Business process reengineering BPR - Revision history

Editor at 19:37, 12 October 2025

2025-10-12T19:37:51Z

← Older revision		Revision as of 19:37, 12 October 2025
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	With inefficient processes exposed, a revised operational method can be developed, unnecessary specialisation can be revealed, and those workers can be retrained for different tasks. Ideally, this results in a more efficient and competitive organisation based on processes that are beneficial to the customer.		With inefficient processes exposed, a revised operational method can be developed, unnecessary specialisation can be revealed, and those workers can be retrained for different tasks. Ideally, this results in a more efficient and competitive organisation based on processes that are beneficial to the customer.

−	= Related articles on Designing Buildings ~~Wiki~~ =	+	= Related articles on Designing Buildings =

	* Accelerating change: A report by the Strategic Forum for Construction.		* Accelerating change: A report by the Strategic Forum for Construction.

Designing Buildings at 07:37, 7 February 2021

2021-02-07T07:37:09Z

← Older revision		Revision as of 07:37, 7 February 2021
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	* Supply chain management in construction.		* Supply chain management in construction.

−	[[Category:~~Definitions~~]] [[Category:~~DCN_Definition~~]] [[Category:Construction_management]] [[Category:Cost_/_business_planning]] [[Category:Procurement]]	+	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Definitions]] [[Category:Construction_management]] [[Category:Cost_/_business_planning]] [[Category:Procurement]]

Designing Buildings at 06:54, 10 June 2020

2020-06-10T06:54:13Z

← Older revision		Revision as of 06:54, 10 June 2020
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	= Introduction =		= Introduction =

−	Business process reengineering (BPR) is a management technique that was designed to help businesses evaluate and streamline their processes. BPR requires organisations to deconstruct and examine how things are done and assess how resources are used.	+	Business process reengineering (BPR) is a management technique that was designed to help businesses evaluate and streamline their processes. BPR requires that organisations deconstruct and examine how things are done and assess how resources are used. The goal of BPR is to move an organisation away from being function based and move it towards being process based. This should help the organisation eliminate wasteful practices.
−		+
−	The goal of BPR is to move an organisation away from being function based and ~~instead~~ move it towards being process based. ~~In the process,~~ the organisation ~~should be in the position to~~ eliminate wasteful practices.	+

	BPR can include the following steps:		BPR can include the following steps:
Line 16:		Line 14:
	# Put changes in place.		# Put changes in place.

−	BPR is also referred to as business process redesign, business transformation or business process change management. It exists alongside (and overlaps with) other management approaches including:	+	BPR can also referred to as business process redesign, business transformation or business process change management. It exists alongside (and overlaps with) other management approaches including:

	* Lean thinking.		* Lean thinking.
Line 40:		Line 38:
	* Tracking systems.		* Tracking systems.

−	~~= BPR and construction =~~	+	By 1993, many manufacturing organisations had embraced some form of reengineering - or planned to do so in the near future. However, some perceived shortcomings were soon realised.

−	~~By 1993, many manufacturing organisations~~ had ~~embraced some form of reengineering - or planned~~ to ~~do so~~ in the ~~near future. However,~~ its ~~perceived shortcomings were soon realised~~.	+	Critics felt the approach had a negative impact on morale due to its dehumanising treatment of people in the workforce (particularly in its tendency to require significant reductions in staffing). Others felt that technology was over emphasised.
		+
		+	= BPR and construction =

−	~~Some critics felt~~ the ~~approach had a negative impact on morale due to its dehumanising treatment of people in the workforce~~ (~~particularly~~ in ~~its tendency to require significant reductions in staffing~~)~~. Others felt~~ that ~~technology was overly emphasised~~.	+	In the construction industry, BPR (in the form of Construction Management Process Reengineering) has been widely adopted as a method of change management in an industry that has been notorious for its lack of change.

