd. has fully implemented enterprise project management. The enterprise will grade and allocate resources according to certain standards around the project groups and project groups of strategic development, manage the projects according to the priority of the projects, and carefully design the reward and performance evaluation system to encourage project management, which is supported and implemented by the corresponding organizations, It has created an organizational operation structure that enables employees to be proactive, and standardized the norms and processes of project information management. Through project management, the enterprise has greatly improved its management quality in planning, organization, control, team work, communication and so on. Therefore, since the implementation of project-based management, the company has continuously maintained the learning and innovation ability of the enterprise, continuously improved the management level of the enterprise, and continuously improved the competitiveness and efficiency of the enterprise

from the examples of process transformation and enterprise project management, we can see that they have the same effect. In comparison, both of them are to carry out process standardized management of the work in the enterprise, set goals for the work in advance, and strive to achieve the goals through corresponding assurance means, solving the problems of slow response to the market, difficult coordination, and poor information flow. At the same time, it should also be noted that the workflow centered operation mode of process reengineering has not yet defined the concept of project management. In the operation of enterprises, process management is only carried out in the unit of process, ignoring the realization of the overall goal of the enterprise, and the idea of project management is not applied to the enterprises of process reengineering. With the gradual increase of various processes of the enterprise, various resources of the enterprise are limited, Enterprises inevitably require to solve the priority and resource allocation of processes, that is, projects. Enterprise project-based management has certain advantages in dealing with this problem. At the same time, the particularity of each process of process implementation can make it project-based. Project-based management will be the inevitable way out after enterprise process reengineering. At the same time, if the process reengineering is supplemented by a clear concept of project management, it will contribute to the successful implementation of process reengineering

4. Conclusion

through the above analysis, theoretically, process reengineering and enterprise project-based management have the same or similar points in the production background, human requirements, implementation objects, driving forces and objectives. Before implementing process reengineering, enterprises should implement project management training for employees and clarify the concept of project management, which will ensure the success of process reengineering from the aspects of organizational structure, personnel thought and so on. The case analysis shows that the enterprise after process reengineering is the hazy stage of project management in enterprise application. The enterprise after process reengineering and the enterprise under project management are similar and consistent in operation mode and production effect, but the resources of the enterprise are limited. With the development of the enterprise, the enterprise after process reengineering will inevitably require the guidance of project management theory, and the enterprise project management mode will be the inevitable requirement of enterprise development. (end)

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