Modelling and analysis of business process reengineering (original) (raw)

Business Process Reengineering (BPR)

SpringerReference

Iraq is now building its economy and in frastructure and has the potential to build a robust infrastructure based on a solid foundation. BPR could be applied to all business sectors. Iraqi government and businesses could achieve tremendous advantages by adopting BPR. Nowadays, Iraq i's Small and Mediu m Enterprises (SM Es) faces difficult ies in managing and improving the business structure. Many small co mpanies conjectures that the importance of integrate new facilit ies to achieve the required imp rovements in their business needs. BPR tools and simu lations are used in huge company; however, it is also needed by small and med iu m-size enterprises in human resource management in order to strengthen their business operation and management. This study involved the degree of readiness of the Iraqi SMEs for applying BPR tools in managing the business resources, ease of use, usefulness, quality management, employee's self efficacy, self-confidence, and motivation. A quantitative research method was used using a questionnaire survey in order to verify these factors contribute to the use of BPR in the Iraqi SM Es. A total of 170 responses were collected fro m three enterprise companies in Baghdad. A framework of BPR tools in the Iraqi SM Es was produced to help these companies implementing BPR in order to develop emp loyee's motivation, self-efficacy, self-confidence, and quality.

Business Process Reengineering (BPR): A Strategic Choice

2012

This article reviews the Business Process Reengineering (BPR) vision of radical business process change, focusing upon the use of information technology, to facilitate a shift away from linear work organization towards parallel processing and multidisciplinary team working. To approach such a change, by focusing on the technologies aspect to the detriment of a regard on managerial, technological and human resources management, might however handicap a lot the chances of succeeding of such a project. Organizational structures and human resources management politics indeed shape the positioning of actors facing the change project, and constitute the appropriation context of those technologies. This article aims to show the significance to articulate those three poles of reengineering.

Business Process Reengineering Business Process Reengineering

3 ยง 3.1 Business Process Reengineering: Introduction Yih-Chang Chen (2001) " Empirical Modelling for Participative Business Process Reengineering " Business process reengineering (BPR) has been receiving attention from industries as well as the academic community, because it is likely to change management practice and working processes in organisations in the future. However it is commonly agreed that BPR is important but also problematic. In this chapter we explore the principles and assumptions of BPR and identify the factors affecting its successes and failures. Especially we highlight some major debates currently found in the literature of BPR. These debates include the definitions used to describe business processes and BPR, the scale of the changes involved in BPR, and the significance and role of information technology (IT) in BPR, especially IT systems. As the main theme of this thesis is applying EM to BPR, it is essential to understand some factors which cause BPR projects failure due to the poor design of the supporting systems under the conventional paradigm. 3.1 Business Process Reengineering: Introduction BPR is known by many names, such as 'core process redesign', 'new industrial engineering' or 'working smarter'. All of them imply the same concept which focuses on integrating both business process redesign and deploying IT to support the reengineering work. In this section we attempt to explore two questions: where does BPR come from and what is involved in BPR (i.e. its principles and assumptions).

Business Process Reengineering (BPR) Key Success Factors

International Journal of Applied Management Sciences and Engineering, 2014

Several authors and researchers have questioned the effectiveness of business process reengineering (BPR) as a holistic organizational approach especially after the demise of giant organizations all over the world. However, at a time of economic turbulence and uncertainty, BPR becomes instrumental in helping organizations reengineer existing processes and optimize them to better stay competitive and accelerate business. This paper addresses this criticism and proposes a framework that encompasses key factors that must be considered in any BPR initiative in order to ensure its success. As well as providing executives with a practical guide to consult when starting, planning, implementing and controlling the different activities needed to complete a reengineering project. The paper also identifies and elaborates on the key success BPR factors: 1) Organization wide commitment, 2) BPR team composition, 3) Business needs analysis, 4) Adequate IT infrastructure, 5) Effective change manage...

Revisiting Bpr: A New Framework & Model For Future

2012

Business Process Reengineering is all about fundamental reconsideration and rethinking of different processes associated with a business & redesigning these processes to obtain dramatic, drastic and sustainable change and improvement in quality and service with reduction in cost. The concept of BPR was advocated by Michael Hammer in 1990 and since then BPR has become an important area for conceptual and empirical research. Over the years with the rapid growth in information and communication technology (ICT), the application of ICT in BPR has taken the centre stage of contemporary BPR research. Researchers developed numerous models for analyzing, interpreting and implementing BPR and among those models the Object Oriented Models (OOM) and the Knowledge Based Models (KBM) rely heavily on the applications of ICT in BPR and that is why these two models are the most interesting and important from the researchers' point of view. Service oriented architecture (SOA) is a framework to integrate business processes and supporting IT infrastructures into secure, standardized components services that can be reused and combined to address changing business activities and priorities.Dynamic program analysis is the analysis of computer software which is performed by executing programs built from that software system to predict the behaviour of the system as well as to fine tune performance. This paper proposes a mixed model of BPR by combining the OOM and KBM and calls it the Object Oriented Knowledge Based Model or OKB Model. The OKB model first identifies business processes at the top or strategic level, middle or supervisory level and bottom or operational level and then breaks down these processes into repetitive activities. Next, the OKB model converts these repetitive activities into services as per the SOA framework. Once an enterprise wide SOA implementation blueprint is ready, dynamic program instrumentation techniques are used to fine tune, optimize and reverse engineer the existing legacy systems across the organization. The OKB model is unique in the sense that it uses the concept of SOA and dynamic program instrumentation, i.e.; it combines the principles of organizational reengineering with the tools of ICT and thus builds an effective, easy to understand and easy to implement framework for business process reengineering.