Project management keeps reengineering on the right path
Although Michael Hammer and James Champy's popular book, Reengineering the Corporation, has spurred numerous business process reengineering (BPR) efforts in recent years, the BPR approach has often failed, in part because project management disciplines have not been consistently applied. This article proposes that BPR efforts be supplemented with the four major functions of project management: leading, planning, organizing, and controlling. Leading involves both the involvement and support of top management and often requires a cross-functional orientation. Planning includes scheduling as well as clearly defining project goals and tasks. Organizing is the process of assigning clear-cut responsibilities and coordinating resources and personnel. Controlling means managing change and anticipating project uncertainties.