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Business Process Re-engineering (BPR/BPRE) in a succinct way. Business process re-engineering (BPR) is a business management strategy originally pioneered in the early 1990s, focusing on the analysis and design of workflows and business processes within an organization.
The Workflow Management Coalition, [6] BPM.com [7] and several other sources [8] use the following definition: Business process management (BPM) is a discipline involving any combination of modeling, automation, execution, control, measurement and optimization of business activity flows, in support of enterprise goals, spanning systems, employees, customers and partners within and beyond the ...
The five disciplines of business process management and their relationships. According to the Association of Business Process Management Professionals (ABPMP), business process modeling is one discipline of business process management that comprises the following five disciplines: [1] (Chapter 1.4 CBOK® structure) ← automatic translation from German
The characteristic of processes as spanning the white space on the organization chart indicates that processes are embedded in some form of organizational structure. Also, a process can be cross-functional, i.e. it ranges over several business functions. Johansson et al. (1993). [15] define a process as:
The structure of an organization will determine the modes in which it operates and performs. Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup, and individual. [4]
A quality management system (QMS) is a collection of business processes focused on consistently meeting customer requirements and enhancing their satisfaction. It is aligned with an organization's purpose and strategic direction ( ISO 9001:2015 ). [ 1 ]
Robotic process automation (RPA) involves the deployment of attended or unattended software agents in an organization's environment. These software agents, or robots, are programmed to perform pre-defined structured and repetitive sets of business tasks or processes.
In a 1978 article, "Symbols, Patterns and Settings," Peters argued that "shifting organizational structure" and "inventing new processes" – structure and system, respectively – were only two tools of organizational change. Peters then outlined eight "mundane" tools that every manager has at their fingertips.