Organizational Change and ERP: OPM3, BPR, and BPM Analysis Report

This report delves into Enterprise Resource Management (ERP), focusing on key concepts such as OPM3 (Organizational Project Management Maturity Model), BPR (Business Process Re-engineering), and BPM (Business Process Management). It examines the importance of these concepts in addressing ERP-related issues, including project management, business process upgrades, and overall business process organization. The report explains OPM3's role in determining best practices for project management, BPR's approach to rethinking business processes for competitiveness, and BPM's function in organizing business activities for efficiency. Furthermore, the report highlights the appropriate application of each concept, emphasizing when to use OPM3, BPR, and BPM based on specific business needs, such as restructuring projects, upgrading processes, or organizing activities for cost, time, and energy efficiency. The report also emphasizes the importance of organizational commitment and change management during ERP implementation, as senior management's support is crucial for overcoming resistance and achieving success. This report provides a comprehensive understanding of these essential topics in the context of ERP systems and organizational change.

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There are various issues related to ERP, which include issues related to project
management, business process upgrades and even organizing business processes. For this
purpose, OPM(3), BPR and BPM are few concepts related to ERP that have to studied
thoroughly for tackling such ERP issues.
OPM(3) is a model used to improve the way in which a business does a certain activity.
BPR is aimed at rethinking a business’s business process altogether for staying competitive.
BPM on the other hand involves organizing business activities effectively and efficiently.
OPM(3) is a model that is helpful in determining the best practices that would be able to make
the best strategies for project management, by making sure that the main thing that has to be
done is to ensure knowledge of the best practices that exist in undertaking a specific project,
assessment of the business’s current capabilities and identifying strengths and weaknesses
against this practice, and finally improving based on that.
BPR is business process re-engineering, in which, the idea is to come up with an effective
business process altogether, by documenting current process, proposing new process, testing the
new process, evaluating the process and continuing the cycle unless the best applicable process is
established. BPM is business process management, in which, the idea is to simply organize and
file the tasks related to a business process, for a more effective and organized workflow.
OPM(3) is a model that is best suited in situations that require rethinking and
restructuring of a business’s certain way of doing a project or an activity. BPR has to be applied
in situations where a business process has to be upgraded for the purpose of staying competitive,
or when a certain business process is proving to be inefficient. BPM on the other hand has to be

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applied in situations that require proper organization of business activities, for the purpose of
doing business in a cost, time and energy efficient manner.

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BIBLIOGRAPHY
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Van Der Aalst, W.M., La Rosa, M. and Santoro, F.M., 2016. Business process management.