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A plethora of BPR methodologies have appeared in the literature during recent years, however, most of them present serious limitations mainly due to the need for a multi‐disciplinary approach. In this paper we present an overview of existing work in the area of BPR with the aim of highlighting the different categories of BPR methodologies identified in the literature, their focus on the redesign process and the general BPR principles that emerge from them. We also present a BPR methodology called Agent Relationship Morphism Analysis (ARMA) that goes beyond the limitations of the existing BPR methodologies taking a holistic view of the organisation. In ARMA the modelling of the business environment is achieved with the use of three perspectives: the structural, behavioural and process. The use of these three perspectives provides insight to the relationship between organisational structure and organisational processes.

In the existing BPR methodologies there exists a big division in business analysis techniques due to the black and white approach used in most cases. In some of them, cost is the central issue, in others generic management or the successful use of IT. As a result business analysis techniques are directed towards this central issue ignoring any other means of analysis. Agent relationship morphism analysis (ARMA) is a BRP methodology that applies different analysis techniques from various disciplines in different perspectives. These techniques are influenced from organizational theories, IS development and existing work in BPR giving business analysis a more holistic approach. The main focus of business analysis in ARMA is the analysis of the business models with a view of developing solutions for the subsequent stage of redesign. The emphasis is on why the operations and processes of the organization are performed the way they are performed. The aim is to develop solutions that enhance the levels of efficiency and effectiveness in these operations and processes. The dimensions of improvement include service, quality, timeliness or cost.

The purpose of this article is to address the measure selection problem and to propose the use of a multi‐criteria approach to address the problem more effectively. The main objective of this research is to propose a methodology (not a new performance measurement framework) that will support existing measurement framework(s) during the process of performance measurement systems' design, implementation and use, and to advance the decision‐making process.

Conforming to the most favoured approach, the balanced scorecard is adopted to illustrate the proposed methodology. This paper briefly illustrates the application of the proposed methodology. This illustration is based on a real case study from a Greek financial institution, which has considered the proposed methodology in order to select appropriate measures. The paper begins with a brief literature review on the balanced scorecard, the theory of MCDM and smart technique. In section three the proposed methodology is presented and each of the stages involved. The paper then illustrates the proposed methodology.

The greatest significance of the methodology suggested here is that it provides a structure to guide decision makers through the process of measure selection. Criteria must be identified and considered systematically, as must alternatives (i.e. measures).

While the smart was chosen to select appropriate measures for the balanced scorecard, the basic approach used in formulating the problem serves also as a framework for the application of other multi‐criteria approaches to this problem as well as to other performance measurement frameworks. Ultimately, better quality decisions will result; both as a consequence of the support provided by the multi‐criteria tools and as a result of a structure that will help the decision makers to better understand the issues associated with the problem involved.

The paper aims to present the design rationale, the structure and the use of a web‐based information systems framework for collaborative business process modelling.

By viewing process modelling as a “problematic situation” that entails a considerable amount of social and knowledge activity in order to be resolved, a novel process modelling construct has been developed and a participative problem‐structuring methodology adapted to the specific domain. The framework presented is the result of an action research study for process improvement and has been introduced in a real organizational setting as a pilot application.

Experiences from the use of the framework presented indicate that it stimulates interaction and makes participants more accountable for their modelling contributions, as well as aiding them to define, understand, document, analyze and improve business processes in a holistic manner by interacting with one another and with the model under construction.

Currently, the application of the framework is limited by and depends on the availability and the technical abilities of a technical facilitator, but work is under way towards automating the inter‐process communication between the system implementing the problem‐structuring methodology and the modelling environment.

The framework presented can be used in distributed organizational settings for business process management through a structured modelling process.

The paper presents an IS framework for business process management that integrates a problem‐structuring methodology, a Knowledge Management System and a modelling/simulation environment in a consistent way.