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The author desires to show appreciation and gratefulness to the following individuals for their positive impacts towards the writing of this Project Paper. The Module Lecturer Prof. Dazydelian. L. Banda for the direction to gain knowledge and for his great assistance during the study of the module and Miss Chifundo F. Kamugundu for her unwavering encouragement and generosity; and coaching activities of morals, self-sacrifice and dedication;
• Disclaimer
The author declares no conflict of interest. The author affirms that this Project Paper is his own product and it is being submitted in partial fulfilment of the requirements of ESAMI’s degree of Masters of Business Administration (MBA) program. The author, therefore, is accountable for the views and ideas stated therein and consequently do not necessarily denote those of the Institute.
• Abbreviations
o MW -Malawi
o BPR -Business Process Re-engineering.
o ECA- Enviro Consultants Architects
• Terms of Reference
The main scope of the project paper is to critically illustrate how the Business Process Re-engineering (BPR) trans-formation Model can be used to analyse and effect improvements in service delivery of Enviro Consultants Architects as a consultancy architectural company in the realm of the construction industry in Malawi. The infrastructure design firm currently working on a complex design building project of the client ‘Press Trust’ and aims to produce an innovative and sustainable design for their client. The author believes that there is a great deal of challenges in the way the firm deliver its architectural services and there is need for Process Re-engineering measures to be engaged to accomplish competitive edge by producing good quality building design service supply at a cost effective charges too.
In order to achieve the success in the implementation of the model, BPR will need the utilisation of authoritative approaches, measures and techniques.

• Acknowledgements 1
• Abbreviations 1
• Terms of Reference 1
• Abstract 3
1. Introduction and Background 4
2. Literature Review 5
2.1. The Need for Re-engineering the Process- Opportunities and Barriers 6
1.1.1. Opportunities 6
1.1.2. Barriers 7
2. Deploying the BPR Model to the Case Study 8
2.1. Step 1: Preparation 8
2.2. Step 2: Identification and Visioning 9
2.3. Step 3: Process Mapping 9
2.4. Step 4: Upfront Analysis 9
2.5. Step 5: Re-engineer Processes 10
2.6. Step 6: Implementation 10
2.7. Possible Constraints 13
3. Conclusion 15
4. References 16
5. Appendices 18
5.1. Appendix I: The overall BPR Methodology to be implemented 18
5.2. Appendix II: Part of the organisation functional diagram 19
5.3. Appendix III: As- Is Process: Process chain of the initial planning 20
5.6. Appendix VI: Risk Management 23
5.7. Appendix VII: Preliminary Concept of the Case’s building design 24
5.8. Appendix VIII: Project Paper (Question Paper) 25

• Abstract
“Business Process Re-engineering” is a notion that has been in action in the production industry for a long time. Corporations anticipate to split the “magic triangle” of costs, time and quality by rationalising their corporate processes. So far, many BPR schemes have focussed on fixed industries, predominantly manufacturing. Others, such as the construction and infrastructure design processes, have not gotten as much consideration, despite the fact there is a great demand for lessening costs and advancing the efficiency.
This project paper will explore the model of business process re-engineering, assess its opportunities and barriers in the building design industry, scrutinise some building design process models and their application, and finishes by analysing whether it can be used business wide or stay a BPR instrument for only the large players in the industry. The case organisation utilised in the project paper is Enviro Consultants Architects, a young and upcoming design consultancy firm in Malawi working on an infrastructure/building design project for their client.
Business process reengineering (BPR) projects are carried out by corporations that are considering to have substantial change in their operations and desiring drastic changes in the selected boundaries. BPR projects require a lot of time to reach the finishing point and may need substantial capital introductions too. This paper considers BPR project administration and, via a case analysis, pursues to recognise and highlight the critical success factors for the application of a BPR project. Even if there is no general procedure for BPR, some common mechanisms are available in the circles of the developing literature on BPR. Nevertheless, the literature is founded on occurrences in bigger corporations and a few has been published for the minor companies endeavouring to acquire same radical changes in better functioning which have been attributed to effective BPR.
This paper observes BPR stages and ideologies from a minor company’s viewpoint. While case study outcomes may not be generalised without difficulty, the many resemblances imply that what is supported in the BPR literature is valid to minor businesses. The study suggests the demand for further research on BPR in minor businesses, as well as the occurrence of a procedure distinctively for minor corporations.
Keywords: Business Process Re-engineering, Information Systems, Reference Models Process Modelling

1. Introduction and Background
1.1. General Definition
Businesses and various corporations utilise ‘Processes’ to supply their product and services. In addition, businesses are attempting to advance and progress their processes consecutively to accomplish more effectively. Davenport’s (1993) definition of Process is that “A process is basically an organised, quantified set of undertakings created to yield a definite productivity for a specific consumer or market”. A process procedure can be described as a method in which the key procedures concerned in the designing of a structure are re-arranged to deliver a better competent, operational and reasonable means of performing the infrastructure design of projects.
Business Process Re-engineering (BPR) is one of the new movement in the infrastructure design, along with lean and agile building, entirely copied philosophies from the manufacturing industry. Is BPR a model the infrastructure design and construction sector should seriously consider in its endeavours? Since the 1940s, there has been a perceptible longing to alter the building design process. Numerous management and recognised researches have been published to advocate this notion, for instance Phillips (1950), Barnwell (1964), Latham (1994) and Egan (1998). However, the Latham and Egan documentations are the only which have been considerably implemented at a large scale.
Exploration in the production industry has recognised the subsequent as influential elements to achievement: a well-defined documentation of obligations, distinct strategy, well comprehended and controlled processes, and teamwork amongst all participants in the development, are entirely significant aspects for the building design industry, which influence the attainment of delivering or supplying the right produce to the right customers, at the right time, cost and quality.
Business process reengineering (BPR) is expressed as the ultimate altering and remodel of business processes to accomplish rapid developments in significant, up-to-date procedures of operation, such as cost, quality, and time (Scheer, A.-W.; Allweyer, T.; Zimmermann, V. 1995). It implies that the BPR model demands radical changes in contrast to incremental transformation and therefore the necessary enquiry a firm consider prior to implementing BPR is whether a persuasive business case for the need of transformation exists.

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