title: Important factors for success in hospital BPR project phases.
abstract: OBJECTIVE
  Business process reengineering (BPR) is touted in the literature as the dramatic improvements necessary for competitiveness, but in practice there are many unsuccessful cases. A more systematic and rigorous factor-assessment deemed important to each BPR phase and overall project success is needed. This paper aims to assess the extent to which proposed success factors in a hospital contribute to each BPR phase's success..
  
  
  METHODS
  Based on the relevant literature, desirable results from each project phase were defined. Overall project success was defined as the benefits hospital managers derive from BPR according to manager opinions. A total of 192 hospital administrators shared their last BPR experience, where changes were operational for at least one year.
  
  
  RESULTS
  Recommendations are made for hospital managers to focus attention and resources on factors important to BPR success. Hospital managers are not emphasizing the most important activities and tasks recommended in the BPR literature, such as changes to customer/market related business processes, every business activity's value-added element and applying the right innovative technology. Based on the whole findings, top managers should not engage BPR before ensuring that important success factors are present.
  
  
  CONCLUSIONS
  While many researchers identified and/or tested factors important to BPR success, this is the first study to explore BPR success factors' importance to each project phase, from inception to overall project success assessment phase.
authors.affiliation: Social Medicine Department, University of Sao Paulo Medical School, Ribeirao Preto, Brazil.
authors.forename: Mariado Carmo
authors.initials: MC
authors.lastname: Caccia-Bava
authors.affiliation: Social Medicine Department, University of Sao Paulo Medical School, Ribeirao Preto, Brazil.
authors.forename: Valerie C K
authors.initials: VC
authors.lastname: Guimaraes
authors.affiliation: Social Medicine Department, University of Sao Paulo Medical School, Ribeirao Preto, Brazil.
authors.forename: Tor
authors.initials: T
authors.lastname: Guimaraes
mesh_terms: D001291:Attitude of Health Personnel; D020811:Biomedical Technology / Q000592:standards / Q000639:trends; D016542:Chief Executive Officers, Hospital; D017598:Efficiency, Organizational; D006739:Hospital Administration / Q000379:methods* / Q000592:standards; D006801:Humans; D007318:Inservice Training / Q000379:methods / Q000458:organization & administration / Q000592:standards; D007857:Leadership; D019982:Organizational Case Studies; D009936:Organizational Innovation; D018802:Patient-Centered Care / Q000458:organization & administration* / Q000592:standards; D010564:Personnel, Hospital / Q000193:education* / Q000592:standards; D058996:Quality Improvement / Q000458:organization & administration; D011795:Surveys and Questionnaires