−	In the construction industry, BPR (in the form of Construction Management Process Reengineering) has been widely adopted as a method of change management in an industry that has been somewhat notorious for its lack of change. Historically, the UK construction industry has been ~~regularly~~ criticised for being wasteful, adversarial, fragmented, dominated by single disciplines, reluctant to innovate and poor at disseminating knowledge, thus making it a ~~viable~~ candidate for change. However, ~~given that~~ despite a great number of reports about the industry, and numerous attempts to improve efficiency, the perception or poor performance persists, it might be inferred either that: under the circumstances the industry operates more effectively than it appears from the outside; expectations are unrealistic; or recommendations have been poorly implemented on a regular basis.	+	Historically, the UK construction industry has been criticised for being wasteful, adversarial, fragmented, dominated by single disciplines, reluctant to innovate and poor at disseminating knowledge, thus making it a strong candidate for change. However, despite a great number of reports about problems in the industry, and numerous attempts to improve efficiency, the perception or poor performance persists.

	One issue that may be related to negative perceptions of the construction industry is the construction management process itself. The complexity of the process may prevent business owners from realising its inefficiencies and identifying its shortcomings. This can result in practices that may be redundant, wasteful and ineffective and create a management structure so far removed from the execution of processes that it is unable to change the situation.		One issue that may be related to negative perceptions of the construction industry is the construction management process itself. The complexity of the process may prevent business owners from realising its inefficiencies and identifying its shortcomings. This can result in practices that may be redundant, wasteful and ineffective and create a management structure so far removed from the execution of processes that it is unable to change the situation.
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	= Construction Management Process Reengineering (CMPR) =		= Construction Management Process Reengineering (CMPR) =

−	As a potential method of improving efficiency, Construction Management Process Reengineering (CMPR) ~~can be applied to a construction industry that has been perceived as fragmented in terms of its practices. It~~ reviews construction management processes in three steps - from representation to transformation to evaluation - and then ~~eventually~~ proceeds with reengineering activity once the appropriate course of action is determined.	+	As a potential method of improving efficiency, Construction Management Process Reengineering (CMPR) reviews construction management processes in three steps - from representation to transformation to evaluation - and then proceeds with reengineering activity once the appropriate course of action is determined.

	As with manufacturing, technology is not used to accelerate existing processes. Instead, it is used to gather data and identify new methods of work that would eliminate waste and focus on customer satisfaction.		As with manufacturing, technology is not used to accelerate existing processes. Instead, it is used to gather data and identify new methods of work that would eliminate waste and focus on customer satisfaction.

−	Although the construction industry has been slow to adopt new technology in the past, many companies are paying more attention to ~~computer~~ tools and ~~apps~~. Software products are becoming more advanced, with features being added constantly. For example, by using cloud-based software platforms, quantity surveyors are able to efficiently manage design, establishing a working budget for structural and finishing elements, taking into account ~~the~~ architectural specifications~~, structural constraints~~, schedules and services. Such an intelligent and streamlined approach to construction cost estimating significantly improves transparency, accountability and efficiency. ~~Thus, if~~ management is better able to evaluate the parameters of an existing process (such as cost estimating), the likelihood of ~~computerisation’s~~ success will be greatly increased.	+	Although the construction industry has been slow to adopt new technology in the past, many companies are paying more attention to software tools, digitisation, data, detectors, monitoring and so on. Software products are becoming more advanced, with features being added constantly. For example, by using cloud-based software platforms, quantity surveyors are able to efficiently manage design, establishing a working budget for structural and finishing elements, taking into account architectural specifications, schedules and services. Such an intelligent and streamlined approach to construction cost estimating significantly improves transparency, accountability and efficiency. If management is better able to evaluate the parameters of an existing process (such as cost estimating), the likelihood of success will be greatly increased.

−	With inefficient processes exposed, a revised ~~operation process~~ can ~~also~~ be developed ~~to improve construction management efficiency. Unnecessary~~ specialisation can be revealed, and those workers can be retrained for ~~multiple~~ tasks. Ideally, this ~~will result~~ in a more efficient and competitive organisation based on ~~redesigned~~ processes that are beneficial to ~~the organisation and~~ the customer.	+	With inefficient processes exposed, a revised operational method can be developed, unnecessary specialisation can be revealed, and those workers can be retrained for different tasks. Ideally, this results in a more efficient and competitive organisation based on processes that are beneficial to the customer.

