Business Process Re-Engineering

1. Introduction of Software Business:

A software business serves as the
architect reshaping digital landscapes. It strategically crafts and refines computer
programs to streamline and optimize organizational processes. These software
solutions act as catalysts, revolutionizing the way businesses operate and enhancing
efficiency in the ever-evolving landscape of technological transformation.
Businesses undergoing process reengineering can achieve enhanced
productivity and adaptability. These digital tools become pivotal in redefining
workflows, fostering agility, and ultimately driving a more effective and competitive
enterprise.
 A Satisfied customer need.
 Increasing Competition
 Use technology behind the technology
Improve Competition:
 Understand and meet customer needs to build loyalty.
 Stay flexible and adapt quickly to changing market trends.
 Explore new markets and customer segments.
 Make our process Effective.
 Make our process Efficient.
 Make our process Adaptable
Achieve Dramatical Improvement:
 Adopt agile methodologies for faster project delivery.
 Invest in emerging technologies to enhance efficiency.
 Use new technology to achieve a system in less time.
Mutual Life Improvement:
 Encourage individuals to work together for shared goals.
 Develop systems to provide mutual support during times of crisis.
 Support skill-building initiatives that benefit both individuals and
communities.
 2. Business Process Re-Engineering:
Business process Re-engineering is the
fundamental of rethinking and redical design of business process enable by
information technology to achieve dramatic improvement in business
performance.
Aim Of BPR:
 Improve the speed and responsiveness of business processes.
 Remove repetition
 Improve Product/Quality or Service.

3. Software Life Cycle Re-engineering:

Software Life Cycle Reengineering
involves restructuring or transforming the entire life cycle processes
associated with the development, maintenance, and evolution of software
systems.
 Strategic Planning:
Define goals and objectives for the reengineering effort.
 Process Redesign:
Rethink and redesign software development processes.
 Technology Upgrade:
Assess and update the technology stack and tools.
 Training and Skill Development:
Provide training on new processes and
technologies.
 Continuous Monitoring and Improvement:
Implement metrics and monitoring
systems for ongoing assessment and improvement.

4. Alternative Software Model:

Agile Development:
 Flexible, iterative approach.
  Adapts to changing requirements efficiently.
Spiral Model:
 Blends iterative and waterfall approaches.
 Progresses through planning, risk analysis, and evaluation.
Incremental Model:
 Divides development into manageable parts.
 Allows for partial deployment of the system.
V-Model:
 Testing-centric approach aligned with development stages.
 Testing integrated at each phase of the life cycle.
Extreme Programming (XP):
 Advocates frequent releases and continuous testing.
 Emphasizes simplicity, feedback, and communication.
Feature-Driven Development (FDD):
 Focuses on designing and building features incrementally.
 Emphasizes domain object modeling.

5. Two Major View Of S/w Life Cycle:

Software Process Reengineering (SPR), the
software life cycle is often viewed from two major perspectives: the traditional
Waterfall model and the iterative, incremental models. These represent different
approaches to managing and executing the various phases of software development
and maintenance within the context of process reengineering.

 Waterfall Model
 Iterative and Incremental Models

6. IEEE 1074:
IEEE 1074 is a standard that guides how to describe and document the
processes involved in creating computer systems. However, as of my last update in
January 2022, it doesn't specifically focus on the process of changing or reengineering
existing software processes. If there have been updates to the standard since then, you
may want to refer to the latest documentation for the most accurate information.
7. BPR Success & Faliure:
Success and failure in Business Process Reengineering (BPR) can be
influenced by various factors.
Success Factors

Clear Objectives:
Clearly defined and communicated objectives help align the
reengineering effort with organizational goals.
Technology Integration:
Effective use of technology to streamline processes and
enhance efficiency contributes to success.
Flexibility and Adaptability:
Flexibility to adapt to changing circumstances and
feedback promotes successful outcomes.

Faliure Factors

Lack of Clear Objectives:

Unclear or unrealistic goals can lead to confusion and a lack
of direction.
Insufficient Resources:
Inadequate budget, time, or technology resources can impede
the successful execution of BPR.
Lack of Monitoring and Feedback:
Failure to continuously monitor and gather
feedback on the implemented changes can result in unforeseen issues.

