DEPARTMENT OF ESTATE MANAGEMENT

FACULTY OF ARCHITECTURE, PLANNING AND SURVEYING

PROPERTY MANAGEMENT II (RES558)

TITLE:
THE SIGNIFICANT VALUE AND THE APPLICATION OF BUSINESS PROCESS
RE-ENGINEERING (BPR) TOWARDS PROPERTY MANAGEMENT

PREPARED BY:
1. MUHD HEZRILL BIN MOHD WARI (2017929171)
2. NOOR AFIKA BINTI AHMAD (2017182937)
3. NURUL FADHILAH BINTI YUSOF (2017558263)
4. NURUL HUDA BINTI ABDULLAH (2017581443)

GROUP: AP2254B

LECTURER: Sr. Dr. MASZUWITA ABDUL WAHAB

DATE OF SUBMISSION: 18 OCTOBER 2019

Table of Contents
Acknowledgement ............................................................................. Error! Bookmark not defined.
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Introduction ...................................................................................... Error! Bookmark not defined.
Significant.......................................................................................... Error! Bookmark not defined.
Impact ......................................................................................................................................... 8
Major Steps ...................................................................................... Error! Bookmark not defined.
Key Steps ........................................................................................... Error! Bookmark not defined.
Process .............................................................................................. Error! Bookmark not defined.
Challenges ......................................................................................... Error! Bookmark not defined.
Conclusion ......................................................................................... Error! Bookmark not defined.
References......................................................................................... Error! Bookmark not defined.
ACKNOWLEDGEMENT

Assalamualaikum w.b., First of all, thanks to ALLAH because was give me and my
group members permission, good healthy and because of this we were finish this
assignment of Property Management and then we would like to express our sincere
gratitude to our Lecturer Sr. Dr. Maszuwita Abdul Wahab for the continuous support
of our related research, for his patience, motivation, and immense knowledge.

She has provided valuable opinion, shared his personal experience and also have
provided knowledge, as well as easy to understand especially in the subject of
Property Management as well as guidance in preparing assignment that was given.
Her guidance is absolute essential to the completion of her assignment for further
improvement. We sincerely appreciate the valuable time and attention that she had
spent on us.

Besides, we would like to thank Universiti Teknologi MARA (UITM) for giving us an
excellent opportunity to conduct this assignment. This assignment let us gained a lot
of knowledge. Last but not least, we would like to express our appreciation to all the
effort of each and every member in completing this task where there are willing to
spend their valuable time to complete our task. Without the help from group member,
we would not able to obtain data to finalize our task.
INTRODUCTION

The Business Process Reengineering or BPR is the analysis and redesign

of core business processes to achieve the substantial improvements in its
performance, productivity, and quality. The business process refers to the set of
inserted tasks or activities performed to achieve a stated outcome. Then, business
process reengineering is also the act of re-forming a core business process with the
goal of improving product output, quality, or plummeting costs. BPR seeks to help
companies very reorganize their organizations by focusing on the ground-up design
of their business processes. According to early BPR advocate Thomas H.
Davenport (1990), a business process is a set of rationally related tasks performed to
achieve a defined business outcome. Re-engineering highlighted a holistic focus on
business objectives and how processes related to them, encouraging full-scale
reformation of processes rather than iterative optimization of sub-processes. Business
process reengineering is also known as business process redesign, business
transformation, or business process change management.

