Introduction and Overview

The what and why of business process re-engineering (BPR)

• Maximising competitive advantage through radical redesign
• The need for re-engineering
• Determining what re-engineering is and is not
• Focusing on the business process
• Achieving cost reduction and revenue generation goals

Applying the proven CLAMBRE/UML framework for re-engineering

• Modelling standards: UML and BPMN
• Customers vs. stakeholders
• Identifying activities and information structure
• Creative right-brain thinking

Targeting the Customer

Exploring the customer interface

• Expanding customer roles with aggregation
• Refining customer types using generalisation
• Establishing an accurate customer profile

Documenting customer values and needs

• Service provision vs. product supply
• Evaluating customer satisfaction: quality, flexibility, speed, cost, service
• Categorising customer relationships using the PRIDE checklist
• Assessing how effectively the business process meets customer needs

Modelling the Business Process

Pinpointing processes for re-engineering

• Uncovering core business processes
• Choosing suitable metrics to assess process performance
• Detecting business process antipatterns
• Presenting findings to senior management

Describing worker roles and responsibilities

• Identifying anomalies in worker roles using cross-reference matrices
• Mapping a business process using UML activity diagrams
• Partitioning activities between roles

Analysing the Business Process

Detailing business processes

• Selecting appropriate UML tools
• Scoping the process with UML use case diagrams
• Pinpointing key business actors
• Modelling alternative workflows
• Capturing ineffective business activities

Exploring the business structure

• Revisiting organisation infrastructure
• Mapping information using class diagrams
• UML business stereotypes
• Designating process architecture with communication diagrams
• Removing restrictive structures

Redesigning the Business Process

Maximising the benefits of information technology

• Web-enabled technology
• Interaction through social spaces
• Designing future-proof business systems
• Business intelligence solutions
• Enterprise Information Systems

Redefining customer-process boundaries

• Adapting the business process to benefit specific customer types
• Integrating and capitalising on technology opportunities
• Personalising the process
• Meeting and exceeding customer expectations

Creating the new process using best business practice

• Incorporating business patterns
• Resolving process anomalies
• Comparing strategic alternatives
• Ensuring durable, reliable information management

Rolling Out the Re-engineered Process

• Re-educating the workforce
• Linking metrics with customer satisfaction
• Supporting ongoing process improvement
• Monitoring and measuring results
• Demonstrating success