Process Redesign

Covered in sources/2018-dumas-fundamentals-of-bpm ch. 8 + Appendix A. The heuristics catalogue in that appendix is a consolidation of Reijers & Liman Mansar (2005); see concepts/bpr-heuristics for the named concept. Two broad families:

Transactional methods (§8.2)

Incremental, within the current organisational model:

7FE — seven-phase redesign framework (ownership, engaging, stakeholders, understanding, improving, institutionalising, realising).
Heuristic Process Redesign — apply catalogued heuristics (Appendix A) guided by concepts/devils-quadrangle.

Transformational methods (§8.3)

Radical, clean-slate:

Business Process Reengineering (BPR) — Hammer & Champy 1993; famous but risky (high failure rate historically).
Product-Based Design — derive the process directly from the product/service structure.

The Redesign Orbit (§8.1.5)

A decision framework: scope of change × depth of change × stakeholder involvement.

Heuristics (Appendix A) — 7 dimensions

Customer — relocate touchpoints (e.g., integrate tasks on customer side).
Business Process Operation — eliminate, compose, decompose activities.
Business Process Behaviour — resequence, parallelise, split.
Organization — reassign roles, empower, specialist vs generalist.
Information — share data, buffer, central repository.
Technology — automate, task integration, knowledge systems.
External Environment — trust-based alliances, outsourcing, standardisation.

Each heuristic is tagged with its expected impact on time/cost/quality/flexibility — the concepts/devils-quadrangle trade-off is always made explicit.

concepts/bpr-heuristics · concepts/devils-quadrangle · concepts/bpm-lifecycle · methods/flow-analysis · concepts/prescriptive-process-monitoring (runtime, data-driven successor)