8. Factor Relating BPR Success:

Change management which involves all human
social-related changes and culture adjudtment techniques is required by mangement to
facilitate the insertion newly designed process and structure into working practice and
deal to effectively with resistance.
9. Factore Relating Change Management System and Culture:
A successful change
management system integrates a well-structured reward system, clear communication,
empowerment, and active people involvement. The reward system acknowledges
behaviors aligned with the desired cultural change, fostering motivation. Effective
communication builds trust and alignment, while empowerment instills a sense of
responsibility. Involving people at all levels ensures diverse perspectives, creating an
inclusive environment for a positive cultural shift.

10. Committed and strong Relationship:

Most provide a clear vission for future. A
committed and strong relationship is characterized by mutual dedication, trust, and
support between individuals. Commitment involves a shared understanding of long-
term goals, and trust forms the foundation, allowing open communication.
11. Business Process:
A business process is a set of interrelated tasks or activities
performed by individuals or systems within an organization to achieve a specific goal
or outcome. Business processes are the structured and repeatable activities that
organizations use to produce products, deliver services, or accomplish other
objectives. These processes typically involve the use of resources such as people,
technology, materials, and information. Examples of business processes include
product development, order fulfillment, customer service, and financial management.
Efficient and well-designed business processes are crucial for organizational success
as they contribute to productivity, quality, and customer satisfaction.
12. Core & Support Process:
The concepts of core and support processes are
fundamental to understanding how an organization operates and delivers value.
Core Processes:
Core processes are pivotal activities directly linked to an
organization's primary objectives, such as product development, sales, and customer
service, contributing significantly to competitive advantage.
Support Process:
Support processes, like human resources and IT, provide the
necessary infrastructure to optimize the efficiency of core operations. Together, these
processes form an integrated system crucial for organizational success, where
Business Process Management plays a vital role in continuous improvement and
strategic alignment.

13. Value Chain:

Michael Porter's value chain is a strategic framework that helps
analyze and break down the various activities a firm performs to design, produce,
market, deliver, and support its products or services. The value chain is a series of
interconnected activities, and Porter categorized them into two main types: primary
activities and support activities.
Primary Activities:
 Involves receiving, storing, and distributing inputs for the product or service
 Activities include manufacturing, packaging, testing, and maintenance..
 Activities include advertising, sales, and channel selection.
 Activities include customer support, warranty services, and maintenance.
Support Activities:
 Involves acquiring the inputs needed for the value chain.
 Focuses on improving product and process innovation.
 Encompasses activities related to the management of personnel and Activities
include hiring, training, and employee development.
 Activities include general management, planning, finance, and quality
management.

14. Process Reference Model:

A Process Reference Model (PRM) describes for a
certain application domain a set of processes. Each process is described by its purpose
and the associated process outcomes (i.e. work products).
They only serve as a guide for making process decisions and will need to be modified
to suit the requirements of your business.
It serves as a reference point to help organizations improve their
processes, enhance efficiency, and achieve their strategic objectives. The primary
purpose of a Process Reference Model is to establish a common language and
understanding of processes across an organization.
Why would you need a Process Reference Model or Framework?
Ans:) 1. They provide a starting point for formalising the practices within a business
domain. These process reference models are targeted at different industries so it’s best
to find the one that suits your business or domain the best.
15. The SCOR Model Framework:
The supply chain operations reference (SCOR)
model helps businesses evaluate and perfect supply chain management for reliability,
consistency, and efficiency.
Process Categories:
The SCOR model categorizes supply chain processes into five
main categories: Plan, Source, Make, Deliver, and Return.
 Plan: Involves activities related to planning and managing resources.
 Source: Encompasses processes related to obtaining goods and services from
suppliers.
 Make: Focuses on manufacturing or producing products.
 Deliver: Encompasses order fulfillment, logistics, and distribution.
 Return: Deals with handling product returns and reverse logistics.
Process Levels:
The SCOR model defines three hierarchical levels: Level 1 (Scope),
Level 2 (Configuration), and Level 3 (Process Element).
 Level 1 (Scope): Describes the overall supply chain scope and identifies the
primary processes.
 Level 2 (Configuration): Details specific processes within each category.
 Level 3 (Process Element): Breaks down processes into specific activities and
tasks.

