Search results

1 – 10 of over 5000
To view the access options for this content please click here
Article
Publication date: 25 November 2019

Laura P. Lopez-Arredondo, Cynthia B. Perez, Jesus Villavicencio-Navarro, Kathya E. Mercado, Martin Encinas and Patricia Inzunza-Mejia

The purpose of this paper is to address the need of a reengineering of the software development process in a Mexican technology services company. In general, the main risk…

Abstract

Purpose

The purpose of this paper is to address the need of a reengineering of the software development process in a Mexican technology services company. In general, the main risk faced by small- and medium-sized software developers (SMEs) is the inability to meet delivery times or to adjust to project requirements, whether through lack of follow-up on the critical activities of the development process or through an inadequate distribution of workloads among members of the project team.

Design/methodology/approach

The methodology used to carry out the reengineering of the software development process is Hammer and Champy, which consists of six stages: introduction to the current situation of the company and the need for change; identification of the business processes; selection of the business process to be redesigned; understanding of the process selected; proposal for reengineering the business process selected; and the results of the comparison between the current situation of the process and the proposed reengineering of the process through the use of Business Process Model and Notation (BPMN 2.0).

Findings

Based on the results, the paper shows the importance of the analysis and implementation of the reengineering in a software development company. It describes step-by-step how to apply the methodology of Hammer and Champy in a business process through simulated scenarios, using BPMN 2.0. By carrying out the implementation of the proposed reengineering, the company would therefore save 45.12 percent of costs, 41.17 percent of time, and a better distribution of resources, at the same time guaranteeing the satisfaction of its clients.

Originality/value

The study addresses the current needs of small- and medium-sized software developers, providing a step-by-step guide to the implementation of a process reengineering methodology, performing an analysis and modeling of processes in BPMN 2.0 and providing results through a simulation of the critical process, with the aim to observe the flow of activities and the significant improvements that would be achieved by implementing the reengineering proposal. This simulation schema allows business owners to observe the potential of the changes and to verify the positive impact they would have on the company before beginning to make operational changes in the organization.

Details

Business Process Management Journal, vol. 26 no. 2
Type: Research Article
ISSN: 1463-7154

Keywords

Content available
Article
Publication date: 19 June 2019

Gideon Nkurunziza, John Munene, Joseph Ntayi and Will Kaberuka

The purpose of this paper is to study the relationship between organizational adaptability, institutional leadership and business process reengineering performance using…

Abstract

Purpose

The purpose of this paper is to study the relationship between organizational adaptability, institutional leadership and business process reengineering performance using the tested complexity theory in a developing economy setting.

Design/methodology/approach

This study is correlation and cross-sectional and adopts institutional-level data collected via questionnaires from reengineered microfinance institutions in Uganda. Cluster analysis as data mining technique was used to classify cases based on respondents’ opinions into homogeneous clusters. Nvivo was used to understand the perceptions of business process reengineering performance based on qualitative data. The authors used structural equation modeling to derive the predictive model of business process reengineering performance in a developing world setting.

Findings

The authors find that organizational adaptability and institutional leadership are key predictors of business process reengineering performance. Results reveal a predictive model of 61 per cent based on structural equation modeling for the study variables. Cluster analysis as data mining approach explored complex patterns of reengineered business processes.

Research limitations/implications

The use of cluster analysis is susceptible to problems associated with sampling error and absence of fit indices. However, the likelihood of these problems is reduced by the interaction with the data, practical implications and use of smart partial least square to generate structural equations based on derived measurement models of each study variable.

Practical implications

Policymakers of Bank of Uganda, Ministry of Finance and Economic Planning, should develop sound policies in relation to knowledge management, institutional leadership and adaptive mechanisms to enhance business process reengineering performance to take advantage of new knowledge opportunities for the improvement of their businesses.

Social implications

Given the results from structural equations generated, managers need to consider institutional leadership and organizational adaptability as key drivers of business process reengineering performance in microfinance institutions. The results confirm the significant role of institutional leadership, organizational adaptability in determining business process reengineering performance outcomes.

Originality/value

Unlike most of the business process reengineering literature, this study contributes to literature by domesticating and testing complexity theory to explain business process reengineering performance in developing economies.