BPR’s history began as a private sector technique to

assistance organizations rethink how they do their work in order to improve customer
service, cut operational costs, and become first-class competitors. A key incentive for
re-engineering has been the continuing development and placement of information
systems and networks. Organizations are becoming braver in using this technology to
support business processes, rather than purifying current ways of doing work. The
most distinguished definitions of reengineering are the fundamental rethinking and
radical redesign of business processes to achieve improvements in critical existing
modern measures of performance, such as cost, quality, service, and speed. Next , it
focussing an embraces the imagining of new work strategies, the actual process
design activity, and the application of the change in all its complex technological,
human, and organizational scopes.
 BPR is different from other methods to organization development (OD),
especially the incessant improvement or TQM undertaking, by quality of its aim for
fundamental and essential change rather than iterative improvement. In order to
achieve the major improvements BPR is seeking for, the change of important
organizational variables, and other ways of handling and performing work is often
considered scarce. For being able to gain the attainable benefits fully, the use
of information technology (IT) is considered as a major causal factor. While IT
traditionally has been used for subsidiary the present business functions, it was used
for cumulative organizational efficiency, it now plays a role as enabler of new
organizational forms, and patterns of teamwork within and between organizations.
BPR derives its being from different disciplines, and four major areas can be
recognized as being subjected to change in BPR in an organization, technology,
strategy, and people where a process opinion is used as common agenda for
considering these scopes.

Business strategy is the main function of BPR creativities and the other
dimensions are governed by strategy's covering role. The organization dimension
reproduces the structural elements of the company, such as hierarchical levels, the
arrangement of organizational units, and the delivery of work between them.
Technology is worried with the use of computer systems and other forms
of communication technology in the business. In BPR, information technology is
generally measured to act as enabler of new forms of organizing and cooperating,
rather than supporting existing business functions. The people or human
resources dimension deals with features such as education, training, motivation and
remuneration systems. The concept of business processes is unified activities aiming
at creating a value added output to a customer and the basic fundamental idea of
BPR. These processes are characterized by a number of qualities, process ownership,
customer focus, value adding, and cross-functionality.
THE SIGNIFICANT OF BUSINESS PROCESS RE-ENGINERING(BPR)

There are some of significant of BPR that can be identify. Firstly, BPR can make the
cost reduction. Based on the statement, it can be explain when an organization have
a nicely integrated system, any kind of unproductive activities and unnecessary labour
is eliminated. The effect of this process can reduce the wasted time which is can also
reduced of the cost that involved during the unnecessary activities.

Then, by BPR, an organisation can achieve radical changes in performance such as

measuring in cost, the production period, service and quality. An organisation also can
survey the percent of satisfaction of customers toward the product of the company.
Based on the feedback, an organisation will know what should they do to improve
theirs performance in attracting the customers.

BPR also can boosts competitiveness in the operations network through simpler,
leaner and more productive processes. An organisation can produce variety types of
styles and techniques during competitiveness in the operation such as strategy plan,
operational plan and theoretical plan. From these plans, it can help an organisation to
expand more in the country.

Besides, BPR encourages organisations to abandon conventional approaches to

problem solving and to “think big” which is refer to the revolutionary thinking.
Reenginering can also be define as redesign what actually that the company
approaches. Mostly an organisation will measure the satisfaction of customer or client
toward their product performance. From the feedback, the company will know what
should they do to solve the problem.The slow, cautious process of incremental
improvements leaves many organisations unprepared to compete in today’s rapidly
changing market place. Reengineering helps organisations make noticeable changes
in the pace and quality of their response to customer needs that can be refer as the
break-through improvements.

Moreover, through reengineering, an organisation can be transformed from a rule

driven and job centred organisation structure to a marketing organisation structure that
focusses directly on the customer. Customer and client can help an organisation to
improve their product performance thus the company. This is reason why the customer
and client are important toward the company.
Reengineering often results in radically new organisational designs that can help
companies respond better to competitive pressures, increase market share and
profitability and improve cycle times, cost ratios and quality (organisational renewal).
The major accomplishment of the reengineering effort is the change that occurs in the
corporate culture and the basic principles by which departments operate. Workers at
all levels are encouraged to make suggestions for improvement and to believe that
management will listen to what they have to say. Reengineering will eventually help
the culture in the organisation to evolve from an insular one to one that accepts change
and knows how to deal with it.

