Business Process Reengineering Methodology Research Articles

Reengineering of business processes of a construction enterprise in conditions of digitalization

The etymology of the term "reengineering" was studied, which means a set of methods that the company uses to design and redesign the business in accordance with strategic requirements, where the key aspect is the improvement of the financial condition. Under the influence of digitalization, companies must constantly change in order to meet the needs of consumers and be competitive. At the same time, it is important to model, analyze and redesign complex and outdated business processes that do not meet modern requirements in the conditions of fierce competition on the world market of products and services.
 The article considers the issue of formalization of reengineering stages, at which business processes are selected and evaluated, taking into account the impact of digitalization on them. A methodology for choosing business processes based on the examination of the most important success factors is proposed. The choice is made on the basis of the analysis of the integral assessment of business processes, taking into account the variability of many experts.
 A formalized methodology for the first stage of business process reengineering is presented, which pays attention to organized interaction between company specialists and consultants. This approach is designed to reduce the subjectivity of business process assessments, compensating for individual eliminations and increasing the objectivity of the assessment.
 The formalized nature of the methodology, as well as versatile analysis, including the reasoned reasoning of specialists and managers, contribute to increasing the validity of the decisions made regarding the reengineering of business processes. This is important in order for the changes developed in the processes to be the most effective and meet the strategic goals of the enterprise.
 Adherence to these principles can help create a more reliable methodology for business process reengineering, providing more accurate and informed assessments, and therefore more effective process improvements

Business process modeling, implementation, analysis, and management: the case of business process management tools

PurposeSignificant numbers of business process management (BPM) projects fail. Their failure is attributed toward many factors. Among them, low quality of BPM is one reason. Some of the tasks in BPM have their roots in business process reengineering (BPR). The literature has cited many different critical success and failure factors for quality BPM and BPR. Lack of software tools is one of the technology-oriented factors that results in poor BPM and BPR. This paper aims to build a generic feature set offered by software tools for process modeling their analysis implementation and management. It presents an objective analysis in identifying weaknesses and strengths of these tools, primarily for BPM.Design/methodology/approachA method is proposed to evaluate the quality of process reengineering and management delivered by software tools. It consists of four phases: feature extraction, tool selection, data extraction and tool evaluation.FindingsThe data gathered is quantified to test research hypotheses, the results are statistically significant and highlight multiple areas for future improvements. Moreover, the cluster visualizations created also help to understand the strengths and weaknesses of BPM/BPR tools.Research limitations/implicationsDespite the research approach used, there is a chance of subjectivity when it comes to evaluating different tools.Practical implicationsThe paper includes implications for practitioners and researchers for choosing appropriate software tool for process modeling, analysis, implementation and management, matching their requirements with BPM and BPR. It also identifies features that are missing in these tools.Originality/valueThis paper provides a comprehensive analysis of BPM and supporting tools, relates them to key stages of BPM life cycle and BPR methodologies. It also identifies various areas for further development in these tools.

The Effect of Business Process Re-Engineering on Organizational Performance: The Mediating Role of Information and Communications Technology

The purpose of this study is to attempt to highlight the factors of business process reengineering (BPR) processes that effect on organizational performance in the Drivers and Vehicles License Department (DVLD) in Jordan through using ICT as a mediating role. From previous studies, five factors of BPR were adopted for this study, including "Ability to change, Selecting BPR Methodology, Organizational Culture, BPR strategic alignment, and Top management support ". ICT was used as an intermediary role for this structure to promote organizational performance. The study used the PLS software to analyze the basic relationships amongst the most relevant combinations between BPR, ICT, and Organizational Performance with a total of five constructs. As a result of the findings of operational, middle, and top levels (n=124) working in Drivers and Vehicles License Department (DVLD), it was awarded the King Abdullah II Award for Excellence in Jordan for 2018. It was found that there was a strong and statistically positive significant relationship between several variables of business process reengineering and organizational Performance by using the ICT as a mediating variable.