Details

Innovation & Management Review, vol. 16 no. 2
Type: Research Article
ISSN: 2515-8961

Keywords

To view the access options for this content please click here
Article
Publication date: 1 June 1996

Timothy W. Aurand, Denise D. Schoenbachler and Geoffrey L. Gordon

One of the most popular topics in American business today is reengineering. Rarely has such a misunderstood term been embraced so widely in theory and in practice…

Abstract

One of the most popular topics in American business today is reengineering. Rarely has such a misunderstood term been embraced so widely in theory and in practice. Numerous definitions and lists of key components to successful reengineering have confused managers as to what reengineering is in theory and in practice. Brings together the diverse literature and identifies clearly the activities, questions and process changes theorized to be necessary in reengineering efforts. In addition, reports the results of a survey designed to assess which of these purported activities, questions and process changes are, in practice, part of reengineering efforts as perceived by marketing professionals. Over 200 marketing professionals revealed their perception of firms’ involvement in reengineering, and evaluated involvement in key activities, process changes and asking of fundamental questions. The results reveal interesting discrepancies between theoretical reengineering and reengineering in practice. Implies that reengineering may not be a black‐and‐white issue, but rather exist on a gray continuum.

Details

Journal of Product & Brand Management, vol. 5 no. 3
Type: Research Article
ISSN: 1061-0421

Keywords

To view the access options for this content please click here
Article
Publication date: 7 November 2008

Razvi Doomun and Nevin Vunka Jungum

The purpose of this paper is to develop a flexible framework through which business processes can be modelled, simulated and reengineered in a cost‐effective way.

Abstract

Purpose

The purpose of this paper is to develop a flexible framework through which business processes can be modelled, simulated and reengineered in a cost‐effective way.

Design/methodology/approach

This paper is mainly based on a review of the literature and the methodology is discussed in the context of a typical call centre business.

Findings

Reengineering business processes involve changes in people, processes and technology over time. In this paper, a flexible business process modelling, simulation and reengineering (BPMSR) approach is presented. Modelling starts with precisely defining model objectives and boundaries, and carrying extensive data analysis. Simulation modelling allows testing and analysis of different scenarios to understand their impact on a broader “system” and evaluate feedback before moving forward with reengineering implementation plans. The need for a flexible and adaptive methodology is stressed to augment efficiency and effectiveness of reengineering cycle.

Originality/value

Flexibility and adaptability in the reengineering cycle are effective to identify early modelling incompatibility and simulation defects. It adds intelligence to BPMSR and accommodates for any technical or process changes that may subsequently arise. This approach is reliable for future process improvement or reengineering endeavours due to its flexible configuration, which can be adapted to both radical or incremental change.

Details

Business Process Management Journal, vol. 14 no. 6
Type: Research Article
ISSN: 1463-7154

Keywords

To view the access options for this content please click here
Article
Publication date: 10 February 2012

Ales Groznik and Marinko Maslaric

The aim of the paper is to propose a methodology for distribution network reengineering since for the last few decades there has been growing interest in making more…

Abstract

Purpose

The aim of the paper is to propose a methodology for distribution network reengineering since for the last few decades there has been growing interest in making more integrated business decisions across larger segments of the logistics and distribution networks.

Design/methodology/approach

In this paper, a methodology to assist distribution networks reengineering by integrating logistic processes within the distribution supply chain is developed. The emphasis of methodology is on business processes modeling and reengineering in distribution network.

Findings

The results confirm that distribution network reengineering needs to be a balanced, methodological process that integrates business process reengineering in combination with information technology. Case study findings presented illustrate that the recommended methodology has resulted in considerable cost savings and enhancing effectiveness of distribution networks.

Originality/value

The paper has extended reengineering theory and information technology into a supply chain context. Moreover, it is among the first empirical papers that specifically investigate the relationship between reengineering, information technology and distribution channel management practices; thus the paper fills an important gap in the supply chain literature. The case study provides important insights for both, academia and practitioners, to understand the importance of broader context of distribution channel management in order to better leverage reengineering context by exploiting information technology.

Details

Journal of Enterprise Information Management, vol. 25 no. 2
Type: Research Article
ISSN: 1741-0398

Keywords

To view the access options for this content please click here
Article
Publication date: 1 February 1994

John Farrell

The only true gauge of successful reengineering is whether the reengineered process delivered results that increased the competitive advantage of the organization…

Abstract

The only true gauge of successful reengineering is whether the reengineered process delivered results that increased the competitive advantage of the organization. Therefore, success lies not only in executing a well‐defined methodology, or in developing leading‐edge technology or a set of human‐resource enablers, but in effectively implementing the changes.

Details

Planning Review, vol. 22 no. 2
Type: Research Article
ISSN: 0094-064X

To view the access options for this content please click here
Article
Publication date: 1 August 2003

Mohsen Attaran

Businessprocess redesigns (BPR) and information technology (IT) are natural partners, yet this relationship has not been fully exploited. Those organizations that have…

Abstract

Businessprocess redesigns (BPR) and information technology (IT) are natural partners, yet this relationship has not been fully exploited. Those organizations that have used IT to reengineer processes have benefited enormously. This article argues that those aspiring to do business process redesign must begin to apply the capabilities of information technology. Process redesign is not always successful and almost always accompanied by pain or at least unpleasant side effects. Many companies have undertaken reengineering efforts only to abandon them with little or no positive result. How can you increase the odds for success? Here are a few lessons from the front.

