Business Process Engineering

Business Process Engineering

Table of Contents
1.0 INTRODUCTION................................................................................................................1
2.0 MAIN BODY............................................................................................................................1
2.1 Concept of Business Process Management...........................................................................1
2.2 Importance of BPM...............................................................................................................2
2.3 Elasticity in BPM...................................................................................................................2
2.4 Issues faced by organizations in the implementation of BPM..............................................4
2.5 Strategies for execution of BPM............................................................................................6
3.0 CONCLUSION..........................................................................................................................8
4.0 REFERENCES..........................................................................................................................9

Topic- Business Process Management (BPM) in the technological environment and issues faced
in re-engineering
1.0 INTRODUCTION
Business Process Engineering (BPR) is a business management strategy which is used to
analyze as well as the design of workflows and business processes inside the organization
(Weske, 2012; Jeston, 2014). The main aim of the BPR is to reduce the overall cost of the
enterprise and possesses redundancies. In this context, the current study is based on the
preparation of a research report on Business Process Management (BPM). For this purpose, the
specific paper has been used from the range of 14th to 16th International Conference on BPM.
Here, 15th International Conference track has been selected for the critical analysis of BPM.
Here, importance, the elasticity of BPM and strategies for implementation of BPM has been
critically evaluated with literature.
2.0 MAIN BODY
2.1 Concept of Business Process Management
According to Jeston (2014), BPM is a procedure or discipline in operations management
which is used to re-engineer the process and technologies of the organization. BPM is the
approach in which people use various methods to identify, analyze and improve the business
processes to be competitive in the current advanced environment (Dumas, La Rosa, Mendling
and Reijers, 2013). Moreover, Trkman (2010) stated that it is not necessary that BPM merely
adopted in technological fields; however, different sectors like education, construction, retail,
manufacturing etc. demand for the re-engineering because of time demands for the change. In
this context, BPM is used by the companies on an ongoing basis for the business process
improvements to reduce the chaos within the collective workflows which eliminates the ad hoc
workflow management (Trkman, 2010). In this manner, BPM is adopted by several
organizations such as Wal-Mart, Dell to improve performance and productivity. For instance,
Wal-Mart adopted a new process to improve the purchasing system. Here, the company
implemented a Radio Frequency Identification (RFID) chips which help in the automatic
purchasing process and saves a lot of clerical efforts, cost and inefficiencies of the firm (Kosasi,
Saragih and Kom, 2014).
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2.2 Importance of BPM
Jeston (2014) stated that BPM is an innovative approach which is essential to remold the
business process so that profitability as well as quality of work improves. Furthermore, well
established BPM helps to reduce waste, cost and save time which further supports to produce
quality products and services. However, Weske (2012) argued that BPM is essential in business
processes but it is not an easy task for the management because changes in procedures demands
for skilled labor force which again creates a cost for the firm. On the contrary, Chang (2016)
mentioned that training regarding new processes supports to maintain collaboration between new
approaches and workers so that effective outcomes are achieved. Besides this, Rosinosky et al.
(2017) notified that BPM is significantly required but it is not a one-time activity; here, leaders
needed to manage end-to-end business processes continue to introduce the new market trends
and opportunities. Further, BPM improves the efficiency and support for employee succession
planning (Trkman, 2010). Thus, it shows that BPM is essential for the organizations as well as
workforce because it has extensive support to improve the efficiency which further saves the
time and resources of the organizations. Also, it creates a continuous development environment
within the firm.
2.3 Elasticity in BPM
Schulte et al. (2015) stated that elastic BPM focuses on the infrastructural challenges by
using elastic cloud resources. Furthermore, elastic BPM system involves the work on scheduling,
decentralized coordination, resource allocation etc. for flexible processes. Similary, Rosinosky et
al. (2017) asserted that emphasizes is given on multitenancy functionalities through cloud
elasticity in BPM. However, Pathirage, Perera, Kumara and Weerawarana (2011) mentioned that
multitenant BPMs includes the processes with meta information as per the required resources
and further need to add the data in the BPM schema. Additionally, it needs to alter the BPM
system which does not have a purpose of resource allocation scheduling methods. Apart from
this, Mohamed et al. (2015, p.49) identified that cloud computing approach is getting great
importance in Information Technologies (IT); however, a dynamic or automatic method is used
to manage cloud resources. Furthermore, a flexible approach possesses the characteristics as a
formal model, generic controller, flexible strategies etc. Thus, it reflects that elasticity in BPM
required to manage the cloud resources which uses an automatic approach. Further, it does not
focus on resource allocation scheduling methods.
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