Business process reengineering (BPR) began as a private sector technique to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors. A key stimulus for reengineering has been the continuing development and deployment of sophisticated information systems and networks. Leading organizations are becoming bolder in using this technology to support innovative business processes, rather than refining current ways of doing work. Not surprisingly, BPR has captured the interest of federal agencies, which are faced with an urgent need to reduce costs and improve service to the American public.1 this guide is designed to help auditors review business process reengineering projects in a federal setting, determine the soundness of these efforts, and identify actions needed to improve the prospects for their success. The nine major assessment issues in this guide deal with elements considered by experts to be stepping stones to successful business process reengineering. These issues cover a wide range of activities, such as identifying customer needs and performance problems, reassessing strategic goals, defining reengineering opportunities, managing reengineering projects, controlling risks and maximizing benefits, managing organizational changes, and successfully implementing new processes. Taken together, the issues in this guide provide a general framework for assessing a reengineering project, from initial strategic planning and goal-setting to post-implementation assessments

Service-oriented architecture, known as an emerging phenomenon, is an effective solution to face the rapid changes in the business environment of organizations. SOMA and Erl are some of the common methodologies used to develop software systems based on service-oriented architecture. The first step in the modeling method is called SOMA service, which is equal to the first two steps of the Erl method, namely the analysis and design steps.

The modeling step consists of three major activities, namely service identification, service characterization, and service research, where the first activity, namely, the identification of candidate services, will be addressed. Identifying services is one of the key activities in modeling services. Failure to find good quality services at the service identification stage will severely cut the last system’s reliability, as other phases of this activity depend on it. Therefore, identifying services with the right level of abstraction is one of the success factors of developing service-oriented systems in an organization. Most existing methods for identifying services are prescriptive and based on the experience of the architect.

Therefore, the services identified do not have the fickle features specified by the technical metrics and may result in an optimized design those results in poor performance, reduced scalability, and high dependency on services.

In this study, an automated method for identifying business-level services using top-down process-based design metrics is presented. This method first captures a set of business goals and processes of the organization as response, and then uses a multi-objective genetic algorithm to generate a set of dominant answers (non-trivial or Pareto answers that are at least one feature above the others). Produces better answers. Finally, fuzzy logic is applied to choose the most right answer from the non-trivial to the business goals of the organization. Several case studies have also been used to show that the method presented in this dissertation can show appropriate services (tailored to business and goals) using organizational processes. Finally، the proposed method has been evaluated and validated from various aspects.