Business Process Reengineering: Framework, Modelling and Analysis

This report provides a functional overview of a framework used in business process modeling and reengineering (BPR). It covers key elements such as tactical rational models, design methodologies, analysis techniques, and tactical dependency models. The report emphasizes the importance of adapting to environmental changes and leveraging new technologies to improve customer relationship management and employee job satisfaction. It also addresses the need to minimize operational costs and enhance competitive advantage. Various BPR approaches, including Six Sigma and PDCA, are discussed, along with the significance of aligning organizational requirements for continuous improvement and identifying business vulnerabilities to mitigate risks. The report further explores process modeling, rational planning, and requirements engineering, highlighting the classification of models based on coverage, alignment, granularity, and flexibility.

Running head: REENGINEERING BUSINESS PROCESS
Reengineering Business process
Name of the Student
Name of the University
Author’s Note

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Table of Contents
1. Introduction......................................................................................................................2
2. Framework Overview......................................................................................................3
2.1. Tactical Rational model................................................................................................4
2.2. Design...........................................................................................................................5
2.3. Analysis........................................................................................................................6
2.4. Tactical Dependencies model.......................................................................................6
3. Process modelling, rational, requirements engineering...................................................7
4. Prospect and vulnerability.............................................................................................11
5. Conclusion.....................................................................................................................12
References..........................................................................................................................13

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1. Introduction
The organization needs to implement the business process reengineering for the
adaptation of the change in the environment and support the evolution of the current business
process for rapid growth of the organization. The new technologies should be deployed in the
current organization for the prediction of the business operations and application of the key
strategies for improvement of the customer relationship management and job satisfaction levels
of the employees working in the organization (Bahir and Peled 2013). The cost of the service and
the operation should be minimized for the rapid evolution of the functional components and
forcing the transformation of the business process according to the needs of the organization.
The business process reengineering is required for the organization for increasing the
competitive advantage of the current business and improve the performance for responding to
more number of customers at a time (Fischer et al.2015). There are different business re-
engineering approaches that can be applied in the business process of the organization for
increasing the efficiency of the management such as six sigma, PDCA, design for six sigma,
define measure analysis improve control system, etc. the implementation of the BPR initiative
and other factors should be used for putting successful effort for the development of the business.
The report is prepared for providing the functional overview of the framework used in
business process modelling and reengineering. The framework overview section consists of the
tactical relationship model, design, analysis and dependency on the tactical model. Demo models
are used for the understanding the roles between the actors. The rational required for the
continuous improvement of the performance of the business process needs to be identified and
the requirement of the organization are aligned for improvement of the current business process.

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The vulnerability of the business is also required to be analyzed for identification of the risk and
develop the framework accordingly.
2. Framework Overview
Concentrating on the key achievement and disappointment elements of business process
reengineering usage endeavored to distinguish distinctive arrangements of variables. These
variables incorporate change administration, administration competency and support,
authoritative culture, venture arranging and administration, data innovation (IT) foundation and
budgetary assets (Barve 2014). The contrast amongst progress and disappointment did not rely
upon organization size or assets, but rather on suitable arranging and shirking of entanglements.
Numerous layers of administration, brought together and costly frameworks and additionally the
gathering of control strategies and directions stay to be impressive deterrents in guaranteeing
proficiency, economy and profitability of open area associations.
Today, globalization alongside key main impetuses, for example, clients conduct, rivalry
among organizations and change in the workplace have made intense condition for associations
that have been working with obsolete rationalities and standards of work hones. In spite of the
fact that those obsolete methods of insight and standards prevail to adapt up the financial
difficulties of that time, they can't fit the present new condition (Joshi et al. 2015). The new
condition expects associations to acknowledge new working practices that can make up them to
be responsive and adaptable for the evolving condition. In doing as such, associations use
different sorts of administration instruments, for example, Total Quality Management (TQM),
Restructuring, Business Process Reengineering (BPR), et cetera.

