Discussion Topic Week 2 – Re-engineering and Modeling
BMIS 510 Enterprise Models
Dr. Dollens
Joel Morris
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Re-engineering and Modeling
Business process re-engineering is a process that allows an organization to achieve
effective results in changing specific business processes and functions through the use of six
steps. Additionally, it improves “business processes in terms of communication, inventory
management, data management, management information systems, customer
management”(Susanto et al.,2019,p.14-15). The first step is to define the business process. This
means understanding the processes, flow, roles, and relationships different sectors of a business
have with one another. Knowing how the business flows will then provide an opportunity to
improve on processes that are perhaps outdated or inefficient. This leads you to the second step
which is to analyze the business process. At this step, the goal is to identify any gaps in the
organizational functions to include any process from the strategic down to the operational level.
Once a process has been identified as needing improvement this leads into the third step. This
step analyzes improvement opportunities and validates these processes. The fourth step is to
choose the process that would have the most impactful change on the organization and design a
plan to improve the operational efficiency that will meet the expectations of the organization’s
goals. In doing so this plan should fit within the budget and timeframe that the organization can
operate within.
The fifth step is to develop future state changes. Essentially this means operationalizing
the developed plan, testing, and revising before official implementation into the organization.
This leads to the final step which is to implement the future state of changes into the
organization. These processes are similar to enterprise resource planning (ERP). ERP is a
valuable tool that many organizations now implement to “leverage productivity, improve
efficiency, and strengthen overall organizational competitiveness”(Li et al., 2017,p.1327-28).
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ERP is designed to implement massive changes to organizations which often required substantial
budgeting oversight. This is also common when comparing this to the re-engineering process
which if implemented too hastily can lead to a failure to properly integrate a solution within the
existing organizational structure. Some similar steps in implementing a successful ERP model
would include researching solutions to alter or replace current organizational infrastructures.
Ensuring that you are optimizing these structures to maximize resources and minimize waste.
Once you have researched then an organization will install and introduce the solution or program
into their infrastructure. Once it is introduced then the program or is tested and validated before
the organization trains its members on the system. After training is complete the official
deployment of the system is put in place. Once complete organizations must continue to update
and revise systems and “quickly institutionalize the newly acquired knowledge, and integrate it
with the greater organizational structures”(Li et al.,2017, p.1331-32).
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Reference Page
Li, Y., Wu, F., Zong, W. and Li, B. (2017), "Supply chain collaboration for ERP implementation:
An inter-organizational knowledge-sharing perspective", International Journal of
Operations & Production Management, Vol. 37 No. 10, pp. 1327-1347. https://doi-
org.ezproxy.liberty.edu/10.1108/IJOPM-12-2015-0732
Susanto, H., Leu, F.-Y., & Chen, C.K. (2019). Business Process Reengineering: An ICT
Approach (1st ed.). Apple Academic Press. https://doi-
org.ezproxy.liberty.edu/10.1201/9780429488573
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