Towards a method engineering approach for business process reengineering

Abstract

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. stage): The tasks of this optional stage are as follows: † Task 1: Project the costs/benefits associated with implementing and operating the new design. † Task 2: Refine the business case. 2.2.5 Phase 5implement redesigned processes: In this phase, the details of the execution plan are produced and tested through pilot studies, utilisation of measurement systems, and process management. HR structures are revised, and software, hardware and IS infrastructures are created. The stages are explained below. Stage 1-Plan and train: The tasks include the following: † Task 1: Evolve transition plan. The transition plan often consists of a systems integration strategy, a technology strategy, and an IS strategy [25]. † Task 2: Train users. The people who will work on the reengineered processes are trained [35]. † Task 3: Review and approve transition plan. Stage 2-Create organisational prerequisites: The tasks include the following: † Task 1: Create HR infrastructure. The HR structure and the new roles are created in the organisation. † Task 2: Upgrade technology. The IS and software applications of the new processes are implemented [25, 35]. † Task 3: Run a culture change program (optional task). † Task 4: Implement process management and measurement systems. Stage 3-Test: The tasks include the following: † Task 1: Prototype and simulate transition plan. The plan is validated through prototyping and simulation. † Task 2: Execute larger-scale pilots (optional task). † Task 3: Monitor new process tests. The results of testing the new processes are reviewed, and the transition plan and design documents are updated [31]. † Task 4: Obtain implementation approval from organisational decision-makers (optional task)...

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