What are the most common risks of BPR projects?

1 Resistance to change

One of the biggest challenges of BPR projects is overcoming the resistance to change from the employees, managers, customers, and other stakeholders who are affected by the process transformation. Resistance to change can stem from various factors, such as fear of losing jobs, skills, power, or status, lack of trust or communication, attachment to existing routines or culture, or perceived threats to values or identity. Resistance to change can derail a BPR project by causing delays, conflicts, errors, or sabotage. To prevent or reduce resistance to change, you need to involve the stakeholders in the BPR project, communicate the vision and benefits of the change, provide training and support, and reward and recognize the change agents and adopters.

2 Unrealistic expectations

Another common risk of BPR projects is setting unrealistic expectations about the scope, timeline, budget, and outcomes of the process redesign. Unrealistic expectations can result from poor planning, analysis, or estimation, as well as from excessive optimism, pressure, or hype. Unrealistic expectations can lead to disappointment, frustration, or failure when the BPR project does not deliver the desired results or faces unexpected challenges or trade-offs. To avoid or correct unrealistic expectations, you need to define the scope and objectives of the BPR project clearly, conduct a thorough analysis of the current and future state of the processes, use realistic and data-driven assumptions and projections, and monitor and adjust the BPR project as needed.

3 Lack of alignment

A third common risk of BPR projects is lack of alignment between the process redesign and the organization's strategy, culture, structure, systems, and people. Lack of alignment can occur when the BPR project is not aligned with the organization's vision, mission, goals, or values, or when the BPR project creates conflicts or gaps between the different elements of the organization. Lack of alignment can undermine the effectiveness, efficiency, or sustainability of the process redesign, as well as the commitment, cooperation, or satisfaction of the organization's members. To ensure or improve alignment, you need to align the BPR project with the organization's strategy, culture, structure, systems, and people, and address any potential or actual misalignments or inconsistencies.

4 Technology issues

A fourth common risk of BPR projects is technology issues, such as technical complexity, compatibility, reliability, security, or usability. Technology issues can arise when the BPR project involves the adoption, integration, or modification of new or existing technologies that support or enable the process redesign. Technology issues can hamper the BPR project by causing technical difficulties, errors, failures, or breaches that affect the process performance, quality, cost, or customer satisfaction. To prevent or resolve technology issues, you need to assess the technology requirements and capabilities of the BPR project, select and implement the appropriate technologies, test and troubleshoot the technologies, and train and support the technology users.

5 Unintended consequences

A fifth common risk of BPR projects is unintended consequences, such as negative impacts, side effects, or trade-offs that result from the process redesign. Unintended consequences can emerge when the BPR project affects or interacts with other processes, functions, or stakeholders that are not part of the BPR project, or when the BPR project triggers unforeseen or unintended reactions or behaviors from the process participants or beneficiaries. Unintended consequences can harm the BPR project by reducing the net benefits, creating new problems, or eroding the stakeholder support or satisfaction. To avoid or minimize unintended consequences, you need to anticipate and evaluate the potential impacts, side effects, or trade-offs of the BPR project, and take preventive or corrective actions as necessary.

6 Project management issues

A sixth common risk of BPR projects is project management issues, such as poor planning, execution, monitoring, or control of the BPR project. Project management issues can occur when the BPR project is not managed effectively or efficiently by the project team, sponsors, or stakeholders, or when the BPR project faces internal or external challenges or changes that affect the project scope, schedule, budget, or quality. Project management issues can jeopardize the BPR project by causing delays, overruns, errors, or failures that compromise the process redesign or its outcomes. To prevent or overcome project management issues, you need to apply sound project management principles and practices to the BPR project, such as defining the project scope, objectives, deliverables, and milestones, assigning roles and responsibilities, allocating resources, managing risks and issues, tracking and reporting progress, and ensuring quality and compliance.

7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?