Q1:According to Marianne Bradford, the definition of BPR is "the fundamental and radical redesign of business processes to achieve dramatic improvements in key performance measures such as cost, quality, speed and service" (Modern ERP, 2nd edition, 2010, p30). Fundamentally, it is an operational strategy for overhauling core business processes within an organization in an effort to improve performance and productivity. For underperforming companies, BPR can be seen as the magic bullet to solving problems and achieving performance improvements, even if it doesn't always work. out like that. They use BPR as a means of recovery by restructuring existing processes and introducing substantial changes to their daily operations so they can reduce costs and increase efficiency and profitability. Q2: Redesigning business processes integrated with a legacy system poses many challenges due to the scope and complexities of a typical legacy system infrastructure. Most legacy systems lack adequate documentation and have layers of data and application redundancy, so they are extremely difficult to modify to align with BRP. Additionally, many companies lack the technical expertise and budget to replace them. Marianne Bradford states in her book: "Very often legacy technology, due to cost, complexity or risk of change, will 'trap' an organization in suboptimal business processes and obsolete business models" (Modern ERP, 2nd edition , 2010 , p40).Q3:1. Lack of commitment from management - Top management was not actively involved in the planning, design and implementation of the ERP system. There was no strong commitment on their part to force changes in organizational processes on a company-wide basis and address the characteristics of resistance… middle of paper… and evaluate how it would achieve the business objectives they set out to achieve. .I would have stayed away from HPT ERP because its integrated processes didn't fit what Vicro wanted to accomplish and Vicro wasn't even willing to change their business processes to fit HPT. It is clear that implementing HPT on existing functions of the company would not improve performance, but rather would hinder enterprise integration and create more work in the future to support both old and new systems. Furthermore, employees were not involved in the decision-making process, so their opinions were never taken into account when choosing HPT. It would have been too risky to implement an expensive system without the input of those who would have to use it every day because it would have significantly increased the chance that they would not embrace the new system and thus render it useless.