Review of BPR methodologies

The current issue and full text archive of this journal is available at http://www.emerald-library.com BPMJ
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

References: Archer, R. (1996), ``BPR methodology survey summary of findings ' ', Paper presented at the European Academic Conference on Business Process Re-engineering, Cranfield, UK. Bjork, B.-C. (1997), ``INFOMATE: a framework for discussing information technology applications in construction ' ', Proceedings of the CIB Workshop W78 Working Commission Bourdeau, M., Escudie, J., Swensson, M., Thompson, J. and Magadur, J. (1999), ``CONDOR field trials and demonstrator system ' ', CONDOR ESPRIT D710 Deliverable. Butler, C. (1994), ``The role of IT in facilitating BPR: observation from the literature ' ', in Classon, B., Hawryszkiewycz, I., Underwood, B Cicmil, S. (1999), ``Rethinking construction quality ' ', Proceedings of the 4th International Conference on ISO 9000 and Total Quality Management, Hong Kong Baptist University, Commission of the European Communities (1997), The Competitiveness of the Construction Industry, COM (97) 539 final. Davenport, T. (1993), Process Innovation ± Reengineering Work through Information Technology, Harvard Business School Press, USA. Eason, K. (1992), Information Technology and Organisational Change, Taylor and Francis, London. Hillebrandt, P. (1984), Analysis of the British Construction Industry, Macmillan, London. Oram, M. and Wellins, R. (1995), Re-engineering 's Missing Ingredient: The Human Factor, Institute of Personnel and Development, London. Parfett, M. (1994), The BPR Handbook: A Practical Guide to Business Process Redesign, Blackwell, Oxford. Preece, I. and Peppard, J. (1996), ``A study of tools, methods and methodologies for business process redesign ' ', Paper presented at the 3rd European Academic Conference on BPR, UK. Rezgui, Y. and Karstila, K. (1998), ``D120: Building process and document lifecycle analysis ' ', CONDOR ESPRIT 23105 D120 Deliverable, University of Salford. Ruessmann, T., Preece, I. and Peppard, J. (1994), ``Tools and methods in business process redesign ' ', Working Paper, Information Systems Research Centre, Cranfield School of Symon, G. (1992), ``Changing towards human-centred technology ' ', in Hosking, D. and Anderson, N Vakola, M. (1999), ``Business process re-engineering and organisational change. Evaluation of implementation strategies ' ', PhD thesis, University of Salford. Vakola, M., Rezgui, Y., Thompson, J. and Mitev, N. (1998), ``D3100 business process reengineering strategy ' ', CONDOR ESPRIT 23105 Deliverable. Valiris, G. and Glukas, M. (1999), ``Critical review of existing BPR methodologies. The need for a holistic approach ' ', Business Process Management Journal, Vol