Building excellence through the Agile Reengineering Performance Model (ARPM) A strategic business model for organizations

Purpose - The purpose of this paper is to build a theoretic and practical framework, based on agile project management, to support the decision-making process in order to help companies in optimizing the reengineering production processes and improve management costs. Design/methodology/approach - This paper seeks to propose an agile Reengineering Performance Model (ARPM) for managing projects of reengineering of processes and applies it in a real case study concerning a water bottling plant. Findings - The proposed model should serve as a valuable tool to facilitate a successful business process reengineering design in the project management and intends to assist companies as they operate projects of transferring and optimizing production lines. Thanks to the use of ARPM tools, it is easy to modify the evolution of the project, with the possibility of extending or enhancing the application if necessary. Research limitations/implications - The main limits of the ARPM model are: it requires close collaboration among team; it is rather intense for developers; and it is necessary flexibility to change course as needed and to ensure delivery of the right product. Practical implications - The main implications of the authors' work for research and business are to propose a structured methodological approach, rigorous but simple, suitable to implement in any companies. Originality/value - The novelty of the approach is to apply the agile approach not for software development but in a manufacturing company.