In addition, reengineering has helped create more challenging and more rewarding
jobs with broader responsibilities for employees which can be called as job redesign.
The property manager should hire the right staff so that they can adapt with the
environment of the company. This can ensure the organization serves the basic
purpose.
IMPACT OF BPR ON ORGANISATION PERFORMANCE AND CUSTOMER

Although BPR is very effective in controlling cost and improving efficiency, its
implementation is easy to be achieved. Employees are very resistant to this kind of
change thus, it is important to have extensive support from the top management.
Furthermore, there are several impacts of reengineering on customer and company
itself. Impact of BPR can be divided into two categories which is for the organization
and the customer.

The Impact of BPR To The Customer

Firstly, the impact of BPR to the customer is BPR process give the satisfaction to them.
BPR increases the customer satisfaction about the services that are provided such
service in some company that can become more efficient and systematic. Services
that are provide must be performance in all aspects management. For example,
services that provided to the customer are services counter in help desk. The
employee at help desk should give cooperation with the customer therefore it
comfortable and communicate can be relative between the organization and
customers.

The satisfaction of the customers can be measure purchasing of the product and
services. If the demand of product increasing, it show that the customer are satisfied
with the product. The implementing can be doing through the questionnaire that should
be given to the customer about the services. Based on questionnaire the company
can always improve the efficiency and services.

Secondly, BPR can improve the quality of production and the improvement can
increase the purchasing the buyers. BPR motivate the customer loyalty because the
company product is of high quality at affordable prices. Customer are willing to buy the
affordable prices if the product that produce having a high quality. Today, the customer
who high income are buying the product is of high quality. BPR easy to the company
can provide the product which have a high quality. The prices also be main effect to
the product, the customers are really love buying the high quality at affordable prices.
So that, the company should provide it for their satisfaction for them.
The core or outcome aspects is a relational or process aspects between customer
employee relationships of the service. While reliability is largely concerned with the
service outcome, responsiveness, assurance, and empathy are more concerned with
the service process. Customers are not the accuracy and dependability of the
delivered service to the employee, they judge the other service is being delivered are
having high quality. The employee should show a good attitude for the customer so
that dependability relationship between employee and customer can be achieved.

Employee will giving the task which is changing task orientation to process orientation,
that the main focus is put on the customer. This has the advantage that all irrelevant
processes quickly come to the foreground, after which they can easily be removed or
modified. The customer have a power to make it the chose purchasing the quality of
production and give their opinion in any form or media.

Lastly, the impact is about the speed of human resources, production, management,
and others. Customers valued speed, efficiency and easy access to information about
the company products. Speed in every aspects in services is an element of timeliness
in company. Speed is a competitive dimension that enables one to make the desired
product or provide a service very quickly. The company using this process must have
improvement in speed all aspects. Speeding all aspect is improved when the duration
taken for a customer to receive a product or service since the requisition has been
minimized. Customers can judge the organizational service as good or bad depending
on the time spent during consuming a service at an organization. In this regard,
organizations have to make sure that their business processes are effective enough
in order to provide services that delight their customers. The services speed is main
benefits to the customer to easily their deal with the company. Their comfortable is
main point to the company to improve the efficiency of the underlying processes.

The goal of BPR is to modernise outdated processes and that often yields time-saving
results. For example, after performing BPR, the organisation can discover that a
certain process can be carried out by two employees instead of four. It’s important that
the employees themselves provide input and come up with suggestions; after all, they
know better than anyone else how the business processes work.
The Impact of BPR to The Company

The first impact to the company is the BPR can improve the value in the organization.
Business Process Re-engineering has rapidly developed towards a new management.
The inherent business process orientation changes the perspective of international
management from a structural to that of a process view. The re-engineering of
business processes is only one aspect of the management of business processes. In
particular, the re-engineering of international business processes needs special
attention, because the multi-faceted structure of multinational corporations increases
the complexity of business processes, there by influencing the options for redesign.