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2.1. Tactical Rational model
Tactical rational model is used for understanding the requirement and thera re different
tools that can be used such as
 Six sigma
 PDCA (plan do check adjust)
 Design for six sigma (DFSS) or DMADV
 DMAIC (define measure analyses improve control) system etc.
The six sigma is used for the improvement of the process and it consists of a set of process
that is concerned with the improvement of the output quality and removing the errors in the
business process of the organization. The identification of the errors in the early stages of
development is important for increasing the efficiency of the organization and quality
management of the project. Six sigma is a statistical modelling and it needs continuous effort for
the achievement of the predictable process (Shi et al. 2013). It helps in management of the
manufacturing and business process for measurement and analysis of the improved control.
Different methodologies are present in six sigma project and it can be divided into different
phases such as DMAIC and DMADV (LUCA 2014). The DMAIC is used for definition of the
system requirement, Measurement of the key aspects for the current process of the organization
and collection of the relevant data. An analysis of the data is important for the investigation and
verification of the effect and cause of the relationship for the determination of the relationship
and attempting to ensure that the factors should be considered. The improvement and
optimization of the current business process should be based on the data analysis techniques and
a control should be placed on the future state for ensuring the deviation of the target that should
be corrected for the implementation of the control system such as continuous monitoring and

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statistical process control (Feldmann 2013). The DMADV is used for defining, measuring,
analyzing, designing and verification of the business process.
2.2. Design
There are three sorts of research outline: quantitative, subjective and blended techniques.
Quantitative research is a methods for testing target hypotheses by looking at the relationship
among factors. Then again, subjective research is a methods for investigating and understanding
the importance people or gatherings attribute to a social or human issue. Between the two
strands, blended techniques investigate is an approach that consolidates or partners both
quantitative and subjective outlines to ask an issue (Hammer 2015). Nonetheless, the creator
noticed that the determination of an exploration configuration includes the contemplations of the
perspective suppositions the examination conveys to ponder, the nature of research issue,
techniques of request, the analyst's understanding, groups of onlookers for the investigation, and
information accumulation strategies, examination and elucidation.
As endeavored to show the sorts of research outline and their importance beforehand,
quantitative and subjective plans have unmistakable characters, while blended strategies
configuration shares the characters of the two plans (Esbenshade et al. 2016). The exploration
configuration includes the cooperation’s of philosophical perspective, methodologies of request,
and particular strategies for the quantitative, subjective and blended techniques plan. The
accompanying areas assessed the previously mentioned characters for each sort of research plans
in which it embraced the fitted research strategy for this examination.
Quantitative research configuration has the post positivist perspective supposition that
envelops, deterministic reasoning in which causes most likely decide the impact, and reductionist

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logic to lessen the thoughts into a little, discrete arrangement of thoughts to test factors that
involve speculations and research questions (Dorogaia 2017). Post positivism create learning in
light of target perception and estimation and confirm hypotheses that oversee the world.
Quantitative plan utilizes procedures of request, for example, study and test, and gather
information through institutionalized instruments that are close-finished inquiry and numeric
information. Utilizing factual strategy, it makes speculations regarding the populace from the
specimen.
2.3. Analysis
Information acquired from the study instrument were examined utilizing quantitative
information strategies. To investigate information got from the overview instrument, engaging
measurements were utilized, for example, recurrence, rate, mean, and standard deviation. In
particular, to rank the relative seriousness of the testing components of business process
reengineering usage the respondents evaluated scale rate is utilized (Goetsch and Davis 2014).
Likewise, to dissect information acquired from stakeholders associated with the organization the
overview instrument, inferential measurement (i.e., Chi-square with criticalness level) is used for
the refinement of the relative seriousness of different testing factors among different universities,
i.e., new business and old business gathering (Serban 2015).
With a specific end goal to give an unmistakable perspective of the discovering, tables
and charts were utilized. All in all, the overview instrument reactions entered into Statistical
Package for Social Science (SPSS), for the creation of quantitative information yield.

