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Related Experiment Videos

Adaptive model to support business process reengineering.

Noha Ahmed Bayomy1, Ayman E Khedr2, Laila A Abd-Elmegid1

  • 1Information Systems Department, Faculty of Computers and Artificial Intelligence, Helwan University, Ain-Helwan, Cairo, Egypt.

Peerj. Computer Science
|May 14, 2021
PubMed
Summary
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Business Process Re-engineering (BPR) models can prevent implementation breakdowns by integrating Critical Success Factors (CSFs) and performance metrics. This approach ensures efficient operational goals are met, reducing costs and improving quality.

Area of Science:

  • Business Administration
  • Information Systems
  • Operations Management

Background:

  • Organizational environments are constantly changing, necessitating business process re-design.
  • Business Process Re-engineering (BPR) aims to optimize operations for cost, time, and quality.
  • Effective BPR implementation requires a structured approach to address potential breakdowns.

Purpose of the Study:

  • To propose an efficient model for Business Process Re-engineering (BPR).
  • To identify and address common BPR implementation breakdowns.
  • To integrate Critical Success Factors (CSFs) with business process performance.

Main Methods:

  • Developed a two-section BPR model.
  • Integrated Critical Success Factors (CSFs) with business process performance metrics.
Keywords:
Business Process ReengineeringCritical Success FactorsData Mining

Related Experiment Videos

  • Utilized association rule mining to analyze relationships between CSFs and business processes.
  • Measured process time, cycle time, quality, and cost before and after reengineering.

    • Main Results:

    • The proposed model identifies BPR breakdown points and provides preventative techniques.
    • Demonstrated the association between CSFs and business process performance.
    • Quantified improvements in process efficiency, cost reduction, and quality enhancement post-reengineering.
    • Validated the model's effectiveness through a case study at the Egyptian Tax Authority (ETA).

    Conclusions:

    • The integrated BPR model effectively addresses implementation challenges.
    • Linking CSFs to process performance enhances reengineering success.
    • The model provides a measurable framework for achieving operational excellence through BPR.