Business process reengineering framework and methodology: a critical study

Business process reengineering (BPR) has become a most popular change management approach for radical redesign and improvement of business process. It promotes companies to do things effectively in order to achieve overall quality. Unfortunately, it has been estimated that more than 70% of BPR implementations have failed to achieve expected results due to lake of suitable framework and methodology. Therefore, the author tried to assess the available some different BPR framework and methodology aiming to develop a suitable framework and methodology as well as to fill the literature gap. The other aims of this study are to study the BPR factors that may influence the performance and to explore the implementation level of BPR in Indian manufacturing organisations. In this paper, a proposed common BPR framework and methodology for organisations has developed based on the design of recent BPR frameworks and methodologies identified in the literature. The major component factors of BPR for the manufacturing organisations have been shown in figure. This paper also presents the success and failure factor that affect BPR projects. Finally, the conclusion places the findings of this study and outlines the expected benefits of BPR.

Business process reengineering framework and methodology: a critical study

Business process reengineering (BPR) has become a most popular change management approach for radical redesign and improvement of business process. It promotes companies to do things effectively in order to achieve overall quality. Unfortunately, it has been estimated that more than 70% of BPR implementations have failed to achieve expected results due to lake of suitable framework and methodology. Therefore, the author tried to assess the available some different BPR framework and methodology aiming to develop a suitable framework and methodology as well as to fill the literature gap. The other aims of this study are to study the BPR factors that may influence the performance and to explore the implementation level of BPR in Indian manufacturing organisations. In this paper, a proposed common BPR framework and methodology for organisations has developed based on the design of recent BPR frameworks and methodologies identified in the literature. The major component factors of BPR for the manufacturing organisations have been shown in figure. This paper also presents the success and failure factor that affect BPR projects. Finally, the conclusion places the findings of this study and outlines the expected benefits of BPR.

Business Process Re-Engineering in Public Administration of Kingdom of Saudi Arabia

The government of Saudi Arabia is in the phase of transformation. Business process reengineering (BPR) can play a vital role in assessing this conversion. BPR methodologies provide ways to optimize the use of resources while maintaining high-quality services. The aim of this paper is to investigate the introduction of BPR in Saudi Arabia public sector. A framework is proposed to transform change using a knowledge based. The proposed solution is validated through survey. The results of the survey show that Saudi Governmental Agencies acquire the power to implement the BPR successfully especially if it is implemented with knowledge management and the BPR movement started at small scale.

Towards a method engineering approach for business process reengineering

Business process reengineering (BPR) assists organisations in improving their internal functions to better achieve their business objectives. Various methodologies have been developed for applying BPR, through which organisational processes are identified, analysed, and improved. However, the need still remains for custom methodologies which are tailored to fit the specific characteristics of organisations and BPR projects. Process patterns are abstract representations of common and effective processes that can be reused as method parts for building custom methodologies; an approach that is commonly referred to as situational method engineering (SME). This study aims to use SME in the context of BPR by proposing a collection of cohesive process patterns for BPR; these process patterns have been extracted through studying prominent BPR methodologies and abstracting their similarities. The patterns have then been organised into a generic framework for BPR methodologies. A method for using the framework has also been presented which prescribes a process for selecting suitable process patterns and adding them to a core process to yield a bespoke BPR methodology. This flexible framework forms a knowledge base that is not only useful for improving BPR practices, but also provides a basis for future research in this context.

Innovation Models and Business Process Redesign

Business Process Reengineering (BPR) is a paradigm that is used by many organizations to survive in the competitive era. However, creative design of the business processes is a critical phase and the organization should prepare the ground for innovation in this phase. Innovation helps organizations to use the BPR concept efficiently. This paper reviews the BPR methodologies and innovation concepts and models and presents a business process redesign framework based on the innovation models using Dubin’s methodology. This brings innovation concepts to the world of business process reengineering. In the proposed framework, external and internal factors enforce the organization to accomplish a BPR project. Preparing an organization for innovation makes a new environment that drives employees to innovate and look forward to new processes. This is crucial for BPR projects where employees should make significant changes in jobs, workflows and IT, and increases the chance of BPR projects success. Key words: Innovation; Business process redesign framework; Dubin’s methodology

Building ontology based knowledge maps to assist business process re-engineering

Business Process Re-engineering (BPR) is being used to improve the efficiency of the organizational processes, however, a number of obstacles have prevented its full potential from being realised. One of these obstacles is caused by an emphasis on the business process itself at the exclusion of considering other important knowledge of the organization. Another is due to the lack of tools for identifying the cause of the inefficiencies and inconsistencies in BPR. In this paper we propose a methodology for BPR that overcomes these two obstacles through the use of a formal organizational ontology and knowledge structure and source maps. These knowledge maps are represented formally to facilitate an inferencing mechanism which helps to automatically identify the causes of the inefficiencies and inconsistencies. We demonstrate the applicability of this methodology through the use of a case study of a university domain.

