METHODOLOGIES
for Business Process Modelling and Reengineering
Aphrodite Tsalgatidou
Department of Informatics and Telecommunications
University of Athens,
TYPA Buildings, Panepistimiopolis
GR-157 71 Ilisia Greece
1.Introduction
Today, organisations have to consider their structure and behaviour in order to support their evolution and adaptation in a dynamic and rapidly changing environment. Change has always been the case, but although in the past it was predictable, incremental and evolutionary, today it is unpredictable, rapid and revolutionary. The rapid deployment of new technologies, the globalisation of business operations and the continuously changing customer expectations are the main forces behind this transformation. Modern organisations in order to successfully face these difficult operation conditions, should redefine their key strategies aiming at minimising the cost of services and products as well as improving customer satisfaction, service quality and job satisfaction.
Consequently, there has been an evolution from function-oriented organisations to process-centred ones. Function-oriented organisations are organised around functions (e.g. sales, production, procurement or product development), while process-oriented organisations are organised around processes (e.g. process a client’s application for a loan). Davenport and Short define business processes as a set of logically related tasks performed to achieve a defined business outcome. Processes have customers who are the recipients of process’ outcome, and are cross-functional meaning that they occur between organisational functions. Thinking in process terms, business process reengineering is becoming of increasing importance as a means to improve their performance and enhance their competitiveness.
There are many approaches to BPR (e.g. Hammer, Davenport and Short), but independently of the one that is followed, a BPR initiative is a risky undertaking and several factors have to be considered for a successful effort. A very important success factor is the top management sponsorship. A BPR Project usually requires many resources, money and leadership, which can be assured only by a strong and consistent top management sponsorship. Another important success factor is the alignment of the transformation effort with the organisation’s strategic directiondemonstrated from the perspective of financial performance, customer service, associate employee value, and the vision of the organisation.
Additionally to the above, the selection of the right methodology that meets the needs of the project and is understood and supported by the project team is very important. A BPR methodology sets the framework for the undertaking of a BPR effort. It is used to support related activities to reengineering such as: the definition of the project boundaries, the selection of the right people to empower the BPR team, the definition of a project manager, the selection, definition and analysis of the business processes that are candidates for reengineering and so on. There exist a large number of BPR methodologies, none of which is a panacea. The challenge in structuring a BPR project is to select the approach that is best suited to the situation in hand, taking into account organisation objectives, capabilities and economic or competitive requirements.
Furthermore, the right selection of the type of model and the computer assisted tool that will support the modelling, analysis and redesign of the processes are crucial factors for the success of a BPR project. During reengineering, a model is used as a means of communication and understanding between the members of the working team and it describes the “as-is” business process under study and the “to-be” redesign process. Thus, it may be used to analyse current processes, to highlight weakpoints and problems and to identify redesigning opportunities. Therefore, the selection of an appropriate modelling notation is another important success factor. However, the overwhelming number of available business process modeling notations in the market and in the literature make the selection of the appropriate model a difficult task.
The role of a computer assisted tool in the success of a BPR effort should not be underestimated. There are a lot of tools available in the market and their functionality varies from simple drawing tools to more complex ones that provide simulation analysis and integration with workflow management systems. In order to make a choice between them one should consider several issues such as the applicability of the tool to the given situation, its cost-effectiveness and its potential reuse. It has to be noted here that, the model supported by the tools and the capabilities of a tool are interrelated as the latter depend heavily on the first.
This chapter recognises the importance of a successful combination between a methodology, a modeling notation and a tool in a business transformation effort. It identifies a requirements set on BPR methodologies and provides a comparative presentation of representative methodologies.
2.Business Process Reengineering Methodologies
Today’s organisations are confronted with difficult operation conditions and with continuously increasing competition. Reengineering and/or continuous improvement of their business processes seems to be unavoidable in order to survive in a competitive and continuously changing environment.
In its initial form, BPR aims at fulfilling radical change requirements by redefining the mission and the vision of the organisation under study, the products or the services it provides, the market it aims at and its organisational structures. Hammer is the proponent of this form of BPR. He argues that reengineering should "strive to break away from the old rules about how to organise and conduct business. It involves recognising and rejecting some of them and then finding imaginative new ways to accomplish work. From redesigned processes, new rules will emerge that fit the times". For Hammer, the role of IT in a BPR project is to challenge the assumptions inherent in the work processes that have existed since long before the advent of modern computer and communications technology. He also suggests the following seven principles in order to embark a successful reengineering effort:
(1) Organise around outcomes, not tasks, (2) Have those who use the output of the process perform the process, (3) Subsume information-processing work into the real work that produces the information, (4) Treat geographically dispersed resources as though they were centralised, (5) Link parallel activities instead of integrating their results, (6) Put the decision point where the work is performed, and build control into the process, (7) Capture information once and at the source.
