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  Characteristics of SPRINT

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What are the characteristics of SPRINT?

Primarily SPRINT offers a series of techniques and tools for re-engineering. However, a SPRINT practitioner must recognise that the methodology does not provide an exact recipe for success. The cornerstone of any SPRINT project is the freedom to think radically and adopt new ways of working.

In this respect SPRINT offers a well-balanced view of the world, following a methodology but adopting creativity and innovation.

Consider the following themes to get a fuller flavour of SPRINT:

Breadth of vision: The methodology is inclusive. It seeks to identify different stakeholders in a change programme. The stakeholders are included in the change programme in order to appreciate the complexity of the problem and the different views that people have of it.

Depth of vision: The methodology promotes informed decision making. It encourages the development of a clear and rigorous understanding of processes. It is important to understand what goes on now, why things are the way they are and what the important contextual factors are.

Radicalism: The methodology seeks to encourage radical thinking based upon the exploitation of new technology. The idea is that the business should think radically about alternative solutions. What can technology help you to do?

Rigorous Assessment: Business benefits should be rigorously assessed through measures taken before (if possible) and after implementation. The measures should be derived from the goals identified in stakeholder studies.

Flexibility: The methodology is not prescriptive but relies on its users to interpret and adapt it. SPRINT is designed to aid learning. Users should become familiar with its structure and the tasks within them but, equally, should be encouraged to develop it according to the particular circumstances of the project they are undertaking.

Open-endedness: Constant regeneration and improvement is the hallmark of modern service delivery. Users of SPRINT should recognise this condition. Hence, use of the methodology should be open-ended. The type and range of changes that occur through the operation of the BPR project will all be determined by the context of the project itself. Moreover, the permanence of the changes will also be negotiable. The BPR project may be used to engender an ongoing culture of change as much as it pursues any particular goal.

Who Takes Part?

BPR is a joined up change initiative in which a number of specialist disciplines work together in a coherent way. The following diagram illustrates this.

A diagram describing four 'skill sets'

The diagram describes four "skill sets" which are vital for any BPR project:

BPR experts - individuals with extensive prior experience of BPR projects, within local government and within other organizations and sectors.
H.R Experts - for identification and management of human resource issues.
I.T. Experts - to comment on technical feasibility and potential, to manage implementation of technical issues.
Service Users - those with an in-depth knowledge of the business areas to be impacted by the initiative.

Specific guidelines for each of these groups is included in this users guide.

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