	= Related articles on Designing Buildings Wiki =		= Related articles on Designing Buildings Wiki =
Line 71:		Line 71:
	* Supply chain management in construction.		* Supply chain management in construction.

−	[[Category:Definitions]] [[Category:Construction_management]] [[Category:Cost_/_business_planning]] [[Category:Procurement]]	+	[[Category:Definitions]] [[Category:DCN_Definition]] [[Category:Construction_management]] [[Category:Cost_/_business_planning]] [[Category:Procurement]]

Editor: moved Business process reengineering to Business process reengineering BPR

2020-06-09T18:50:41Z

moved Business process reengineering to Business process reengineering BPR

← Older revision

Revision as of 18:50, 9 June 2020

Editor at 18:48, 9 June 2020

2020-06-09T18:48:01Z

← Older revision		Revision as of 18:48, 9 June 2020
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−	[[File:ChangeBPR.jpg]]	+	[[File:ChangeBPR.jpg\|link=File:ChangeBPR.jpg]]

	= Introduction =		= Introduction =

−	Business process reengineering (BPR) is a management technique that was designed to help businesses evaluate and streamline their processes.BPR ~~forces~~ organisations to deconstruct and examine how things are done and how resources are used.	+	Business process reengineering (BPR) is a management technique that was designed to help businesses evaluate and streamline their processes. BPR requires organisations to deconstruct and examine how things are done and assess how resources are used.

−	The goal of BPR is to move an organisation away from being function based and instead move it towards being process based ~~while removing~~ wasteful practices.	+	The goal of BPR is to move an organisation away from being function based and instead move it towards being process based. In the process, the organisation should be in the position to eliminate wasteful practices.

−	~~Steps of~~ BPR can include the following:	+	BPR can include the following steps:

	# Define processes.		# Define processes.
Line 22:		Line 22:
	* Mass customisation.		* Mass customisation.

−	By ~~calling for drastic~~ change, BPR separates itself from other management methods that seek to improve processes rather than remove them entirely.	+	By initiating significant change, BPR separates itself from other management methods that seek to improve processes rather than remove them entirely.

	= History =		= History =

−	In 1990, Michael Hammer formally introduced the concept of reengineering in an article, “Reengineering Work: Don't Automate, Obliterate" published in the Harvard Business Review. As a former professor of computer science at the Massachusetts Institute of Technology (MIT), Hammer put technology at the forefront of this business approach.	+	In 1990, Michael Hammer formally introduced the concept of reengineering in an article entitled, “Reengineering Work: Don't Automate, Obliterate" published in the Harvard Business Review. As a former professor of computer science at the Massachusetts Institute of Technology (MIT), Hammer put technology at the forefront of this business approach.

	He based his article on the premise that managers could help organisations improve their processes and reduce costs using technology more effectively. His theory encouraged manufacturers to remove processes that did not add value for customers rather than seek ways to accelerate those processes (particularly through the use of technology). Instead, he believed technology should be used to support essential business processes through the development of information technology (IT) systems and networks.		He based his article on the premise that managers could help organisations improve their processes and reduce costs using technology more effectively. His theory encouraged manufacturers to remove processes that did not add value for customers rather than seek ways to accelerate those processes (particularly through the use of technology). Instead, he believed technology should be used to support essential business processes through the development of information technology (IT) systems and networks.
Line 44:		Line 44:
	By 1993, many manufacturing organisations had embraced some form of reengineering - or planned to do so in the near future. However, its perceived shortcomings were soon realised.		By 1993, many manufacturing organisations had embraced some form of reengineering - or planned to do so in the near future. However, its perceived shortcomings were soon realised.

−	Some critics felt the approach had a negative impact on morale due to its dehumanising treatment of people in the workforce (particularly in its tendency to require significant reductions in staffing). Others felt that technology was ~~over~~ emphasised.	+	Some critics felt the approach had a negative impact on morale due to its dehumanising treatment of people in the workforce (particularly in its tendency to require significant reductions in staffing). Others felt that technology was overly emphasised.

