Using an Object-Oriented Methodology Called TAD in Business Process Reengineering.

Damij, Talib

doi:10.5381/jot.2003.2.2.a3

Cited by 5 publications

(7 citation statements)

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“…This step is conducted through the following phases: Determining and developing organization visions (Hammer and Champy, 1993;Vakola and Rezgui, 2000;Damij, 2003):…”

Section: Methodology For Bpr Projectsmentioning

confidence: 99%

“…All information gathered in this phase including internal documents, charts, related models of the organizational processes, and top and middle managers' ideas will be stored in a database which is the expected output of this phase: Identifying market, customer demands, and competitors' activities (Valiris and Glykas, 1999;Hammer and Champy, 1993;Vakola and Rezgui, 2000;Damij, 2003):…”

Section: Methodology For Bpr Projectsmentioning

confidence: 99%

“…Basic samples from the new processes are also given to the users and their ideas for employing them are asked. And users are expected to adapt themselves to the new situation (Davenport and Short, 1990;Damij, 2003;Simon, 1999).…”

Section: Methodology For Bpr Projectsmentioning

confidence: 99%

“…Since all the processes cannot be redesigned simultaneously, they are ranked based on their importance. Then the vital processes can be extracted (Davenport and Short, 1990;Damij, 2003;Muthu et al, 1999).…”

Section: It Capabilitiesmentioning

confidence: 99%

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Developing a comprehensive methodology for BPR projects by employing IT tools

Eftekhari

Akhavan

2013

Business Process Management Journal

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Purpose -The purpose of this paper is to present a comprehensive IT tools based methodology (CITM) for BPR projects in order to facilitate implementing BPR project by considering relevant IT tools in each phase of the methodology, both approaches (clean slate and analysis of existing processes on details), and failure analysis for diminishing the risk of the BPR project. Design/methodology/approach -In today's world, corporations need to adjust with the environment changes in order to stay stable in facing market changes. This paper presents a comprehensive methodology in which by considering different aspects for implementing BPR project including IT tools, both BPR approaches, and failure analysis can facilitate BPR project. The proposed methodology's validation was tested by getting the 50 experts' ideas in each phase of the methodology and in a case study at organization and planning department in an IT company. Findings -The structured methodology developed in this paper contain the two debatable approaches of BPR (clean slate approach as well as analysis of existing processes on details approach). This methodology enables the organization to derive a proper way to implement BPR project in order to its situation. In every phase of this methodology, based on their applications in each specific phase, required softwares and IT tools are proposed. The applicability of methodology was analyzed and confirmed thoroughly by the 50 BPR experts and in a case study at an IT company. Originality/value -This study provides a comprehensive methodology to consider the gap of the BPR methodologies in their comprehensiveness, use IT tools and softwares and lower the risk of the BPR implementation. In developing the CITM the challenging approaches are considered, the related softwares and IT tools are proposed and failure analysis is done and considered in each phase of the CITM in order to decrease the risk of its implementation.

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“…This step is conducted through the following phases: Determining and developing organization visions (Hammer and Champy, 1993;Vakola and Rezgui, 2000;Damij, 2003):…”

Section: Methodology For Bpr Projectsmentioning

confidence: 99%

Section: Methodology For Bpr Projectsmentioning

confidence: 99%

Section: Methodology For Bpr Projectsmentioning

confidence: 99%

Section: It Capabilitiesmentioning

confidence: 99%

See 2 more Smart Citations

Developing a comprehensive methodology for BPR projects by employing IT tools

Eftekhari

Akhavan

2013

Business Process Management Journal

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“…An internal entity is inside the system and takes part in the system's operation. An external entity is not part of the system, but it has one or more interactions with the system [8].…”

Section: Activity Tablementioning

confidence: 99%

A Process-Oriented Modelling Technique

Damij

2009

2009 11th International Conference on Computer Modelling and Simulation

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This paper discusses the problem of process modelling and aims to introduce a process-oriented technique called the activity table to find a better solution for the problem mentioned. This is a simple and effective technique, which is based on developing the activity table. Business process modelling is done by identifying the business processes and is continued by defining work processes and activities of each chosen business process. This technique is independent on the analyst and his/her experience. It requires that each identified activity must be connected to its resource and its successor activity and in this manner contribute a great deal in developing a process model, which represents a true reflection to actual business process. The problems of conducting a surgery and sales claim are used as examples to test our technique.

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Business process modelling using diagrammatic and tabular techniques

Damij

2007

Business Process Management Journal

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Purpose -The paper discusses the problem of business process modelling, various techniques which are used to carry out business process modelling and aims to analyse the use of different techniques to find a better solution. Design/methodology/approach -Business process modelling techniques could be divided into two groups, the diagrammatic and tabular techniques. As a representative of diagrammatic techniques, a flowchart is chosen and discussed in detail. A process model could also be developed using the activity table as a representative of tabular techniques. A comparative analysis of the two techniques is consequently carried out. The pros and cons of both techniques were analysed on the two case-studiesthe problems of Sales_Claim and Credit_Card are used as examples to test both techniques. Findings -Based on the comparative analysis, several useful remarks are given as a result of this work. First, both techniques are simple and useful for business processes modelling. Drawing a flowchart is easier than developing an activity table. Second, it was found that the flowchart technique is too flexible and does not possess any mechanism to control gaps which could exist in the process model. On the other hand, the vertical linkage mechanism imposes a strict order on the development of the activity table, which enable the analyst to discover gaps existing in the table. Third, it was found that the visibility of a flowchart is good when the model is relatively small, but it becomes unclear in large models. The activity table is more visible even when the table contains hundreds of activities. The visibility depends on the analyst and his/her experience; many analysts prefer a diagrammatic presentation of processes, whereas other analysts are more tabular-oriented. Fourth, concerning user involvement, the structure of the activity table requires an active user involvement, because every user (internal entity) occupies a certain column in the table, where the entity's activities are indicated. For this reason, the user is interested in cooperating in defining his/her activities correctly. On the other hand, the user's role in creating a flowchart does not go beyond observation. Business process modelling is a complex and difficult task. Using one technique may result in a model that does not reflect the original business process. For this reason, using a combination of both techniques could produce a process model which represents a true reflection of reality. Thus, it is suggested that because of the strict role imposed by vertical linkage, the analyst starts process modelling by developing the activity table and then continues by transforming the table into a flowchart. Having such a flowchart, which represents a good transformation of the original business process, is essential for successful continuation of business process simulation or other methods for business process improvement or reengineering. Originality/value -The paper summarises and suggests several useful remarks as a result of this work, which als...

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Using an Object-Oriented Methodology Called TAD in Business Process Reengineering.

Cited by 5 publications

References 0 publications

Developing a comprehensive methodology for BPR projects by employing IT tools

Developing a comprehensive methodology for BPR projects by employing IT tools

A Process-Oriented Modelling Technique

Business process modelling using diagrammatic and tabular techniques

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