CCI utilizes a somewhat structured approach to process reengineering. However, because no single model for evaluating and instituting change works in every situation, organization or functional area the approach may be revised to specifically address the functional area(s), organization structure and processes involved. There are approximately five different process reengineering methodologies. They are similar but vary in one or two of the basic steps. We prefer a methodology that that creates a vision of the future and states to the fullest extent possible at the time it is developed the desired future environment. This is a very valuable exercise that ensures the entire organization is “working from the same page”.

The basic steps associated with process reengineering are:

1. Project Definition – determines/defines measurements of success, objectives, project team members, the methodology to be used, internal and external information/knowledge sources and project scope. It also identifies the key people within the organization whose support is critical to the project’s success.

2. Information Gathering – internal and external information is accumulated, studied and included as part of the project. This phase addresses problem identification by defining and completing the research to be conducted both internally and externally with customers, technical staff, other employees, similar organizations, trade associations, vendors, etc. The information may also include policies, procedures, “as is” diagrams, the organization structure, benchmarking and best practices information, equipment and software vendor capabilities, etc. The vision may be created as part of Information Gathering after all data has been accumulated or as a separate step immediately following Information Gathering.

3. Redesign – the actual reengineering of processes, policies, procedures, the organization structure, workflows, hardware, software, etc. required to attain the desired outcome. The result includes the optimum solution for each aspect addressed by the project. However, it must be remembered that redesign is not reorganization, staff reduction or automation. It is a detailed analysis of the organization’s business goals, objectives, strategies, processes, organization structure, technology and culture in search of the optimum environment. The current culture of the organization is also an extremely critical component that can not be overlooked.

4. Solution Definition – the definition of the future environment to include new or revised policies, procedures, workflows, work areas, organization structure, hardware and software, performance goals, management information, training, how change will be addressed, etc. This is essentially the project output. It may include “to be” diagrams.

5. Change Management – – the development of an approach for how change will be implemented within the organization. It considers how resistance to change will be addressed, creates a plan that defines how the changes will be communicated to all members of the organization, how both the business and people aspects associated with change will be managed and the how the impact of any necessary changes to the current culture will be addressed.

6. Business Case – presents a detailed review of the findings, presents recommendations, justifies the costs to be incurred while implementing the Solution Definition and identifies the benefits to be derived. If prepared correctly, the Business Case will also identify why the project was undertaken, whether or not the success measurements are attainable given the information available, other alternatives considered and why these alternatives were not recommended, the time required to complete the project, how the benefits are to be derived and the risks associated with implementing and not implementing the recommendations. Acceptance of the Business Case by corporate executives is the approval required to complete the project.

7. Implementation – the actual execution of the changes and plans developed. If the project steps noted above have been properly completed, implementation will be relatively easy and can be completed with minimal outside assistance. Necessary hardware and software is acquired and installed, organization structure changes are implemented, work flows are revised, policy and procedure revisions are finalized and implemented and the people and cultural aspects are addressed.

8. Post Implementation Review – the project is not completed once the required changes have been implemented. The new environment must be monitored over a period of time to determine if the success measurements and benefits identified during the project are actually achieved. If the success measurements and benefits are not achieved, the proper adjustments or revisions usually result in attainment. If it is determined the success measurements and benefits can not be attained the changes in the environment and other variables that cause the success measurements and benefits to be unattainable are identified and documented.