−	In the construction industry, BPR (in the form of Construction Management Process Reengineering) has been widely adopted as a method of change management in ~~a field~~ that ~~some felt needed it~~. Historically, the UK construction industry has been regularly criticised for being wasteful, adversarial, fragmented, dominated by single disciplines, reluctant to innovate and poor at disseminating knowledge, thus making it a viable candidate for change. However, given that despite a great number of reports about the industry, and numerous attempts to improve efficiency, the perception or poor performance persists, it might be inferred either that; under the circumstances the industry operates more effectively than it appears from the outside; expectations are unrealistic; or recommendations have been ~~consistently~~ poorly implemented.	+	In the construction industry, BPR (in the form of Construction Management Process Reengineering) has been widely adopted as a method of change management in an industry that has been somewhat notorious for its lack of change. Historically, the UK construction industry has been regularly criticised for being wasteful, adversarial, fragmented, dominated by single disciplines, reluctant to innovate and poor at disseminating knowledge, thus making it a viable candidate for change. However, given that despite a great number of reports about the industry, and numerous attempts to improve efficiency, the perception or poor performance persists, it might be inferred either that: under the circumstances the industry operates more effectively than it appears from the outside; expectations are unrealistic; or recommendations have been poorly implemented on a regular basis.

−	One issue that may be related to negative perceptions of the construction industry is the construction management process itself. The complexity of the process may prevent business owners from realising its inefficiencies and identifying its shortcomings. This can result in practices that may be redundant, wasteful and ineffective and create a management structure so far removed that it is unable to change the situation.	+	One issue that may be related to negative perceptions of the construction industry is the construction management process itself. The complexity of the process may prevent business owners from realising its inefficiencies and identifying its shortcomings. This can result in practices that may be redundant, wasteful and ineffective and create a management structure so far removed from the execution of processes that it is unable to change the situation.

	= Construction Management Process Reengineering (CMPR) =		= Construction Management Process Reengineering (CMPR) =
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	* Accelerating change: A report by the Strategic Forum for Construction.		* Accelerating change: A report by the Strategic Forum for Construction.
		+	* Advanced construction technology.
		+	* Change management on construction projects.
	* Construction manager.		* Construction manager.
	* Information and communications technology in construction.		* Information and communications technology in construction.

Editor at 17:43, 9 June 2020

2020-06-09T17:43:42Z

← Older revision		Revision as of 17:43, 9 June 2020
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		+	[[File:ChangeBPR.jpg]]
		+
	= Introduction =		= Introduction =

Editor at 17:38, 9 June 2020

2020-06-09T17:38:10Z

← Older revision		Revision as of 17:38, 9 June 2020
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	= BPR and construction =		= BPR and construction =

−	By 1993, many organisations had embraced some form of reengineering - or planned to do so in the near future. However, its perceived shortcomings were soon realised.	+	By 1993, many manufacturing organisations had embraced some form of reengineering - or planned to do so in the near future. However, its perceived shortcomings were soon realised.

	Some critics felt the approach had a negative impact on morale due to its dehumanising treatment of people in the workforce (particularly in its tendency to require significant reductions in staffing). Others felt that technology was over emphasised.		Some critics felt the approach had a negative impact on morale due to its dehumanising treatment of people in the workforce (particularly in its tendency to require significant reductions in staffing). Others felt that technology was over emphasised.

−	In the construction industry, BPR (in the form of Construction Management Process Reengineering) has been adopted ~~successfully in some instances~~ as a method of change management. Historically, the UK construction industry has been regularly criticised for being wasteful, adversarial, fragmented, dominated by single disciplines, reluctant to innovate and poor at disseminating knowledge, thus making it a viable candidate for change. However, given that despite a great number of reports about the industry, and numerous attempts to improve efficiency, the perception or poor performance persists, it might be inferred either that; under the circumstances the industry operates more effectively than it appears from the outside; expectations are unrealistic; or recommendations have been consistently poorly implemented.	+	In the construction industry, BPR (in the form of Construction Management Process Reengineering) has been widely adopted as a method of change management in a field that some felt needed it. Historically, the UK construction industry has been regularly criticised for being wasteful, adversarial, fragmented, dominated by single disciplines, reluctant to innovate and poor at disseminating knowledge, thus making it a viable candidate for change. However, given that despite a great number of reports about the industry, and numerous attempts to improve efficiency, the perception or poor performance persists, it might be inferred either that; under the circumstances the industry operates more effectively than it appears from the outside; expectations are unrealistic; or recommendations have been consistently poorly implemented.

