In order to effectively manage activities across organizations' it becomes critical to have certain processes in place to manage as well as measure performance and quality (Hammer, 2001; Champy, 2002; P-CMM v2.00, July 2001). According to Venkatraman (1994), organizations seeking to effectively integrate with business partners must first get their house in order through the use of BPR – Business Process Redesign/Re-engineering. Hammer (2001) says that for those who have re-engineered their internal business processes and extracted most of the value available internally, must now look at integrating and re-engineering externally to yield the next gains in value and profitability. In order to achieve this, Hammer proposed a 4 step conceptual framework to assist organizations in implementing processes across organizational boundaries (see Figure 12 in Appendix A: Models and Frameworks).

 

James Champy also published a book21 on integrating across organizational boundaries, which suggests that...

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