UNCLASSIFIED//FOUO
UNCLASSIFIED//FOUO
Business Process Reengineering
Center of Excellence
(BPR CoE)
Innovating The Enterprise
UNCLASSIFIED//FOUO
UNCLASSIFIED//FOUO
What Is BPR?
“BPR is a logical methodology for assessing process
weaknesses, identifying capability gaps, and
implementing innovation and optimization
opportunities to achieve breakthrough improvements
in operational performance.”
The Army has developed a modernized version of BPR
that fits the unique needs of the Department and strives
to develop creative solutions to business problems,
operational inefficiencies, and process weaknesses.
The approach goes beyond traditional process
improvement by focusing on the holistic environment
including the people, process, policy, and technology
affecting the current and future states.
According to the Army Regulation (AR) 5-1, Management of Army Business Operations:
BPR has some overlap with other process
improvement methodologies but differs in that it
often seeks radical change, enables new
process outcomes, and focuses on end-to-end
business processes rather than functional silos.
POLICY
PEOPLE
PROCESS
TECHNOLOGY
Functional
Area 1/
Domain
Functional
Area 2/
Domain
Functional
Area 3/
Domain
Functional
Area 4/
Domain
End-to-end process x…
VALUE
Opportunity for
BPR
UNCLASSIFIED//FOUO
UNCLASSIFIED//FOUO
BPR CoE Vision and Mission
Innovating The Enterprise to Deliver Readiness at Best Value
Vision
Empower the Army enterprise to
deliver innovative BPR and achieve
world-class Readiness
Mission
To enable BPR throughout the
enterprise through training,
guidance, and execution
Mission
The BPR CoE is the primary service provider and source of expertise for BPR services across
the Army. The services transform processes to achieve cost savings, deliver readiness at best
value, and ensure a smooth transition of the change into the organization.
UNCLASSIFIED//FOUO
UNCLASSIFIED//FOUO
When Should BPR Be Used?
You are acquiring a new business system
You need to significantly improve mission or
operational performance
Your mission has changed and you need to
build new processes
A people, technology, or policy factor requires
a change in the way work gets done
You need to find ways to do more with less
Change is coming and you must prepare the
workforce
Delivers Readiness at Best Value
Drives efficiency, effectiveness & agility
Improves visibility and transparency
Required by Business Capability
Acquisition Cycle (BCAC)
Increases stakeholder and process
executor buy-in
Cultivates innovative solutions
Supports effective system acquisition
Enables integration between
processes & groups
BPR
Supports organizational cultural
transformation and change adoption
UNCLASSIFIED//FOUO
UNCLASSIFIED//FOUO
Business System
Acquisition,
Testing &
Deployment
UNCLASSIFIED/FOUO
The Role of BPR in the BCAC
Capability
Need
Identification
Business
Solutions
Analysis
Business System
Functional
Requirements &
Acquisition Planning
Capability
Support
BCAC
Acquisition
ATP
Capability Needs
Assessments
Requirements
Development
Functional
Requirements ATP
Solution
Analysis ATP
Full Deployment
ATP
Acquisition
ATP
Capability
Support ATP
Assist Product Managers
with reengineering business
processes to support or
satisfy capability needs
Explore existing capabilities
within the enterprise
Ensure alignment with and
leveraging of Army
Enterprise Resource
Planning (ERPs) and
infrastructure
Aid in producing information
requirements for Functional
Requirements ATP
Support business
requirements development
for newly reengineered
processes
Reassess Phase 2
reengineered process
against the functionality of
the capability selected as a
result of the AoA
Conduct Root-Cause
Analysis to determine true
capability need
Assist Functional Owner with
developing the Problem
Verification Form (PVF)
Provide insight into how
Operational Activities fit
within the Army Business
Enterprise Architecture
(ABEA)
Analyze laws, regulations,
and policies
Business Process
Solutions
Post-FOC BPR/
Change Management
Assist sustainment
organizations with
reengineering business
processes within the
capability to ensure:
Sustained relevancy
to support
operational needs
Managed risk and
system security
Business, regulatory,
and IT policy
compliance
Business Process Reengineering
UNCLASSIFIED//FOUO
UNCLASSIFIED//FOUO
BPR Throughout the Enterprise
• Advance and institutionalize BPR within the Army
• Optimize cost-savings and improve the Army’s ability to deliver readiness at
best value through Army-wide BPR efforts
• Train and coach BPR practitioners across the Army
• Support and validate BPR efforts for the Business Capability Acquisition Cycle
(BCAC)
• Radically improve end-to-end processes by using the BPR methodology and
tools
• Assess end-to-end process performance and leverage opportunities for
improvement and cross functional integration
• Ensure end-to-end processes align with Army Business Enterprise Architecture
(ABEA)
• Radically improve domain activities and processes by using the BPR
methodology and tools
• Use BPR to develop or engineer business processes for new missions
• Use BPR as part of the BCAC for acquiring new business systems
• Successfully transition changes to the workforce
Army Level
End-to-End Level
Functional
Level
UNCLASSIFIED//FOUO
UNCLASSIFIED//FOUO
Standardized BPR Approach
The BPR CoE developed a standardized approach to conducting BPR. The standard
approach enables practitioners to consistently achieve successful results, facilitates
information exchange among stakeholders, and maximizes the potential benefits
gained from process engineering.