Despite the fact that many researchers may disagree with Hammer's radical approach to reengineering, the above principles seem to apply in general as they reflect information age requirements, that is flatter, customer centred and competitive organisations.
Davenport and Short suggest a more modest approach to BPR. They consider reengineering as a combination of the radical change approach and the discipline of continuous process improvement. According to them business process reengineering is "the analysis and design of workflows and processes within and between organisations". They recommend a structured and controlled approach to reengineering, which involves the selection of the most critical and important processes of the organisation, the analysis of their current performance and their redesign. On the contrary BPR refers to discrete initiatives that are intended to achieve radically redesigned and improved work processes in a bounded time frame [Yogesh Malhotra].
Based on the above major perspectives, many researchers have introduced several methodologies to support a BPR effort. An organisation has to choose between these approaches to support a BPR project, but none of them is a panacea. The challenge in structuring a project for improving the performance of business processes, is to select the approach that is best suited to the situation in hand, taking into account organisation objectives, capabilities and economic or competitive requirements.
The majority of BPR methodologies share common features and steps. In the following sections we describe a representative sample of these methodologies. In the end we describe the differences of these methodologies and the value and the importance of each special step in a BPR effort. Moreover, the main reasons behind the failure of BPR projects are discussed and a list of factors that should be considered in order a reengineering effort to be successful is provided. Finally, we discuss how BPR seems to be applied in future.
2.1The Hammer / Champy methodology
Hammer and Champy define BPR as the “fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed”. In fact a BPR effort changes practically everything in the organisation: people, jobs, managers and values, because these aspects are linked together. Hammer and Champy call these aspects the four points of the business system diamond, which is depicted in Figure 1.
Figure 1. The business system diamond
According to them IT plays a crucial role in BPR, especially when it is used to challenge the assumptions inherent in the work processes that have existed since long before the advent of modern computer and communication technology. Inductive thinking is needed in order to recognise the power inherent in modern IT and to visualise its application. This means that instead of first defining a problem and then seeking and evaluating different solutions to it, it is more efficient to first recognise a powerful solution and then seek the problems it might solve. Since, reengineering is about innovation and not automation, one of its most difficult parts is recognising the “new” capabilities of technologies.
Hammer and Champy consider poor management and unclear objectives as the main problems to BPR success, but initially they failed to give adequate consideration to the human factor. Only recently they acknowledge people’s resistance as a major obstacle to a successful BPR undertaking.
Hammer and Champy suggested a methodology for BPR, which was refined by Champer’s Consultant Company. The six phases of the methodology are next presented:
- Introduction into Business Reengineering
The first step in reengineering is to prepare and communicate the “case for action” and the “vision statement”. The “case for action” is a description of the organisation’s business problem and current situation; it presents justification for the need for change. The “vision statement” describes how the organisation is going to operate and outlines the kind of results it must achieve. This qualitative and quantitative statement can be used during a BPR effort, as a reminder of reengineering objectives, as a metric for measuring the progress of the project, and as a prod to keep reengineering action going.
The articulation and the communication of the case for action and the vision statement is the leader’s (CEO) responsibility, who should inform firstly the senior management team and secondly the rest of the organisation.
2.Identification of Business Processes
During this phase, the most important business processes are identified and are described from a global perspective using a set of process maps. Process maps give a picture of the work flows through the company. They show high-level processes, which can be decomposed into sub-processes on separate sub-process maps. Process maps are also used as a means of communication to help people discuss reengineering. The output of this phase is a number of process maps reflecting how these high-level processes interact within the company and in relation to the outside world.
3.Selection of Business Processes
It is unrealistic to reengineer all the high level processes of an organisation at the same time. Therefore, it has to be decided which are the processes to be redesigned. This is a very important part of a BPR effort. Candidate for reengineering are the most problematic processes those with great impact to customers or processes with more chances to be successfully reengineered, processes that contribute to organisation’s objectives and so on.
According to an organisation’s strategic objectives more criteria could be defined for selecting processes for redesign, such as whether a process contributes to the organisation’s strategic direction, has an impact on customer’s satisfaction e.t.c.