Business processes can be re-engineered by redesigning the steps, by changing the

logical and temporal sequence of the steps, or by changing any other characteristics
of the process. IT has to be monitored constantly to determine whether it can generate
new process designs or contribute to the performance of a business process. The
breakthrough of BPR is closely connected with IT, which opens new dimensions of
process reorganization. Moreover, those who take the initiative in process
improvement or redesign, influence the role of IT. If the data processing department
initiates the process change, then IT will have more of a generator function for new
process redesigns. If on the other hand, the top management sets off the change
process, then the process will be first restructured and later optimized through IT.

Improve the value of the company because the BPR can increase the efficiencies and
effectiveness in the service and also their productivity. BPR is the one of the business
that can be give the benefits to the company. The meaning of value is about the quality
of human resource that provide the product and services in production. The
employee’s skill is main stronger to the organization in management and production.
The goal of the organization in services and production can be achieved based on
their skill. Other than that, it also refer to the new technology that used in organization.
Property management should always upgrade or alert the new technology in this era
because the competitors in surrounding are advanced in technology management.

Second impact is it more systematic and efficient procedure in the organization

structure. BPR help to the company improving their services and all aspects with the
efficiencies and effectiveness. BPR using the approach for improvement the
organization structure are more systematic and efficient. Organization structure which
have used BPR would be advanced are before, because it improvement all the
structure in management. After change the BPR, the organization structure are
advanced or not based on questionnaire from customer or the quality of production
that provided. BPR can give the dramatic improvements in critical, contemporary
measures of performance, such as cost, quality, service and speed in the business.

Strength and Weakness

Next, the impact to the company or organization based on the strength and weakness.
The strengths and weakness of an organization service can be evaluated in terms of
the relative importance of the services attributes to the customer. The strengths some
property management depend the skill of employee, technology, organization
structure and others that can increase the profit of property. The strength11 of property
management is the target of production, marketing and management achieved. The
property management provides the good and services to the customers and
satisfaction from them are the one of strength in marketing. BPR is improvement
efficiency so that the weakness of an organization can be avoid with changing it. The
property manager are main people to change the improvement in organization.

This helps the organization’s potential within the market as well its potential basing on
the external factors affecting the organization. The strength analysis can be effectively
used in the market, such as its commercial viability, it could also be used as a method
of distributing sales as well as used to offer invaluable information on strategic options
that may involve entering new market.
MAJOR STEP IN BUSINESS PROCESS RE-ENGINERING (BPR)

Process engineering is an advanced process for which a disciplined approach to the

effort is essential. It involves a six major step plan. These steps are included which is
step 1 are state a case for action. The need for change should be effectively
communicated to the employees of the organisation through educational and
communication campaigns. Two key messages to be articulated in state of action is a
necessity for deed and a idea statement. The objectives of reengineering must be in
the form of a qualitative and quantitative vision statement. These objectives include
goals for cost reduction, time-to-market, quality and customer satisfaction levels and
financial indicators. For example, the vision statement by Pos Malaysia in its infancy
was “we will deliver the package by 10.30 a.m. the next morning”. The CEO of the
company are also in charge for communicating the vision statement first to the senior
management and then to the rest of the firm. A senior management steering
committee that includes the CEO typically champions the change process, sets goals,
assigns resources and expedites progress.

Second step for Business Process Reengineering (BPR) recognize all the major
processes in the firm should be initially identified and few processes should be
selected for reengineering. It can follow by the questions that define the criteria for
selecting processes for reengineering like the processes are critical to accomplishing
company strategy and have the greatest impact on the company’s customer, another
question can the company or business continuous improvement deliver the required
improvements and also how the process obsolete antiquated or the technology used
outdated in the organization. Response to these questions can be weighted in
accordance with the company’s need for improvement. The selected process should
have a manageable reengineering project scope with well-defined process boundaries