Significant
Actions:
Useful
Tools and
Techniques:
BPR Delivery Approach
Process Phase:
• Secure a leadership
champion
• Validate challenge
definition and scope
• Determine future
state objectives
• Identify key
stakeholders
• Create a project
charter
Launch
• Assemble a project
team
• Develop a project
plan
• Establish a project
schedule
• Create a
communication plan
• Discover, document
and model relevant
current state people,
processes,
technology, and
policies
• Analyze using the 4
Lenses
• Document and
validate findings
• Finalize future
state objectives
and/or metrics
• Brainstorm how to
achieve desired
future state
• Document and
model the future
state
recommendations
from the 4 Lenses
• Develop an
organizational
management plan
• Root Cause Analysis
• Scoping guide
• Project charter
template
• Stakeholder register
• Project schedule/
roadmap template
• Project plan template
• Work Breakdown
Structure
• Communication plan
template
Plan
Discover &
Analyze As-Is
Design
To-Be
Close
• Present and
validate the
recommendation
with the leadership
champion
• Transition to the
implementation
team
• Executive briefing
• Implementation plan
• Lessons learned
Implement
• Interviews and
workshops
• Process modeling
• Process hierarchy
• Affinity diagrams
• Value Chain Analysis
• Enterprise Knowledge
Repository
• Pareto diagram
• Fishbone diagram
• Brainstorming
• Interviews and
workshops
• Six hats analysis
• Process modeling
• Process hierarchy
• Organizational
change management
• Communication plan
• Recommendation
Template
UNCLASSIFIED//FOUO
UNCLASSIFIED//FOUO
The Four Lenses of the Standardized BPR Approach
8
Four Lenses
of BPR
UNCLASSIFIED//FOUO
UNCLASSIFIED//FOUO
OCM and the Standardized BPR Approach
9
Process reengineering starts with a focus on developing innovative solutions to business
problems, operational inefficiencies, and process weaknesses where as Organizational
Change Management (OCM) seeks to prepare the organization for the impending
change and serve as a catalyst for the organizational culture transformation.
OCM is part of the Standardized BPR Approach and should be woven into the
implementation plan.
What projects typically focus on What projects often miss
Logical objectives and results receive most of the
focus in project communications…
Schedule, Milestones
Costs
Documents / Objects
These are essential for a successful project
delivery, but not necessarily a successful project
‘outcome’ where change is successfully adopted
and benefits are realized.
Project engagement and communication
approaches often fail to address the human
dynamics associated with implementing change…
How does this change my job?
What’s in it for me?
What degree of control or influence will I have?
Will this make my life easier?
I’m anxious, frustrated, excited – all of the above.
The human element is often missed.
We need a blend of engineering and
psychology to effectively lead change
UNCLASSIFIED//FOUO
UNCLASSIFIED//FOUO
BPR and LSS
Focuses on solving enterprise problems leveraging
existing capabilities (especially the ERPs)
Makes use of innovative process
engineering when acquiring new capabilities
Targets cross-organization functions within
E2E architectures
Leverages modeling and architecture to
support efforts
Relies on an agile approach to assess the
current and future states
PROCESS
IMPROVEMENT
Focuses on improving processes with an emphasis
on reducing waste to create efficiencies
Works to iteratively streamline processes
Targets organizational and departmental
level process changes
Leverages data and statistical analysis
Relies on the standard DMAIC method for
processes improvement
BPR is a logical methodology for assessing process
weaknesses, identifying gaps, and implementing
opportunities by taking a holistic view of the current
and future states and considering the people,
process, policy, and technology impacts to fix
problems and achieve goals.
LSS is a disciplined, data-driven approach that
combines Lean and Six Sigma methodologies. It is a
methodology that relies on a collaborative team effort
to improve performance by systematically
(incrementally) removing waste and reducing variation
in existing processes.
BPR has some overlap with other process improvement methodologies, like Lean Six Sigma (LSS), but
differs in that it often seeks radical change, enables new process outcomes, and focuses on end-to-end
business processes rather than functional silos.
UNCLASSIFIED//FOUO
UNCLASSIFIED//FOUO
BPR CoE Services
The BPR CoE provides three core BPR services: Training, Advisory Support, and BPR
Facilitation.
Training
Advisory Support
BPR Facilitation
The BPR CoE provides
knowledge and increases
BPR capabilities through a
broad range of curriculum
offerings and best practices in
BPR.
The BPR CoE provides
consultancy with process
maturity assessments and
advisory support on BPR
projects facilitated outside of the
BPR CoE team.
The BPR CoE provides expert
assistance with BPR projects.
From capturing and analyzing
current state, to designing a
more efficient and effective to-
be process.
How to
Conduct
BPR
Expert
BPR
Guidance
BPR
Artifact
Review
As-Is
Process
Mapping
As-Is
Process
Analysis
To-Be
Process
Mapping
To-Be
Process
Design
Workshop
Facilitation
Custom
BPR
Service
Organizational
Change
Management
