BPR vs BPM: Comparison of Business Process Management Approaches

This report provides a comparative analysis of Business Process Reengineering (BPR) and Business Process Management (BPM). It begins by defining both approaches, highlighting their core principles and objectives. The report then delves into a detailed comparison, outlining the benefits and shortcomings of each methodology. It explores how BPM offers agility, efficiency, and risk reduction, while BPR focuses on process redesign. The analysis includes an examination of the BPM lifecycle, specifically addressing which phases are discarded in BPR and the rationale behind this. Furthermore, the report suggests ways BPR and BPM could be combined within a company's long-term continuous improvement strategy. The report concludes by emphasizing the importance of implementing effective business processes for long-term sustainability and competitiveness.

Running Head: BPR VS BPM 0
Business Process Management
Student Details
4/11/2019

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Contents
Introduction................................................................................................................................2
BPM VS BPR.............................................................................................................................2
Conclusion..................................................................................................................................4
References..................................................................................................................................5

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Introduction
Business Process Management, BPM is a discipline which is used for making
improvements in a business process through analysing it from end to end, modelling its’
working in different circumstances, implementing improvements, monitoring of enhanced
process, and optimizing it continuously (Jeston, 2014).
Business Process Engineering, BPR is an approach for changing management in order
to obtain specific business outcome from a required task by redesigning it. BPR analyse
workflows between and within enterprises to optimize end-to-end processes and remove tasks
which cannot provide valued customers (Abdolvand, Albadvi, & Ferdowsi, 2008).
BPM VS BPR
BPM provides benefits which include agility, productivity, efficiency and risk
reduction, employee satisfaction, and compliance and transparency. BPM facilitates a flexible
design process which promotes change implementation in organization at lower costs. It also
improves processes and thus saves employees’ time for performing activities which results in
reduces waste and increase in productivity. On the other hand BPR improves quality through
blending and collaboration of work processes. This provides a clear picture to the employees
about processes which results in liability increment among employees and hence improves
quality. BPM increases efficiency and reduces associated risks by visibility of business
processes which allows complete focus on inefficiencies resulting in reducing risks of fraud
through monitored processes. BPM also removes red tape in organizations and allowing
employees’ 100% focus on work which ultimately enhances productivity and happier
workforce (Jeston, 2014). Delays in compliance can be removed with BPM through
implementation of regulatory requirements which leads to business processes become

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transparent and visible to employees. On the other side, BPR integrates everything very
nicely which removes unnecessary labour and unproductive activities resulting in reduction
in wasted time and thus ultimately reduces cost.
Shortcomings associated with BPM includes limit to innovations. Secondly, BPM is a
tool for assisting in problem solution and it is not the solution. BPM suggests employees’
opinion consideration is must. Employees can forget the process in case of meeting deadlines
or working under stress. BPM also causes a reduced sense of responsibility among employees
because it may let them consider that the task is assigned to system and not to them. On the
other side BPR does not achieve instant competitive advantage, it is not easy to implement
and not suitable for all organizations, and BPR does not support changing customer needs
(Abdolvand, Albadvi, & Ferdowsi, 2008).
There are five steps involved in BPM life cycle naming design, modelling, execution,
monitoring, and optimization. Whereas, in BPR life cycle also consists of five steps:
envision, diagnosis, redesign, implementation, monitor. Therefore, it can be seen that
optimization step of BPM life cycle is discarded by BPR because BPR is implemented when
BPM becomes too complex and inefficient and optimization is not providing desired results
(Rosemann & Vom Brocke, 2015). Hence BPR is improved version of BPM which does not
need optimization.
BPR can be implemented in a business by using six steps: identification of clearly
defined and measurable goals, identification of processes, understand existing processes,
setting information system, designing of new processes, and implementation of redesigned
processes (Business Jargons, 2019).
BPM involves five steps for its implementation in a company’s continuous
improvement methodology: identification of existing processes and designing of the future

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process, modelling, execution, monitoring, and optimization (Rosemann & Vom Brocke,
2015).
Conclusion
Therefore, there is requirement of implementing new processes in business for remain
sustainable and competitive in short and long-term. BPM and BPR are important for
improving efficiency and makes businesses to respond to changes.

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References
Abdolvand, N., Albadvi, A., & Ferdowsi, Z. (2008). Assessing readiness for business process
reengineering. Business Process Management Journal, 14(4), 497-511.
Business Jargons. (2019). Steps involved in Business Process Reengineering. Retrieved from
https://businessjargons.com/steps-involved-business-process-reengineering.html
Jeston, J. (2014). Business Process Management. UK: Routledge.
Rosemann, M., & Vom Brocke, J. (2015). The Six Core Elements of Business Process
Management. In Handbook on Business Process Management (pp. 105-122). Berlin:
Springer.