Critical analysis of existing business process reengineering models: towards the development of a comprehensive integrated model

Abstract

Over the past two decades, business process reengineering (BPR) has been one of the most popular approaches to improving the efficiency and effectiveness of an organisation. However, a review of the relevant literature reveals that available BPR models that have been widely in use have some serious limitations and fail to take into consideration the human factor and change management. The theoretical gap identified in academic research is also reflected in industrial practice. This article analyses existing BPR models in order to set the stage for the development of a comprehensive integrated model to address their theoretical deficiencies. The article will provide an overview of the main issues, limitations and challenges of existing BPR models. The limitations will then be itemised, described and analysed to provide evidence for the need of a more systematic model that would help organisations to successfully carry out BPR initiatives and projects.

Analyzing the Effects of Tactical Dependence for Business Process Reengineering and Optimization

“…In recent years, much work has been done to study factors that influence the implementation and performance of the BPR [3]. The Hammer and Champy's BPR methodology (Business system diamond), Davenport's and Short's Methodology, process analysis and design methods (PADM) framework, and Jacobson's methodology (objective-oriented methodology of BPR) explain the core process and objective of BPR [4][5][6][7][8][9][10][11][12][13][14][15][16][17][18][19][20]. Hammer and Champy describe the reengineering objective as "achieving dramatic improvements by redesigning the fundamental business process" [21].…”

“…Apart from these four methods, other proposed methodologies do not address the change in the core process of BPR. Most of them consider factors that influence BPR in terms of the management perspective that can instigate risks [7][8][9][10][11][12][13][14][15][16][17][18][19][20]. In terms of organizational culture, process reengineering represents tools and technique for management by bringing significant changes in the operations procedures [1].…”

“…The inability to identify the failure factors is a major strategic limitation of the existing BPR methods. Most of the current BPR methods do not have a contingency plan to solve the problems that occur because of the dependencies between tasks leading to the establishment of a different set of failure factors [7][8][9][10][11][12][13][14][15][16][17][18][19][20]24]. Although the failure factors are dependent on the task, there are some common factors such as cultural, structural, strategic, and people, which can be investigated regardless of the task [25][26][27][28][29][30].…”

“…They are cross-functional and have a significant impact on organizational performance and productivity [4,5,30]. Based on the structure of the organization and manufacturing process, the tactical dependencies issues can be formed in three different types, i.e., pooled interdependencies, sequential interdependencies, and reciprocal interdependencies [5,11]. The first type exists in the process functions and is initiated separately.…”

Business process reengineering: A process based management tool

“…Improving and managing their business process is a necessity for businesses to stay competitive in today's marketplace. Over the last decade, companies have been forced to improve and manage their business processes because the customers have become more demanding for better products and services (Hussein et al, 2013;Dutta, 2007). And if they do not get what they want from one supplier, they have many others to choose from (hence the competitive issue for businesses).…”