Abstract
The thorough analysis of a business process may lead to the identification of a range of issues. For example, bottlenecks slow down the process or the cost of process execution is too high. These issues spark various directions for redesign. The problem is, however, that redesign is often approached as an ad hoc activity. The downside to this is that interesting redesign opportunities may be overlooked. For this reason, it is important to become aware of redesign methods, which can be used to systematically generate redesign options. This chapter deals with the methods that help to rethink and re-organize business processes to make them perform better. We first clarify the motivation for redesign and delve deeper into what improving process performance actually means. Then, we present the spectrum of redesign methods and discuss representative sample methods in some detail. More specifically, we distinguish between transactional and transformational methods.
We know what we are, but not what we may be.
William Shakespeare (1564–1616)
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Dumas, M., La Rosa, M., Mendling, J., Reijers, H.A. (2018). Process Redesign. In: Fundamentals of Business Process Management. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-56509-4_8
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DOI: https://doi.org/10.1007/978-3-662-56509-4_8
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