Business Process Reengineering
As organizations seek to obtain strategic advantages by redesigning the way they do business, they are finding the process filled with uncertainty. Put simply, change is difficult. In some instances, the prospect of change is so burdensome that the only way to effect change is to liquidate the existing enterprise and start again. A consensus is emerging that successful organizations of the next millennium will be those that embrace continuous change as a business paradigm. Such organizations will be able both to adapt to changes in the marketplace and to lead the market in directions optimal to the organizations goals by continually adapting their products, processes, and internal structures to changes in the business environment.
The technique for BPR has evolved as a powerful and practical tool enabling rapid enterprise restructuring and change management. The inundation of published literature on BPR and related techniques such as Continuous Process Improvement (CPI) are further evident by, Hammer and Champy (1993) and Morris and Brandon (1993) that the popularity of the reengineering paradigm in the industry and research community is growing rapidly.
Amid all the passion over BPR, there has been an understandable amount of effort exerted in defining exactly what BPR is as well as how to best accomplish it. Although many definitions have been proposed, the majority provides only vague, high-level philosophical approaches. Engineers build and analyze models to predict the performance of designs or to understand the behavior of devices. In the context of BPR then, the term "engineering" is used in the broad sense to mean the creation of a process system with predictable behavior using some methodology that employs models as a basic tool.
Business object/objectives models
Process modeling using IDEF0
Integrated business model
Implementation & Consulting
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