16. Business As A System:

Business as a system involves recognizing the
interconnectedness of its components, understanding the dynamics of its operations,
and adopting a holistic approach to problem-solving and improvement. This systems
perspective is valuable for managers and leaders seeking to enhance organizational
effectiveness and adaptability.
17. Management & support Process:
Management and support processes are
essential components of organizational operations that provide the framework for
planning, executing, monitoring, and improving various activities within an
organization. These processes play a crucial role in supporting the core business
functions and ensuring the overall effectiveness and efficiency of the organization.
some common management and support processes:
 Strategic Planning
 Financial Management
 Quality Management
 Change Management
 Project Management
 Customer Support and Service

18. Process Discovery:

Process Discovery can be defined as a set of tools and
techniques that are used to define, map and analyze the processes of an organization.
Process discovery is a methodology used in business process
management to identify, document, and understand the processes that occur within an
organization. The goal of process discovery is to gain insights into how work is
actually performed, uncover potential inefficiencies, and identify opportunities for
improvement.
19. APQC Classification Framework:
The APQC (American Productivity and
Quality Center) Classification Framework is a taxonomy used for organizing and
categorizing business processes and related content. APQC is a non-profit
organization that focuses on benchmarking, best practices, and knowledge
management. The APQC Classification Framework provides a standardized structure
for classifying and organizing information related to business processes.
Purpose:
The framework is designed to facilitate the consistent classification and
organization of business processes and associated information within an organization.
Taxonomy:
It offers a hierarchical taxonomy that categorizes business processes into a
structured framework.
The taxonomy includes high-level process categories, subcategories, and
detailed process elements.
Knowledge Management:
APQC's Classification Framework is often utilized in
knowledge management efforts to ensure that information is organized in a way that
is easily accessible and understandable.
Continuous Improvement:
The framework supports continuous improvement efforts
by providing a standardized structure for analyzing and optimizing business
processes.
Adaptability:
Organizations can adapt the framework to fit their specific needs and
context while still leveraging the standardized structure provided by APQC.

20. Business Process Management:

Business Process Management (BPM) is a
discipline that involves the identification, modeling, analysis, and optimization of
business processes to achieve organizational goals. BPM is both a strategic and
operational approach to improving business processes throughout their life cycle.

21. System Design & Analysis In a Changing World:

System design and analysis in
a changing world refers to the process of developing and evaluating information
systems with a focus on adapting to evolving conditions, technologies, and business
requirements. In a rapidly changing environment, organizations need systems that are
flexible, scalable, and responsive to emerging challenges and opportunities.
System design and analysis in a changing world involves agile
methodologies, modularity, and continuous feedback to create adaptable, user-centric
systems that address evolving business needs and technological landscapes.

22. Use Case Diagram:

As a given in Software Construction & development slide.
23. Activity Diagram:
As a given in Software Construction & development slide.
24. Sequence diagram:
As a given in Software Construction & development slide.
25. Radical Design:
Radical design in re-engineering means making big and
innovative changes to how things are done, completely transforming the way a system
works rather than just making small improvements.
26. Metephor & Ecology:
1. Metphor:
Metaphor tell the flow of information know gernal detail of the
system.
2. Ecology:
Ecology step by step information in which tell the fully detail of
the system.
27. Re-Engineering Apply:
Cause:
 Scare Big
 Reduce the number of people.
 Organization did not remind them they will have skill to apply
and change enviornment and they learnt the new system.

28. Event driven Process Chain:

The building blocks used in EPC diagrams are:

Name Representation Description

Event An event describes what

circumstances a function or a process
works or which state a function or a
process will be resulted in.

Function A function describes the

transformations from an initial state
to a resulting state.
Operator And – An and operation corresponds
to activate all paths in the control
flow concurrently.
Or – An or operator corresponds to
activate one or more paths among
control flows.
XOR – An XOR operator
corresponds to make a decision on
which path to choose among several
control flows.

Organization An organization unit determines

unit which person or organization within
the structure of an enterprise is
responsible for a specific function.

Control flow A control flow connects events with

function, process paths or operators
that create a chronological sequence
and logical interdependencies
between them.

Process path A process path shows the connection

from or to other processes.

Organization An organization unit assignment

unit shows the connection between an
assignment organization unit and the function it
is responsible for.

Information An information resource portrays

resource objects in the real world that can
 input data serving as the basis of a
function or output data produced by a
function.

System A system is the provider of functions

in a process.

Information Information flow shows the

flow connection between functions and
input or output data, upon which the
function reads changes or writes.

Goal Goal Activity

Machine
*

Application S/w

Output Output box

Diagram: