The mapping and deliberate design of effective business processes has become almost ubiquitous amongst larger organizations since business process re-engineering (BPR) came to prominence in the 1990s. At the time, many businesses were using information technology to automate activities that were pointless, rather than redesigning processes to incur the minimum essential activity. The result of redesigning or re-engineering the process would often be a considerable improvement in speed, reliability and cost efficiency.

In summary, BPR first identifies the activities involved ...