A business process review (BPR) project is a great way to evaluate your company’s software capabilities, both as prep-work for a larger project and as a standalone review, as it gives you a holistic view of your organization’s JD Edwards software. But when should you do a JDE business process improvement review? Here are three scenarios that we feel necessitate a thorough look at your software.
Any software or replatforming project
Quite simply, if you’re starting a major software project, whether it’s a JD Edwards EnterpriseOne upgrade, replatform, or implementation, you would have to be crazy to not run a business process improvement check or audit. At its core, a BPR allows you to identify all of the software components that are currently in play in your organization, how they interact with each other, and what purpose they serve. It maps out the “as-is” version of your business so that you can determine the “to-be” version on the new platform.
A JD Edwards BPR will highlight all of your business processes, including those that could be streamlined or eliminated with the new software. Identifying those needs before the JDE project kicks off will allow you to plan ahead for any modifications or customizations that will be required to meet your business needs.
Mergers and acquisitions
When two companies merge or one acquires another, a business process review is crucial. Typically, a BPR will be run on the company that is being purchased so that the new parent company can get a clear idea of how the acquired company operates. From there, the company doing the purchasing can decide how the acquired company slots into their organization, or if they want to leave this new acquisition to run on its own.
If your business has seen any sort of drastic growth, whether that’s due to a merger or acquisition or simply your business really taking off, a BPR will help you establish your new baseline and figure out where you can improve your operations.
Another scenario that warrants a BPR is if your company has split or part of it has been sold off. You should run a BPR on the remaining part of your organization to evaluate what is left, what has changed, and how you will need to adjust.
Staff growth or change
Whether you’ve had a lot of recent turnover or have just added a slew of new team members, onboarding your new staff can be tricky. That’s why we recommend running a BPR when you experience any significant staff changes.
In this case, a BPR is a good way to document your business processes and lay the foundation for your team. It’s an opportunity for your staff to get together and go over how things get done. A BPR is great training for new staff members, as it helps them understand how your company runs and who the key players are. It can also give you a look at the training needs of your existing staff.
Essentially, a BPR is an insurance policy for staff turnover. With all business processes documented, you will be able to onboard new staff much faster.
Running a business process review in any of these scenarios will help you organize your business processes and prepare you for the challenge ahead. Contact our team to get started.