Evaluate enablers is the third step that can include in Business Process Reengineering
(BPR). Evaluate enablers more about information technology and
human/organisational issues act as enablers of the reengineering process.
Technology evaluation has now become a core competency required of all companies.
Companies should develop the ability to evaluate current and emerging information
technology and identify creative application to redesign their existing processes. The
current organisational culture should also be evaluated in light of the impending
change to be brought about by reengineering. Participative and customer-oriented
cultures that have evolved from the quality revolution provide a suitable environment
for further change. But the magnitude of change created by process redesign makes
the management of change a necessity. Issues of measurement and compensation,
career paths, work enrichment and new skills training should be addressed (Smriti
Chand, 2011)

After did evaluate enablers, we must know and understanding the current process by
making use of process evaluation techniques such as flow charts, fishbone diagrams
and quality function deployment. The purpose is to create a new, radically better
process. The current process must be studied to understand the activities which are
essential to completion. All activities can be classified into three types which is value
adding work, non-value adding work and waste. Value adding work consists of all of
the activities that create the goods and services that customers want. For example, if
a customer’s order has to be executed, value adding activities include inventory
allocation, picking, packing, route planning and shipping. Waste work is work whose
absence would not be noticed by the customer and waste also work needs to be
eliminated. For Non-value adding work is the glue that binds the value-adding work in
conventional processes. It is mainly the administrative overhead by the reporting,
checking, supervising, controlling, reviewing and coordinating. The final major step
that can include in the Business Process Reengineering (BPR) is implement the
reengineered process. This step more about leadership which is critical to the
application process additionally to the whole reengineering exertion. Process
engineering teams are typically responsible for implementing the new designs.
However, support and buy-in from line managers are crucial to success. Training
employees in additional skills needed to perform in the new environment is also
essential.
KEY STEPS INVOLVED IN BUSINESS PROCESS RE-ENGINERING(BPR)

Define Objectives and Framework

First of all, the objective of re-engineering must be defined in the quantitative and
qualitative terms. The objectives are the end results that the management desires after
the reengineering. Once the objectives are defined, the need for change should be
well communicated to the employees because, the success of BPR depends on the
readiness of the employees to accept the change.

Identify Customer Needs

While, redesigning the business process the needs of the customers must be taken
into prior consideration. The process shall be redesigned in such a way that it clearly
provides the added value to the customer. One must take the following parameters
into the consideration such as type of customer and customer groups, customer’s
expected utilities in product and services customer requirements, buying habits and
consuming tendencies and lastly, customer problems and expectations about the
product or service.

Study the Existing Process

Before deciding on the changes to be made in the existing business process, one must
analyze it carefully. The existing process provides a base for the new process and
hence “what” and “why” of the new process can be well designed by studying the right
and wrongs of the existing business plan.

Formulate a Redesign Business Plan

Once the existing business process is studied thoroughly, the required changes are
written down on a piece of paper and is converted into an ideal re-design process.
Here, all the changes are chalked down, and the best among all the alternatives is
selected.
Implement the Redesign

Finally, the changes are implemented into the redesign plan to achieve the dramatic
improvements. It is the responsibility of both the management and the designer to
operationalise the new process and gain the support of all.

Thus, the business process reengineering is collection of interrelated tasks or activities

designed to accomplish the specified outcome.
CHALLENGES INVOLVED IN BUSINESS PROCESS RE-ENGINERING(BPR)

In today’s challenging economic climate, many organizations have come to realize that
improved quality is an essential entry ingredient for successful global competition.
Business process re-engineering (BPR) has become a best quality improvement tool
designed to improve organizational performance and quality in order to sustain a
competitive edge in this global manufacturing era. This article examines Business
process reengineering as quality improvement tool mostly used in the manufacturing
organizations.

Firstly, the challenges are wrong direction and irregularity in application of BPR cannot
trigger an instant competitive advantage because it only focus to the improvement
efficiency to the organization and customers. For visible growth, the process must be
followed through and through therefore should be achieve that improvement. But, that
does not mean that BPR works in every process of the organization because some
reengineering is unsuitable for many. Furthermore, when the company is able to
achieve its benchmark once, the BPR practice shall not be discontinued. An irregular
BPR process hinders the many opportunities and growth that it comes with. The
objectives and expectations must be set and made more explicit.

