Review of BPR methodologies
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6,3
238
Critique of existing business process re-engineering methodologies The development and implementation of a new methodology
Maria Vakola and Yacine Rezgui
University of Salford, Salford, UK
Keywords BPR, Methodology, Organizational change
Abstract Explores the need for a business process re-engineering methodology and presents a critique of the existing methodologies. The identified weaknesses served as a basis for the development of a new eight-stage BPR methodology which was implemented and evaluated within three European construction companies. Summarises these stages, highlighting the need for a more integrated approach to organisational change where the human and organisational issues are incorporated in the implementation of the BPR initiative.
Business Process Management
Journal, Vol. 6 No. 3, 2000, pp. 238-250. # MCB University
Press, 1463-7154
Introduction
The most frequent question asked among business process re-engineering
(BPR) practitioners is: ``What methodology do you follow? ' ', or, ``What model do you use? ' ' BPR consultants are characterised and differentiate themselves by the methodology they apply. Although there are many successful practices and methodologies, many famous BPR authors, including Davenport (1993), argue that process innovation remains more ``art than science ' '. Furthermore, many authors argue that BPR is a relatively new discipline and area of research and, as a result, the knowledge of the subject is not sufficient to enable methodologies to be defined and developed precisely (Simsion, 1994).
Whenever both BPR practitioners and theorists are involved in BPR work within a given business sector, therefore, they have concentrated on principles rather than on prescription.
The need for an assessed methodology is crucial, however, not only due to commercial pressures
6,3
238
Critique of existing business process re-engineering methodologies The development and implementation of a new methodology
Maria Vakola and Yacine Rezgui
University of Salford, Salford, UK
Keywords BPR, Methodology, Organizational change
Abstract Explores the need for a business process re-engineering methodology and presents a critique of the existing methodologies. The identified weaknesses served as a basis for the development of a new eight-stage BPR methodology which was implemented and evaluated within three European construction companies. Summarises these stages, highlighting the need for a more integrated approach to organisational change where the human and organisational issues are incorporated in the implementation of the BPR initiative.
Business Process Management
Journal, Vol. 6 No. 3, 2000, pp. 238-250. # MCB University
Press, 1463-7154
Introduction
The most frequent question asked among business process re-engineering
(BPR) practitioners is: ``What methodology do you follow? ' ', or, ``What model do you use? ' ' BPR consultants are characterised and differentiate themselves by the methodology they apply. Although there are many successful practices and methodologies, many famous BPR authors, including Davenport (1993), argue that process innovation remains more ``art than science ' '. Furthermore, many authors argue that BPR is a relatively new discipline and area of research and, as a result, the knowledge of the subject is not sufficient to enable methodologies to be defined and developed precisely (Simsion, 1994).
Whenever both BPR practitioners and theorists are involved in BPR work within a given business sector, therefore, they have concentrated on principles rather than on prescription.
The need for an assessed methodology is crucial, however, not only due to commercial pressures
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