Process Management: Process Reengineering (Definitions)

"Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance such as cost, quality, service and speed." (Michael M Hammer, "Reengineering the Corporation", 1993)

"The process of analyzing a legacy system and producing a new, more maintainable system." (Richard D Stutzke, "Estimating Software-Intensive Systems: Projects, Products, and Processes", 2005)

"Activities that seek to radically change business processes and support systems in an organization." (Joseph Sarkis & R P Sundarraj, "Implementation Management of an E-Commerce-Enabled Enterprise Information System", 2009)

"Activity consisting in rationalizing and streamlining business processes, often associated with the implementation of an Enterprise System" (Andrea Masini, "ERP-Driven Performance Changes and Process Isomorphism", 2009)

"Reengineering involves a major restructuring (or overhaul) of an organization’s key operations. Another term for reengineering is business process redesign. There are certain features that are typical of a reengineered process. This includes: 1) Creating cross-functional teams, 2) Streamlining the business process, 3) Designing multiple versions of a business process and 4) Sharing information and resources." (Richard A Gershon, "Intelligent Networking and Business Process Innovation: A Case Study Analysis of Home Box Office and Dell Computers", 2009)

"The examination and modification of a system to reconstitute it in a new form and the subsequent implementation of the new form." (Teta Stamati, "Migration of Legacy Information Systems", 2009)

"A technique for evaluating how an enterprise (or part of an enterprise) operates. This involves process modeling, specifically with an eye to identifying processes that do not contribute to the enterprise’s profitability." (David C Hay, "Data Model Patterns: A Metadata Map", 2010)

"A methodology in which an organization fundamentally and radically changes its business processes to achieve dramatic improvement." (Linda Volonino & Efraim Turban, "Information Technology for Management" 8th Ed, 2011)

"The process of analyzing and radically transforming existing business activities, eliminating or minimizing costs and maximizing value in order to achieve breakthrough levels of performance improvement." (DAMA International, "The DAMA Dictionary of Data Management", 2011)

"The radical redesign of an organization's business, where one takes a current process and makes changes to increase its efficiency and create new processes." (Linda Volonino & Efraim Turban, "Information Technology for Management" 8th Ed., 2011)

"The radical redesign of processes for the purpose of extensive (not gradual) performance improvements." (Joan C Dessinger, "Fundamentals of Performance Improvement" 3rd Ed., 2012)

"the analysis and redesign of workflows and business processes to improve costs and customer service." (Thomas C Wilson, "Value and Capital Management", 2015)

"Using information technology to improve performance and cut costs. Its main premise is to examine the goals of an organization and to redesign work and business processes from the ground up rather than simply automate existing tasks and functions." (William Stallings, "Effective Cybersecurity: A Guide to Using Best Practices and Standards", 2018)

"Involves the analysis and redesign of firms’ processes and workflows to achieve sustainable improvements in quality of response and cost competitiveness." (Debasish Roy, "Critical Success Factors of Analytics and Digital Technologies Adoption in Supply Chain", 2021)