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2.4. Tactical Dependencies model
The tactical dependency model consists of the five phases of the business process
reengineering project such as:
 Learning process for each of the phases.
 Creation of a business vision
 Analysis and modelling of the current processes of the organization
 Analyzing and modelling of to be process
 Continuous process transition for the improvement of the efforts
The main objective of each of the phases is the identification of the potential risk and
different techniques should be used for the identification each of the phases and description of
the stages. The learning stage is used for the collection of the data from the customers or the
competitors for the identification of the capability of the organization and implementation of new
changes (Jeston and Nelis 2014). A benchmark is created for the organization after evaluation of
the existing practices and defining a business vision. The business vision document should be
created for the inclusion of the future needs of the organization and implementation of the best
practice in the organization (Chang 2016). The success of the BPR depends on the modelling and
analysis of the current business process and transition to the continuous process improvement.
3. Process modelling, rational, requirements engineering
Process modelling – the process modelling is used for classification of the models and
describing each of the process and its instantiation. A same set of processes can be applied
multiple times for the development of thee software application and the main goal of the process
model is to track the progress of the project and identification of the improvement point that can

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be applied for the improvement of the business and increasing its efficiency of operation
(Oakland 2014). For process modelling the desired process should be analyzed in terms of its
running time and performance. Guidelines, rules and the pattern of behavior of the process
should be monitored for getting the maximum throughput from the process. The process
modelling can also be used for providing explanations about the rational and the requirement
gathering. There are different process models and each of the process model can be classified
according to their coverage, alignment, granularity and flexibility (Jung and Lee 2016). The
process model can be identified and it can be activity oriented, product oriented, decision
oriented, strategy oriented and context oriented. The activity oriented process model is used for
the definition of the related activity set and setting up a partially ordered steps for reaching the
goals of the organization. The product oriented process models consists of a series of activity and
is used for transformation of the sensitive products to the desired levels (Harmon 2015). The
decision oriented process model consists of a decision set used for defining the product. The
context oriented process model is used for the sequencing the context and causes transformation
of the successive product following the decision taken for its improvement. The strategy oriented
process model uses multiple approach for the elaboration of the product.
Rational – it is a planning model that is applied and involves a number of steps for
creation of the project plan and designing the neighborhood framework. The problem should be
defined with the goals of the organization and alternative plan should be prepared for the
identification of the solution to the problem. The alternative plan should be created and evaluated
for implementation in the business development process (Iqbal, Nadeem and Zaheer 2015). The
project manager should monitor the activities and effects of the project plan for reducing the
errors in the business process and increasing the efficiency of the organization. Organizational

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behavior should be identified and multi-step modelling is used for making decision and creation
of the solution of the problem (Rosemann and vom Brocke 2015). The methodology followed for
the identification of the rational are given below;
Verify, define and add details to the problem – The verification and identification of the
problem is important for creation of a solution for the problem (Krumeich et al. 2014). It is a
group based decision making model and different stakeholders are involved for verification of
each of the step and take an effective decision for solving the problem.
Generation of the possible solutions – A planning is required to be made for the creation
of a solution to the problem. Different solution should be created and the contribution of the
stakeholders for contribution of different ideas for the development of the project solution
(Kuipers et al. 2014). The alternative solution should be evaluated by aligning it with the
business process for application in the business.
Generation of objective assessment criteria – Evaluation of the measurement technique
and is important for the identification of the failure or success alternatives. It can be used as a
secondary stage in the business process reengineering (de Oca, I.M.M et al. 2015). An analysis
of the suitability and sensitivity of the business organization should be analyzed before
application of the step.
Choosing the best solution – The final solution should be selected after identification of
the requirement and different strategies should be applied for generation of the best possible
solution. The preferred solution should be applied and the outcome should be monitored for the
identification of the best solution.