−	One issue that may be related to negative perceptions of the construction industry is the construction management process itself. The complexity of the process may prevent business owners from realising its inefficiencies and identifying its shortcomings. This can result in practices that may be redundant, wasteful and ineffective, and ~~causing~~ management ~~to feel~~ it is unable to change the situation.	+	One issue that may be related to negative perceptions of the construction industry is the construction management process itself. The complexity of the process may prevent business owners from realising its inefficiencies and identifying its shortcomings. This can result in practices that may be redundant, wasteful and ineffective and create a management structure so far removed that it is unable to change the situation.

−	As a potential method of improving efficiency, Construction Management Process Reengineering (CMPR) can be applied to a construction industry that is perceived as fragmented in terms of its ~~processes~~. It reviews construction management processes in three steps - from representation to transformation to evaluation - and then eventually proceeds with reengineering activity once the appropriate course of action is determined.	+	= Construction Management Process Reengineering (CMPR) =
		+
		+	As a potential method of improving efficiency, Construction Management Process Reengineering (CMPR) can be applied to a construction industry that has been perceived as fragmented in terms of its practices. It reviews construction management processes in three steps - from representation to transformation to evaluation - and then eventually proceeds with reengineering activity once the appropriate course of action is determined.

	As with manufacturing, technology is not used to accelerate existing processes. Instead, it is used to gather data and identify new methods of work that would eliminate waste and focus on customer satisfaction.		As with manufacturing, technology is not used to accelerate existing processes. Instead, it is used to gather data and identify new methods of work that would eliminate waste and focus on customer satisfaction.
Line 59:		Line 61:

	* Accelerating change: A report by the Strategic Forum for Construction.		* Accelerating change: A report by the Strategic Forum for Construction.
		+	* Construction manager.
	* Information and communications technology in construction.		* Information and communications technology in construction.
	* Lean construction.		* Lean construction.

Editor at 17:32, 9 June 2020

2020-06-09T17:32:00Z

← Older revision		Revision as of 17:32, 9 June 2020
Line 61:		Line 61:
	* Information and communications technology in construction.		* Information and communications technology in construction.
	* Lean construction.		* Lean construction.
−	* List of construction industry reports since 1934.
	* Reinventing construction: a route to higher productivity.		* Reinventing construction: a route to higher productivity.
	* Supply chain management in construction.		* Supply chain management in construction.

	[[Category:Definitions]] [[Category:Construction_management]] [[Category:Cost_/_business_planning]] [[Category:Procurement]]		[[Category:Definitions]] [[Category:Construction_management]] [[Category:Cost_/_business_planning]] [[Category:Procurement]]

Editor: Created page with "= Introduction = Business process reengineering (BPR) is a management technique that was designed to help businesses evaluate and streamline their processes.BPR forces organisat..."

2020-06-09T17:31:34Z

Created page with "= Introduction = Business process reengineering (BPR) is a management technique that was designed to help businesses evaluate and streamline their processes.BPR forces organisat..."

New page

= Introduction =

Business process reengineering (BPR) is a management technique that was designed to help businesses evaluate and streamline their processes.BPR forces organisations to deconstruct and examine how things are done and how resources are used.

The goal of BPR is to move an organisation away from being function based and instead move it towards being process based while removing wasteful practices.

Steps of BPR can include the following:

# Define processes.
# Analyse processes.
# Identify and analyse ways to make improvements.
# Design processes for the future.
# Develop changes for the future.
# Put changes in place.

BPR is also referred to as business process redesign, business transformation or business process change management. It exists alongside (and overlaps with) other management approaches including:

* Lean thinking.
* Supply chain management
* Mass customisation.

