Editing Business process modeling (section)

=== Business process re-engineering (BPR) ===
Within an extensive research program initiated in 1984 titled "Management in the 1990s" at [[Massachusetts Institute of Technology|MIT]], the approach of ''process re-engineering'' emerged in the early 1990s. The research program was designed to explore the impact of information technology on the way organizations would be able to survive and thrive in the competitive environment of the 1990s and beyond. In the final report, N. Venkat Venkatraman<ref>N. Venkat Venkatraman: ''IT-Induced Business Reconfiguration'' in M. S. Scott Morton (publisher): ''The Corporation of the 1990s: Information Technology and Organizational Transformation'', 1st edition, Oxford University Press 1991, ISBN 978-0-19-506358-5</ref> summarizes the result as follows: The greatest increases in productivity can be achieved when new processes are planned in parallel with information technologies.

This approach was taken up by [[Thomas H. Davenport]]<ref name="DAVENPORT">[[Thomas H. Davenport]]: ''Process Innovation: Reengineering Work through Information Technology'', Harvard Business Press, Boston 1993, ISBN 978-0-87584-366-7</ref> <sup>(Part I: A Framework For Process Innovation, Chapter: Introduction)</sup> as well as [[Michael Martin Hammer|Michael M. Hammer]] and [[James A. Champy]]<ref name="HAMMER-CHAMPY">[[Michael Martin Hammer|Michael M. Hammer]], [[James A. Champy]]: ''Reengineering the Corporation: A Manifesto for Business Revolution'', Harper Business, New York 1993, ISBN 978-0-88730-640-2</ref> and developed it into business process re-engineering (BPR) as we understand it today, according to which business processes are fundamentally restructured in order to achieve an improvement in measurable performance indicators such as costs, quality, service and time.

Business process re-engineering has been criticized in part for starting from a "green field" and therefore not being directly implementable for established companies. ''Hermann J. Schmelzer and Wolfgang Sesselmann'' assess this as follows: "The criticism of BPR has an academic character in many respects.&nbsp;... Some of the points of criticism raised are justified from a practical perspective. This includes pointing out that an overly radical approach carries the risk of failure. It is particularly problematic if the organization and employees are not adequately prepared for BPR."<ref name="SCHMELZER" /> <sup>(Chapter 6.2.1 Objectives and concept) ← automatic translation from German</sup>

The high-level approach to BPR according to Thomas H. Davenport consists of:
# Identifying Process for Innovation
# Identifying Change Levers
# Developing Process Visions
# Understanding Existing Processes
# Designing and Prototyping the New Process