Abstract—Business Process Reengineering (BPR) has become a popular managerial tool to de al with dramatic technological and business changes in today’s competitive environment. BPR help organizations to throw away their old fashioned processes to achieve new heights of success. However, BPR implementation is a difficult task. Literature indicates that many organizations have failed to achieve the expected results. The present study attempts to throw more light to the subject. Through a comprehensive review of literature, critical success factors (CSF) that influence the success of BPR programs are identified. Then, using a DE MATEL methodology, these CSF and the causal relationships among them are analyzed. Results indicate that “top management commitment”, “IT infrastructure", “training” and “adequate financial resources” are of critical importance in BPR implementation projects.

Index Terms—Business process reengineering, critical success factor, implementation.

G. Jamali is with Persian Gulf University of Bushehr, Bushehr, Iran(email: gjamali@ pgu.ac.ir). 
M. A. Abbaszadeh is with Tehran University, Kish International CampusKish, Iran (email: ma.abaszadeh@ yahoo.com).
M. Ebrahimi is with Persian Gulf University, Bushehr, Iran(email:imjebrahimi@yahoo.com).
T. Maleki is with Islamic Azad Univ ersity, Center Tehran Branch (email:maleki1359_azad@yahoo.com).

Cite: Gholamreza Jamali, Mohammad Ali Abbaszadeh , Mehran Ebrahimi, and Tahereh Maleki, " Business Process Reengineering Implementation: Developing a Causal Model of Critical Success Factors ," International Journal of e-Education, e-Business, e-Management and e-Learning vol. 1, no. 5, pp. 354-359, 2011.