A tool supported methodology for BPR in Public Administrations

In Public Administration (PA), business process redesign is an essential activity for reducing costs, has strict connections with laws and is carried out by actors with different backgrounds. This work proposes an approach where changes in the law are mapped in process diagrams in order to highlight and review the impact on processes. This allows for a stricter collaboration among the different people usually involved in Business Process Reengineering (BPR). The methodology takes advantage of the UML notation and is supported by a tool, Visual Law Process Modeller (VLPM), which helps to keep traceability between processes and laws. Finally, we discuss an example in which the methodology was applied to model the transition from electoral processes to e-electoral process.

Project process reengineering (PPR): a BPR method for projects

Many organisations are moving towards making radical changes in their processes. These efforts, which seek to improve the efficiency, effectiveness and adaptability of key business processes, are collectively named business process reengineering (BPR). In many of previous research on project process reengineering, improvements have been based on the conventional BPR methodologies which are designed for business environments. Hence, these attempts have faced only minor improvements in this new era. Additionally, using traditional BPR, which is more business-oriented, will lead to certain imperfections (Bryde, 2003). These methodologies are unable to cover project dimensions comprehensively. Therefore, it is necessary to develop a fine-tuned methodology for reengineering of project processes. Thus, this paper seeks to propose a methodology for reengineering project processes and apply it in a case study of a recent petrochemical project.

Towards a unified perspective of Business Process Reengineering methodologies

Business Process Reengineering (BPR) is an effective solution for improving, radically, the performance of organisations. Although a methodology in the BPR effort should be considered because of its risky and complicated nature. A comprehensive methodology has not been introduced. This research investigates almost 40 academic papers addresses a solution for BPR implementation. To form a comprehensive BPR methodology, BPR critical factors are extracted and then, aggregated into six structural elements. The result proposes a unified structure for BPR methodologies that increases the comprehensiveness and effectiveness. For more reliability, 23 solutions are investigated to explore their emphasis on each element.

A procedure model for process oriented e‐government projects

PurposeTo provide guidelines in the form of a procedural model for e‐government‐indicated business process reengineering (BPR) projects in public administrations.Design/methodology/approachA range of recently published works, which aim to provide practical advice for process‐oriented e‐government projects, were analysed. Additionally, experiences from several practical e‐government projects were taken into account. The procedural model developed was then tested and evaluated.FindingsThere is a lack of process orientation in public administrations. Additionally, existing processes are regularly not applicable to e‐government. Therefore, e‐government projects in practice are not always able to fully implement transactional processes. Part of the value potentially added by e‐government is hence not exploited. One of the main reasons for the lack of process orientation is that there are few BPR methodologies applied and verified in public administrations.Research limitations/implicationsThe procedural model has not been tested for all different political and administrative systems. Certain national characteristics might lead to additional adaptations of the model which have been suggested.Practical implicationsThe procedural model is very useful and has been validated in several practical projects.Originality/valueThis paper fulfils an identified need for BPR methodologies in public administrations, especially in the move towards e‐government.

Using business process re-engineering for the development of production efficiency in companies making engineered to order products

Companies making products on an engineer to order (ETO) basis have traditionally found business opportunities through design and product development expertise and an ability to respond to demands for customisation with improved product performance. However, increasingly, customers are seeking lower prices and reduced lead times, which also require improved manufacturing efficiency. These companies are thus being driven to improve the integration of the design, manufacturing and procurement functions. Over the last decade, business process re-engineering (BPR) has been developed to enable organisations to become process driven and customer-focussed. However, BPR has not been generally successful for a variety of reasons. One of these is the wide range of methodologies available for BPR projects and confusion with respect to the selection of an appropriate methodology. This paper describes an investigation with a number of collaborating companies, to investigate the methodologies employed and their interaction with other company factors. The research included comparative analysis and benchmarking against a general BPR methodology through in-depth investigations with four major companies, work on a shorter time-scale with a number of other companies and a questionnaire survey. The research has shown that some elements of BPR are not applicable to companies in this sector. It is also concluded that, rather than adopt a prescriptive model, organisations need to develop metrics for performance that more adequately reflect their competitive position and the type of project undertaken.

