Abstract
Hammer and Champy (1993) defined reengineering as “the fundamental rethinking and radical redesign of core business processes to achieve dramatic improvements in quality, cost, and cycle time.” Earlier literature on business process reengineering (BPR) focused only on the principles of BPR and provided us with cases of successful BPR projects [(Hammer, 1990); (Davenport and Short, 1990)] that address only the “what” and “why” questions (What is reengineering? Why is reengineering necessary?). However, no comprehensive and methodological approach to conducting BPR projects to answer the “how” question has been developed. Once many organizations have committed to initiating BPR projects, there is a great need to provide a “how-to” guide for managing them, giving rise to the development of BPR methodologies by many practitioners and academicians.
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