By calling for drastic change, BPR separates itself from other management methods that seek to improve processes rather than remove them entirely.

= History =

In 1990, Michael Hammer formally introduced the concept of reengineering in an article, “Reengineering Work: Don't Automate, Obliterate" published in the Harvard Business Review. As a former professor of computer science at the Massachusetts Institute of Technology (MIT), Hammer put technology at the forefront of this business approach.

He based his article on the premise that managers could help organisations improve their processes and reduce costs using technology more effectively. His theory encouraged manufacturers to remove processes that did not add value for customers rather than seek ways to accelerate those processes (particularly through the use of technology). Instead, he believed technology should be used to support essential business processes through the development of information technology (IT) systems and networks.

= Expanding the role of technology =

Hammer’s concept rightfully anticipated the significance technology would play in business. While computers continued to support administrative activities, through BPR they also served as an essential collaborative tool in creating initiatives that could add value to whatever product or service was provided to the customer. Groundbreaking at the time, some of these technologies, which are commonplace today, include:

* Shared data and databases.
* Telecommunications networks.
* Wireless technologies.
* Portable technologies.
* Tracking systems.

= BPR and construction =

By 1993, many organisations had embraced some form of reengineering - or planned to do so in the near future. However, its perceived shortcomings were soon realised.

Some critics felt the approach had a negative impact on morale due to its dehumanising treatment of people in the workforce (particularly in its tendency to require significant reductions in staffing). Others felt that technology was over emphasised.

In the construction industry, BPR (in the form of Construction Management Process Reengineering) has been adopted successfully in some instances as a method of change management. Historically, the UK construction industry has been regularly criticised for being wasteful, adversarial, fragmented, dominated by single disciplines, reluctant to innovate and poor at disseminating knowledge, thus making it a viable candidate for change. However, given that despite a great number of reports about the industry, and numerous attempts to improve efficiency, the perception or poor performance persists, it might be inferred either that; under the circumstances the industry operates more effectively than it appears from the outside; expectations are unrealistic; or recommendations have been consistently poorly implemented.

One issue that may be related to negative perceptions of the construction industry is the construction management process itself. The complexity of the process may prevent business owners from realising its inefficiencies and identifying its shortcomings. This can result in practices that may be redundant, wasteful and ineffective, and causing management to feel it is unable to change the situation.

As a potential method of improving efficiency, Construction Management Process Reengineering (CMPR) can be applied to a construction industry that is perceived as fragmented in terms of its processes. It reviews construction management processes in three steps - from representation to transformation to evaluation - and then eventually proceeds with reengineering activity once the appropriate course of action is determined.

As with manufacturing, technology is not used to accelerate existing processes. Instead, it is used to gather data and identify new methods of work that would eliminate waste and focus on customer satisfaction.

Although the construction industry has been slow to adopt new technology in the past, many companies are paying more attention to computer tools and apps. Software products are becoming more advanced, with features being added constantly. For example, by using cloud-based software platforms, quantity surveyors are able to efficiently manage design, establishing a working budget for structural and finishing elements, taking into account the architectural specifications, structural constraints, schedules and services. Such an intelligent and streamlined approach to construction cost estimating significantly improves transparency, accountability and efficiency. Thus, if management is better able to evaluate the parameters of an existing process (such as cost estimating), the likelihood of computerisation’s success will be greatly increased.

With inefficient processes exposed, a revised operation process can also be developed to improve construction management efficiency. Unnecessary specialisation can be revealed, and those workers can be retrained for multiple tasks. Ideally, this will result in a more efficient and competitive organisation based on redesigned processes that are beneficial to the organisation and the customer.

= Related articles on Designing Buildings Wiki =

* Accelerating change: A report by the Strategic Forum for Construction.
* Information and communications technology in construction.
* Lean construction.
* List of construction industry reports since 1934.
* Reinventing construction: a route to higher productivity.
* Supply chain management in construction.

[[Category:Definitions]] [[Category:Construction_management]] [[Category:Cost_/_business_planning]] [[Category:Procurement]]