PRISM-Process Reengineering Integrated Spiral Model: An Agile Approach to Business Process Reengineering (BPR)

Abstract

Over the past two decades, business process reengineering (BPR) has become a popular approach to improve the efficiency and effectiveness of organizations. An examination of relevant BPR literature reveals that available BPR models that have been widely in use have some serious limitations and fail to take into consideration human factors and change management aspects. Both academic researchers and industrial practitioners have acknowledged the existence of this theoretical gap. This article proposes a BPR model that is named process reengineering integrated spiral model (PRISM). PRISM is a systematic agile model that would improve the chances for organizations to successfully carry out BPR initiatives and projects.

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

“…In this approach, existing processes are critically examined and worked through to find new processes that produce stepped improvements in outcome. This approach is closer to the streamlining approaches, but its critics argue that the aim of BPR is to have major change implemented rather than small incremental changes (Hussein 2008). The second approach relies on the desired outcome required and investigates the best process design for achieving pre-identified outcomes.…”

“…Moreover, they need to take account of the people and technology that enable the process (Green 2004). However, one of the main problems of technology is the increase of expenditures related to it as the biggest enabler of BPR (Jafari, et al 2012). A more affordable approach for most companies is to use a clean slate design, which entails a detailed vision for a process without any concern for the existing environment.…”

“…These limitations may be summarised and classified according to Cao et al's (2001) four types of organisational change: 1. Most of the existing BPR models are based on BPR practitioners' experience, with little attention to the analysis of the business organisation's environment or vice versa (Hussein 2008). Change type: cultural.…”

“…The objectives of using a BPR model may be classified as communication, analysis and control. Regarding communication, facilitating the understanding of business processes may be the primary objective of using a BPR model (Hussein 2008). Process designers need to describe existing and improved processes, agree upon a common representation and share their knowledge of business processes with other stakeholders.…”

“…Given many interrelated processes within a firm, process engineers need to oversee process operations, manage process relationships and audit process performance (Luo & Tung 1999). Hussein (2008) provides an extensive list of key success factors distilled from various articles and empirical research on BPR. He argues that the most relevant BPR success factors include, but are not limited to:…”