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The rational planning model should be disclosed to the employees working in the
organization by creation of a policy and sharing it with the employees working in the
organization. The behavior style should be analyzed for the identification of the constraints of
the project and achieve the goals of the current business (Bocken et al. 2014). The rational
planning model should be applied on a stable system and main factor affecting the actions
perceived by the rational choices is the government. The model can be summarized into the
following points such as:
1. Definition to the problems by analyzing the requirement of the organization and other
relevant informations
2. Identification of the criteria required for making decision to solve any problem occurred
in the organization. Determination of relevant factors for taking important decision
affecting the change in the organization.
3. Analyzing the critical situation and for evaluation of the strength and weakness of the
organization and implementation of alternative solution according to the priority affecting
the decision (Schmiedel, Vom Brocke and Recker 2014).
4. Preparation of the list of the alternative solutions and the used for resolving the current
problems.
5. Evaluation of the alternative solution created and selection of the best solution from the
prepared solution
6. Enforcement of the policy for the development of the business process reengineering.
Requirement Engineering- It is a process of definition, documentation and maintenance
of the requirement of the organization for engineering the design process. The actor responsible
for requirement engineering are the software engineer and the system engineer. The requirement

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engineering is applied in the SDLC model and it acts as the first phase of the waterfall model and
used for the identification of the requirement for the development of the project. There are
different activities included in the requirement engineering and it depends on the different types
of system that is required to be developed and appropriate project management practice should
be followed for inception of the requirement and elicitation of the requirements.
The requirement analysis is required and stakeholders must be involved in the
requirement analysis phase for creation of a project schedule. System modelling should also be
done for designing the activities and a requirement specification document should be prepared
for documentation of the artifacts and validating the resources required for the development of
the project. The problems identified for the implementation of the requirement are also analyzed
and the incomplete requirements should also be made clear for reducing the errors that may
occur during the development phase.
4. Prospect and vulnerability
The business process reengineering is applied in an organization for reducing the cost of
business operation and improve the performance of the business process. The lifecycle cost can
be decreased with the decrease in the development time of the project. The service quality should
be improved and the satisfaction levels of the employees and the customers should also be
increase for the improvement of the prospect (Kuipers et al. 2014). The risk associated with the
implementation of the change in the current business process should be analyzed and a risk
management plan should be created for handling the risk during the business process
reengineering. A strategy should be selected by analyzing the requirement for controlling the
issues create opportunities for management of the vulnerability arising in the development of the
business process. There are different vulnerability and they are listed as follows:

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Critical skill loss and development of wrong skill: The outsourcing of the raw material
required for the development of the new system may cause the organization to loss the strategic
flexibility and implemented for the creation of the new design of the business.
Cross functional skill loss: Communication with the stakeholders involved in the
business process reengineering is an important factor for the success of the organization. The
employees working in the organization should be interacted for the identification of the key
requirement (Goetsch and Davis 2014). Meeting must be arranged with them for the
identification of the benefits that can be gained with the improvement of the cross functional
skills.
5. Conclusion
From the above report it can be concluded that modelling and analysis of each of the
process involved in continuous improvement of the business process is important for business
process reengineering. The continuous improvement should be aligned with the process
management for refining the requirement of the organization and increase the efficiency of the
organization enabling growth. A business vision should be created with including the important
task for creating a clear future statement for the growth of the business. The selection of the
methodology is also important for the development of the change management of the business. A
design is created and its functionality is analyzed for the creation of a statistical report for
understanding the leading business organization in the organization and the model followed by
them. The model is selected according to the needs of the business and the business process are
used for identification of the changes required for the development of the new strategy and gain
the leading position in the market. Process modelling is used for the identification of the set of
process, rational and requirement engineering is used for identification of the requirement.

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Software development lifecycle model is used for making the requirement clear and the selection
of the model is also important for the development of the system within limited time and budget.
The prospect and vulnerability of the system should be identified for the identified for increasing
the efficiency of the organization and reduce the error in the business process development.

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