Secondly, the challenges is the employee less inadequate knowledge. The team must
be clear on why and apparent on where to implement the reengineering processes
because some of the employee did not alert about the information that be given. This
furthermore needs a proper prioritization of business process for reengineering. The
employees must have appropriate knowledge for performing BPR, retouched with
substantial Business Process Re-Engineering training programs. The implementation,
if done on wrong processes, is an utter waste of resources. This process can make a
long term to achieved the target if the employee in adequate. With proper training,
guidance, and knowledge transfer, the business will see the correct process
implementation. Based on training from the employee, the property management can
analyse is that the BPR can be achieved their target or goals.

Next, the challenges of BPR is unsuited team insulation in organization structure. A

well-defined team must be put on a constant look-out for any updates on all of its
processes for Reengineering practice. The team should have not only proper
knowledge but also include correct employee for both operation and management.
The human resource should have proper knowledge so that can be provided in
management. Other than that, showing the skill that they having in organization. The
team must be adequately structured and at least add a senior and operations manager
having the right set of business process knowledge and expertise. So that, the others
employee have their leader to make the any decision in organization. The team is thus
completed with suitable engineers for every single field. For example, the
manufacturing to technology, working under constant supervision in the set direction.

Other than that, the challenges of BPR is unsound analysis and lack support from the
property managers and also the teams. The process BPR must be established and
adequately analyzed beforehand so that it can be avoid by the problems. The data
and information essential for the procedure must be fully accessible to the team
therefore some information did not practice. Also, the team must be clear on what to
analyze and prioritize for coordinated work without wasting any precious time. The
work must be relevant and free of any superficial knowledge. More than how the
particular task is done, the team first needs to be more transparent on why it is required
for that specific process.

Lastly, the challenge of BPR is insufficient and incorrect placement of resources

whether internal or external resources. The lack of essential resources for a business
process reengineering, in the first place, is enough to break off the engagement
between the organization and the reengineering process. When required, the proper
resources must be readily available to the process in force at the right time. The skilled
human resources, adequate budgeting/funding, correct set of BPR tools, knowledge
directory and experience in the system in and out, availability and timely approval; all
of these must be on- all set and ready to go.

Furthermore, even with the correct knowledge package and employees, the
businesses face failures in channeling the Business Process Reengineering Steps.
The team should be dedicated to the process and know how to prioritize their time and
methods. Moreover, when a decision is made, not just the selected BPR team is
responsible for the results but the organization as well. The ingredients to failure
include; lack of organizational readiness for change, lack of intent to move past the
traditional methods and comfort zone, problems in commitment, planning, and
leadership. Employees in the firm should not be skeptical and apprehensive towards
the BPRE success and must be educated too and form a better understanding of the
organization.
CONCLUSION

In the first part of this assignment the meaning Business Process Reengineering
(BPR) is analysed. In more details, it is outlined how business processes might be
reengineered to improve company or organizational performance. In conclusion,
successful BPR can potentially create considerable improvements in the way
organizations do business and can actually produce fundamental developments for
business processes. These enhancements can be sensed in terms of effectiveness,
income, time saving, etc…

However, in order to achieve that, there are some key success factors that must be
taken into consideration. BPR success factors are a collection of lessons learned from
reengineering projects and from these lessons common themes should have
emerged. Organizations planning toundertake BPR must show commitment, and
practice effective change management in order to ensure that their reengineering
related change efforts are comprehensive, well-implemented and have a minimum
chance of failure.

In addition, the ultimate success of BPR depends on the human factor. The people
who are involved in a BPR project must be committed, motivated, creative, and must
work coherently to analyze all aspects of the business needs. They need to apply their
detailed knowledge to the reengineering initiative and consciously suggest and
implement improvements. Last but not least, the proper implementation and
governance of the output of BPR, i.e. new processes and procedures, need to be
applied by the adequate IT
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