Advantages and Disadvantages of BPM vs BRP

This article discusses the advantages and disadvantages of Business Process Management (BPM) compared to Business Process Redesign (BRP). It explains how BPM can improve communication, eliminate wastage, and bridge the gap between IT and business operations. On the other hand, BRP can lead to process improvement and quality output, but may be difficult for employees to adopt and can be expensive due to redesign costs. The article also highlights the importance of process monitoring and controlling in BPM, and when a change or issue arises that requires a redesign.

ASSIGNMENT
PART A.
1) Introduction to Business Process Management.
a) Advantages and disadvantages of BPM VS BRP.
Advantages of BPM
According to Dumas, Rosa, Mendling, and Reijers (2016) explained that advantages of BPN are
many than disadvantages. When business processes are documented it shows a clear picture of
all business process in the organization it makes business processes to be under stood
easly.Bpm diagram are easy to understand so you do not need to train employee’s about
different activities they can easily interpret them.Bpm diagrams helps mangers to resolves
operation issues of the company because most issues are stated and captured in the diagram
during modelling.Bpm diagram ensures communication is following in the organization
because during modelling all messages and notifications are directed to the right
department .All process are analyzed before design so wastage is eliminated.. BPM closes a gap
between information technology and business operation.
Disadvantages BPM
Employees’ are used to work in a different way so when you model business process using
Bpmn some are not willing to adopt to it.
Advantages of BPR
Eliminate Waste.
The BPR helps to remove wastes in organization .for example work done by 10 people can be
done by one person another example when a company employed a massager to deliver
messages it can decides to redesign and start using emails and phone calls as way of
communication and delivering messages..
Process improvement
Most process are improved during redesigned thus quality output is achieved.
Disadvantage of BPR.
Workers are normally operate in a different way so introducing redesign can be difficult for them
to adopt.
Resigns means make modification on current operation of business so it means company has to
invest in redesign costs for example installing new software and buying more computers this
make it expensive.

Reduce employees’ morale of working.
Some workers are retrenched during resign so remain can fear knowing they are next to be
fired.
b) Why Process Monitoring and Controlling not vital in BPR?
Process Monitoring and Controlling.
According to Weske(2015) explained that BPR puts process performance measure and
Performance objectives in consideration but during identification process performances metrics
of time, cost and quality is considered so Process monitoring and evaluation is not important
stage during BPR.
c)
When there is need for a change.
When there is need to address some issues.
.
2) Foundations of BPMN.
QUESTION ANSWER
2.1) B
2.2) D
2.3) B
2.4) C
2.5) B
2.6) B
2.7) A
2.8) G
2.9) A
2.10) D
2.11) D
2.12) E
2.13) D
2.14 C

3) Intermediate BPMN.
3.1)
Bpm has a sub process and BPD it is used to solve issues .This is issue to resolution process.
Process starts when a complaint is received and ends when an issue is solved. It is found mostly
in insurance company. This is claim to resolution in insurance company.
3.2)
1) 15 mistakes.
Abbreviations which are not common are used example Insurance Rep.
Activities are not clearly named.
Activities are not named using a verb and Noun.
Articles and pronounces are used.
Present tense is not used during naming.
Sequence flow default are named
There is multi use same name on activities for example name check is repeatedly used.
Too many gates.
Poor labelling.
Lanes are named not using category’s name
Poor naming of process.
Many end events.
Use of parallel and get with exclusive gate
No keywords used which are related to business.
2) Table 1 below explaining mistakes identified.
Identified mistake explanation
Abbreviations which are not common Use of abbreviations which are not common
is not allowed in Bpmn abbreviations like
Rep to mean representatives is not allowed
Activities are not named using a verb and
Noun.
naming of activities is wrong because name
of following activities as check if student
require study loan and student housing is
wrong
Lanes are named wrongly not using
category’s name
For example lane housing officer and
insurance rep should be pools but not lanes.
Too many gates Use of too many gates make modelling

confusing because many decisions are taken
Too many end event There should be one end event.
Connect parallel and exclusive gate There will be deadlocks when you connect
parallel and exclusive gates
multi use of same name on activities Same names are not allowed to use in BPmn
because it confusing.
3) Correct the identified mistakes.
Abbreviations which are not common it should be written as insurance representative.
Lanes are named wrongly they should be named as House agent and insurance company.
Insurance representative and housing officers should be made pools.
Too many gets are no allowed in bpmn you need to simple them into few.
3.3) a) Diagram below showing BPMN Diagram of company perspective.

3.3) b) Diagram below showing BPMN Diagram of sue application.

PART B
Task 4A.1) Diagram below showing “ AS IS “ Process of complaint resolution

Task 4A.2) Diagram below showing classification of activities.
Step Performer Classification
Submitting and registering
new request
customer VA
check Level 2 BVA
New request and re-
submitting
customer NVA
Communicate resolution Level 1 BVA
Evaluate Level 2 BVA
prioritize Level 2 VA
Pick-up Level 2 VA
Research and resolution Level 2 BVA
Send
Fetch request Level 1 NVA
Send resolution Level 1 NVA
email client NVA
unresolved Level 2 VA
Task 4A.3)
Task 4A.4)
Task 4A.5)

Task 4A.6). Diagram below showing register of issues.
Name explanation Assumptions Qualitative
impact
Quantitative
Impact
Does not know
resolution
Level 1 cannot
resolve a
complaint
Help desk need
20 level 1 staff
per day.
In 10% of
complaints ,are
not re solved
because in
experience level
1 staff cannot
work on it.On
average 50 level
are on job per
day
20
*0.1*50=100per
day
Not fixed More actions are
needed on it
Employee more
experienced
level 2 staff to
work on
resolution
A lot of
complaints for
level 2 to
resolve
Request not
registered
Level 1 staff are
not available
Level 1 staffs
should always
be available
Need to
employee more
level 1
employees
Request take
long to be
processed
There is jam to
many require
are being
processed
More than 1000
request are
handled by 12
level 1 per day
1000*12=12000
Request not
processes
There is
deadlock
requests are not
allocated to a
level 1 staff
50 request not
processed
50
Unresolved
issues
Issues are not
resolved due to
lack require
technician
20 issues are
pending to be
resolved
20
Task 4A.7)

Scenario 4.B
Task 4.B.2: Diagram below showing as is value chain diagram of process.

Task 4.B.3a:
a) Table below showing register of issues
Name explanation Assumptions Qualitative
impact
Quantitative
Impact
Payment not
made
It is not insured All windshield
should be
insured at $100
per am
100
No windshield
repair
Due to no
insurance
cover
Alteast insure
all windshield
Need to insure
all windshield
delay Calls not going
through
Use emails Install emailing
application to
use
Claim invalid Claims are not
settled
Pay all covers
in time
Task 4.B.3b: Diagram below showing Fishbone diagram of process.

Task 4.B.3c identify impacts.
Impacts of phone not going through ABC cannot be reached to confirm claim so repair
windshield delay to take place.
Glass repair shop does not understand cover because ABC did not explain it.
Insurance cover not available claim does not cover for such cover.

References.
Dumas, M, Rosa, M, Mendling, J and Reijers, A, H. (2016).Fundamentals of Business Process
Management (3rd Ed).New York, springer.
Weske, M. (2015). Business Process Management Concepts, Languages, Architectures(3rd Ed)..
New York, springer.