4.Understanding of Selected Business Processes
Before proceeding to redesign, the reengineering team needs to gain a better understanding of the existing selected processes, concerning what they do, how well or how poorly they perform, and the critical issues that govern their performance. Detailed analysis and documentation of current processes is not within the scope of this phase. The objective is the provision of a high level view of the process under consideration, in order the team members to have the intuition and insight required to create a totally new and superior design.
5.Redesign of the Selected Business Processes
This is the most creative phase of the methodology, because new rules and new ways of work should be invented. Imagination and inductive thinking should characterise this phase. Redesigning a process is not algorithmic or routine and therefore Hammer and Champy suggest three kinds of techniques that can help reengineering teams to generate new ideas:
As redesign proceeds teams can consider these techniques again to stimulate additional thought.
6.Implementation of Redesigned Business Processes
The last phase covers the implementation phase of the BPR project. Hammer/Champy do not talk about implementation as much about project planning. They believe that the success of the implementation depends on whether the five preliminary phases have been properly performed.
2.2Davenport’s and Short’s methodology
Davenport and Short position IT at the heart of BPR. They recognise the existence of a recursive relationship between IT capabilities and BPR, meaning that IT should be considered in terms of how it supports new or redesigned business processes, and recursively business processes and process improvement should be considered in terms of the capabilities IT can provide. Despite their emphasis on innovation and technology, they recognise the importance of organisation and human resource issues as to change management, and suggest the use of traditional management approaches like planning, directing decision making and communicating.
Believing that BPR should be integrated with approaches like Continuous Process Improvement (CPI) [Reference is needed], Davenport and Short suggest that the redesign effort of an organisation involve five major steps.
The first three steps are very similar to Hammer’s methodology. Things differentiate after the fourth step.
1. Develop Business Vision and Process Objectives
During this step the objectives and the business vision of an organisation are defined. A business vision implies specific objectives for process redesign, such as: Cost Reduction, Time reduction, Output Quality, the Quality of Worklife and the Quality of Learning.
The objectives are prioritised and stretch targets are set. A redesign effort does not aim at improving processes’ performance, so that they contribute to the fulfilment of the vision and the objectives of the organisation.
2. Identify Processes to Be Redesigned
The most important processes are identified and prioritised according to their redesign potential. Key business processes are identified either by identification and prioritzation of all processes (exhaustive approach) or by identification of important processes or processes in conflict with conflict with the business vision and process objectives (high impact approach).
3. Understand and Measure Existing Processes
The functionality of selected process is understood here and their performance is measured against the specific reengineering objectives. It is important that designers think in an innovative way and are not restricted or influenced by the analysis of current situation.
4. Identify IT levers
IT is a powerful tool not only for supporting processes but also for creating new process design options; therefore, it has its own step in process redesign. The authors suggest eight ways to think about IT capabilities and their organisational impacts, which are summarised in Table 1.
Table 1. IT capabilities and their organisational impact
Capability / Organisational Impact/BenefitTransactional / IT can transform unstructured processes into routinized transactions
Geographical / IT can transfer information with rapidity and ease across large distances, making processes independent of geography
Automational / IT can replace or reduce human labour in a process
Analytical / IT can bring complex analytical methods to bear on a process
Informational / IT can bring vast amounts or detailed information into a process
Sequential / IT can enable changes in the sequence of tasks in a process, often allowing multiple tasks to be worked on simultaneously
Knowledge management / IT allows the capture and dissemination of knowledge and expertise to improve the process
Tracking / IT allows the detailed tracking of task status, inputs, and outputs
Disintermediation / IT can be used to connect two parties within a process that would otherwise communicate through an intermediary (internal or external)
5. Design and Build a Prototype of the Process
The final step in a redesign effort is the design of the new process. The actual design of the new process should be viewed as a prototype and successive iterations should be expected. Three key factors and tactics are considered in process design and prototype:
- using IT as a Design Tool
- understanding generic design criteria
- creating organisational prototypes
2.3Process Analysis and Design Method (PADM)
Process analysis and design methodology (PADM) was introduced by the Informatics Process Group (IPG) at Manchester University as a framework of tools and techniques, which can be used in a BPR effort according to particular circumstances.
PADM is an offspring of Process Modelling Cookbook, a collection of techniques, which can be used for business process (re)engineering. The Process Modelling Cookbook comprises two phases:
- Representation, which is an activity for developing knowledge and understanding of a process,
- Refinement, during which the knowledge gained during the representation, is used in order to consider change and to respond to problems, inconsistencies, concerns e.t.c.
An important feature of this Cookbook is that it provides a framework for continuous process improvement. PADM inherits this feature: its activities may iterate for continuous process improvement.