Details

Business Process Management Journal, vol. 9 no. 4
Type: Research Article
ISSN: 1463-7154

Keywords

To view the access options for this content please click here
Article
Publication date: 4 April 2020

M.F.F. Fasna and Sachie Gunatilake

Currently, most of the organisations that undertake business process reengineering (BPR) projects with the intention of enhancing their business performance are…

Abstract

Purpose

Currently, most of the organisations that undertake business process reengineering (BPR) projects with the intention of enhancing their business performance are encountering several issues throughout their endeavours. As these BPR implementation issues are perceived as one of the key contributory factors leading to BPR project failures, it is crucial to adopt timely strategies to overcome these issues. Hence, this study is focused on identifying the strategies to be adopted to overcome BPR implementation issues.

Design/methodology/approach

Four case studies were conducted in organisations that have successfully implemented BPR projects within last five years. In total, 14 semi-structured interviews were conducted among the different stakeholders who got involved in the selected BPR projects for identifying the issues faced and the strategies that they have adopted during their project implementation.

Findings

Study derived twenty-seven issues faced by the Sri Lankan organisations during different phases of BPR projects, and forty-five unique strategies to deal with these derived BPR implementation issues.

Originality/value

This study contributes to the field by exploring the issues in implementing BPR projects that should be given enough consideration to ensure the success of BPR projects in the Sri Lankan context along with the strategies to overcome the issues encountered throughout them. It is expected that the findings of this study would be useful in ensuring the success of future BPR projects.

Details

Business Process Management Journal, vol. 26 no. 6
Type: Research Article
ISSN: 1463-7154

Keywords

To view the access options for this content please click here
Article
Publication date: 4 November 2013

Anna Darmani and Payam Hanafizadeh

In today's societies, work environment and customers' expectations change on a daily manner. Consequently, it is crucial for companies to find a way for adapting…

Abstract

Purpose

In today's societies, work environment and customers' expectations change on a daily manner. Consequently, it is crucial for companies to find a way for adapting themselves to new requirements. For this purpose, reengineering projects have been introduced and evolved in different companies with different responsibilities over the past decades. However, the risk associated with these projects is inevitable and is a huge obstacle on the way of their implementation. This study, in line with previous studies, contributed in this context by proposing a new methodology for selecting suitable processes and adopted best practices candidate for business process reengineering (BPR). The proposed methodology aims to achieve lower risk and higher probability of success for BPR projects.

Design/methodology/approach

This objective is achieved by integration of the concept of portfolio selection problems (PSP) into the organizational decision making concerning BPR project. A model for selection of most appropriate reengineering scenarios, which is a combination of processes and best practices, is adopted and proposed. This model by putting additional constraints on risks associated with a BPR project and increasing its return identifies the most prosperous portfolio of scenarios for a reengineering project. The proposed model is tested step-by-step through a case study in order to validate its outcome and justify its practicality.

Findings

In this paper, a new methodology is proposed containing a model as a managerial tool for conducting more successful reengineering projects. The applicability of the methodology is tested in one of the largest metallurgical laboratory and research centers of Iran. Four strategic processes were selected and several best practices customized, after screening all processes of the case study. Accordingly, in total, 15 different scenarios were explored for the reengineering project in which four of them identified by the model as the processes with the highest possibility of success through the BPR project.

Originality/value

This methodology suggests a novel way to benefit from PSP for process selection problems by putting additional control on implementation risk of reengineering project. While the urge of using reengineering project exists within the current companies, the high level of risk of these projects is considered as a huge obstacle in conducting this project. This study, by proposing a new method, aims to address this issue as well as point to the practicality of integrating PSP model in organizational contexts.

Details

Business Process Management Journal, vol. 19 no. 6
Type: Research Article
ISSN: 1463-7154

Keywords

To view the access options for this content please click here
Article
Publication date: 1 December 1999

Mohsen Attaran and Glenn G. Wood

Business process reengineering is the hottest trend in management. Done well, it delivers extraordinary gains in speed, productivity, and profitability. But process

Abstract

Business process reengineering is the hottest trend in management. Done well, it delivers extraordinary gains in speed, productivity, and profitability. But process redesign is not always successful and almost always accompanied by pain or at least unpleasant side effects. Many companies have undertaken reengineering efforts only to abandon them with little or no positive results. How can you increase the odds for success? Here are a few lessons from the front.

Details

Management Decision, vol. 37 no. 10
Type: Research Article
ISSN: 0025-1747

Keywords

1 – 10 of over 5000