BPR Implementation: A Decision-Making Strategy

  • Selma Limam Mansar
  • Hajo A. Reijers
  • Fouzia Ounnar
Part of the Lecture Notes in Computer Science book series (LNCS, volume 3812)


To support the efficient appraisal and selection of available best practices, this paper proposes a strategy for the implementation of Business Process Redesign (BPR). Its backbone is formed by the analytical hierarchy process (AHP) multi-criteria method and our earlier research on the popularity and impact of redesign best practices. Using (AHP) we derive a classification of most suitable best practices for the process being redesigned. Criteria such as the popularity, the impact, the goals and the risks of BPR implementation are taken into account. A case study of a municipality in the Netherlands is included. It discusses which best practices should be applied to redesign the invoicing process at the municipality.


Analytical Hierarchy Process Good Practice Pair Wise Comparison Analytical Hierarchy Process Method Global Objective 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 1.
    Al-Mashari, M., Zairi, M.: BPR implementation process: an analysis of key success and failure factors. Business Process Management Journal 5(1), 87–112 (1999)CrossRefGoogle Scholar
  2. 2.
    Alter, A.: The corporate make-over. CIO 4(3), 32–42 (1990)Google Scholar
  3. 3.
    Bashein, B., Markus, M., Riley, P.: Precondition for BPR success and how to prevent failures. Information Systems Management, 7–13 (1994)Google Scholar
  4. 4.
    Belton, V., Gear, T.: On a Shortcoming of Saaty’s Method of Analytic Hierarchies. Omega 11, 228–230 (1983)CrossRefGoogle Scholar
  5. 5.
    Bouyssou, D., Marchant, T., Perny, P., Pirlot, M., Tsouki‘as, A., Vincke, P.: Evaluation and Decision models: a critical perspective. Kluwer, Dordrecht (2000)CrossRefzbMATHGoogle Scholar
  6. 6.
    Crowe, T.J., Fong, P.M., Bauman, T.A., Zayas-Castro, J.L.: Quantitative risk level estimation of business process reengineering efforts. Business Process Management Journal 8(5), 490–511 (2002)CrossRefGoogle Scholar
  7. 7.
    Davenport, T.: Process Innovation: Reengineering Work Through Information Technology. Harvard Business School Press, Boston (1993)Google Scholar
  8. 8.
    Davenport, T., Short, J.: The new industrial engineering: information technology and business process redesign. Sloan Management Review 31(4), 11–27 (1990)Google Scholar
  9. 9.
    Davidson, W.: Beyond re-engineering: the three phases of business transformation. IBM Systems Journal 32(1), 65–79 (1993)MathSciNetCrossRefGoogle Scholar
  10. 10.
    Dyer, J.S., Saaty, T.L., Harker, P.T., Vargas, L.G.: Remarks on the Analytic Hierarchy Process. Management Science 36(3), 249–275 (1990)MathSciNetCrossRefGoogle Scholar
  11. 11.
    Grover, V., Jeong, S., Kettinger, W., Teng, J.: The implementation of business process reengineering. Journal of Management Information Systems 12(1), 109–144 (1995)CrossRefGoogle Scholar
  12. 12.
    Guimaraes, T., Bond, W.: Empirically assessing the impact of BPR on manufacturing firms. International Journal of Operations & Production Management 16(8), 5–28 (1996)CrossRefGoogle Scholar
  13. 13.
    Hammer, M., Champy, J.: Reengineering the corporation: a manifesto for business revolution. Harper Business editions, New York (1993)Google Scholar
  14. 14.
    Limam Mansar, S., Reijers, H.A.: Best practices in business process redesign: validation of a redesign framework. Computers in Industry 56(5), 457–471 (2005)CrossRefGoogle Scholar
  15. 15.
    Limam Mansar, S., Reijers, H.A.: Best practices in business process redesign: Survey results amongst Dutch and UK consultants. In: Proceedings of the 2004 Research Conference on Innovations in InformationTechnology, Dubai, October 4-6 (2004)Google Scholar
  16. 16.
    Maull, R.S., Tranfield, D.R., Maull, W.: Factors characterising the maturity of BPR programmes. International Journal of Operations and Production Management 23(6), 596–624 (2003)CrossRefGoogle Scholar
  17. 17.
    Min, D.M., Kim, J.R., Kim, W.C., Min, D., Ku, S.: IBRC: Intelligent Bank Reengineering System. Decision Support Systems 18(1), 97–105 (1996)CrossRefGoogle Scholar
  18. 18.
    Nissen, M.E.: Redesigning reengineering through measurement-driven inference. MIS Quarterly 22, 509–534 (1988)CrossRefGoogle Scholar
  19. 19.
    Ounnar, F.: Prise en compte des aspects décision dans la modélisation par réseaux de Petri des systèmes flexibles de production, Ph.D dissertation, National Polytechnique de Grenoble (1999)Google Scholar
  20. 20.
    Ounnar, F., Pujo, P.: Supplier evaluation process within a self-organized logistical network. International Journal of Logistics Management (2005) (accepted for publication)Google Scholar
  21. 21.
    Randall, A.: Business process redesign: how to do it (1993)Google Scholar
  22. 22.
    Reijers, H.A.: Design and Control of Workflow Processes: Business Process Management for the Service Industry. Springer, Berlin (2003)Google Scholar
  23. 23.
    Reijers, H.A., Limam Mansar, S.: Best practices in business process redesign: an overview and qualitative evaluation of successful redesign heuristics. Omega 33(4), 283–306 (2005)CrossRefGoogle Scholar
  24. 24.
    Saaty, T.: The Analytic Hierarchy Process. McGraw-Hill, New York (1980)zbMATHGoogle Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2006

Authors and Affiliations

  • Selma Limam Mansar
    • 1
  • Hajo A. Reijers
    • 2
  • Fouzia Ounnar
    • 3
  1. 1.Business Sciences CollegeZayed UniversityDubaiUAE
  2. 2.Department of Technology ManagementEindhoven University of TechnologyEindhovenThe Netherlands
  3. 3.Laboratoire des Sciences de l’Information et des Systèmes – UMR CNRS 6168Université Paul CézanneMarseilleFrance

Personalised recommendations