Abstract

In Spring 2001, the University of Sunderland began a comprehensive Business Process Review and Re-Engineering (BPR) activity. This was carried out under the auspices of a
Project Team (Project “Plus 2”), which was set up to procure and implement a new Student Administration System, a Virtual Learning Environment and a Managed Learning
Environment. This project lasts 3 years, beginning in September 2000. A principal element of the Project’s philosophy was to be as inclusive as possible – drawing in as much of the University community of staff and students as possible. There were two main objectives for this philosophy – to ensure institutional ‘buy-in’ to the systems being procured and implemented; and to utilise as much of the University’s significant expertise as possible to ensure that sound and valid decisions were made.
This paper describes the methodology and immediate effect of the Business Process Review.

The evaluation that followed the BPR activity, which sought to find the effect on the BPR itself on the University and its staff, will be reported here. The evaluation of the BPR
findings themselves (that is, did the findings of the BPR lead to lasting changes in the
processes) will follow.