A consolidated methodology for business process reengineering

Business process reengineering (BPR) advocates the redesign of business processes using enabling information systems (IS) to achieve dramatic improvement in business performance. The great interest in BPR has resulted in a rapid explosion of BPR models, methodologies, tools and techniques. The plethora of published literature is huge and potentially confusing to both researchers and practitioners. This paper proposes a framework to organise the published literature. It then consolidates the various BPR methodologies, tools, techniques, and critical success factors into a generic BPR methodology that will be useful to managers interested in reengineering their firms. The consolidated BPR methodology presents a more complete approach to BPR.

Re-Engineering in the Face of a Merger: Soft Systems and Concurrent Dynamics

Business process re-engineering (BPR) was presented as the key to successful organizational transformation in the early 1990s. In this paper we examine a BPR initiative at a medium-sized UK building society in order to explore whether BPR succeeded or failed and to place BPR within the wider context of an organization facing a merger. The study describes the development of a novel BPR methodology which combines both hard and soft modelling approaches and reveals a degree of success in terms of process modelling and gaining consensus on process content and faults. However, two more far-reaching initiatives served to drain away support from the BPR effort: a parallel organizational analysis undertaken by an external consultancy and the hidden (although rumoured) merger talks with a larger partner. Therefore it is inappropriate to view BPR as an isolated, strategic initiative when, in practice, it may be one of several competing change activities vying for support within a changing organizational context. The paper concludes by presenting a model of concurrent dynamics which helps to explain why BPR lost momentum.

Re-engineering in the face of a merger: soft systems and concurrent dynamics

Business process re-engineering (BPR) was presented as the key to successful organizational transformation in the early 1990s. In this paper we examine a BPR initiative at a medium-sized UK building society in order to explore whether BPR succeeded or failed and to place BPR within the wider context of an organization facing a merger. The study describes the development of a novel BPR methodology which combines both hard and soft modelling approaches and reveals a degree of success in terms of process modelling and gaining consensus on process content and faults. However, two more far-reaching initiatives served to drain away support from the BPR effort: a parallel organizational analysis undertaken by an external consultancy and the hidden (although rumoured) merger talks with a larger partner. Therefore it is inappropriate to view BPR as an isolated, strategic initiative when, in practice, it may be one of several competing change activities vying for support within a changing organizational context. The paper concludes by presenting a model of concurrent dynamics which helps to explain why BPR lost momentum.

Revisiting BPR: a holistic review of practice and development

This paper presents a holistic review of the literature related to business process re‐engineering (BPR). It reviews some definitions of BPR and clarifies confusion around its concepts, traces the evolution of BPR and identifies its main drivers, and discusses issues of integrating BPR with TQM, benchmarking and change management. It then provides a strategic view of BPR implementation, conceptualises the major role of IT in BPR, reviews BPR approaches, methodologies, techniques and software tools, and discusses the scope of BPR and level of radicalness as indicators of degree of change. Aspects of improving business through BPR and the impacts of IT‐enabled change on organisations are identified and, finally, current and future development of BPR concepts and practice are also reviewed.

Business process re-engineering: Learning from organizational experience

Since the early 1990s, there has been an organizational race to implement business process re-engineering (BPR). Many BPR methodologies and variations have been proposed by both academicians and practitioners, but a close look at the concept of BPR emerged from observing the practices of highly successful organizations in the 1980s and early 1990s. Thus, to understand truly BPR one has to learn from the world of organizational experience. It is vital to look at what others have done, their feedback, mistakes, results and overall approach to re-engineering. This paper provides a critical review of 79 case studies from the re-engineering literature. It introduces a review of a wide spectrum of case studies, studying the various approaches, methodologies and tools applied to assess the applicability of BPR concepts universally, the applicability within different organizational types and sectors, the actual results achieved, and the critical success factors and major challenges from the viewpoint of practitioners.

Total quality management versus business process re-engineering

Much has been written recently on the advantages of implementing business process re-engineering (BPR) rather than total quality management (TQM). This article describes the main principles of the BPR methodology, and presents the main reasons for failure in the implementation, as focused on by various authors. A summary of the current debates on TQM versus BPR follows. The main conclusions about the differences between the two methodologies are discussed and a proposal for integrating them is offered. It is concluded that the major features for achieving success within an organization are the definition of its mission and goals, an adequate analysis of current processes and an appropriate choice of processes for improvement. This will determine whether the change has to be radical or not.