Advantages and Disadvantages of BPM and BPR

This article discusses the advantages and disadvantages of Business Process Management (BPM) and Business Process Reengineering (BPR). It explores how BPM improves agility and problem-solving, while BPR identifies waste and encourages employee participation. The article also highlights the limitations of both approaches and how they can complement each other.

Running Head: BUSINESS PROCESS MANAGEMENT
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Management

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Answer 1 (a) Advantages and disadvantages of BPM and BPR
Business process management offers several benefits and limitation. Its ability in
responding to the threats and opportunities is the benefit. Agility helps in enabling the
business to go to market fastely. Companies can also easily capitalize the feedback for any up
gradation. It also helps in understanding each step, use of technology as well as person
involved. Business process management also analyses the gathering of data by the recent
processes and it can also be seen as the tool that could be implemented when the processes
are in progress. In addition to this, problem solving is the essential attribute of BPM. It is true
that by positioning the employees strategically, risk of the organizations are also minimised
and the organization is well maintained (Kurz & Fleischmann, 2010, October) Through BPM,
it also becomes easy to focus on the growth of employee and on customer. For all the
customers, they tend to receive the better customer support as well as IT support. Through the
framework of BPM, professionals also become able in building their careers. The main
limitation or deficiency occurs when BPM framework is not implemented properly. It
requires some goof amount of fund. IN lack of sufficient fund, it decreases the productivity. It
is also seen that process management also tends to hinder the innovation (Mohapatra,
Choudhury & Ganesh, 2017).
As compare to BPM, BPR also has several advantages as well as disadvantages. BPR
helps in identifying the waste. It also encourages the employee participation and inputs, as it
is true those workers who are familiar with any process can easily point out the voice ideas
and flaws for the improvement. As compare to this benefit, it also has limitation. It includes
the huge investment as everything in this process starts from the scratch. It also proves to be a
costly option for the companies who are looking to cut some of the expenses immediately. In
this way, not all the business gets benefit from the BPR (Alghamdi, Alfarhan & Abdullah,
2014). For instance- a manufacturing company might not have the option of redesigning
processes without the sacrifice of product quality as well as safety. In addition, it also helps in
removing the unnecessary steps as well as confusion among all the workers. Besides this,
there are workers who do not adapt to the changes in BPR. Some of the workers become
obsolete (Vom Brocke & Schmiedel, 2015).
Answer 1 (b) –

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BPM includes several stages in its life cycle. The first stage in BPM life cycle is
process identification. With the help of this stage, any problem of business is identified and
then solved. The process delivery that is also known as process modelling. At this stage, the
current stage of every relevant process is recognized. The next stage is to analysis the
process. Afterwards, the process of redesign comes. This phase tends to identify the changes
that further helps in addressing the issue seen in the previous phase. Process implementation
is the next stage that includes the two aspects. The one aspect is organization change and the
next stage is process automation. The last step in the stage of BPM is monitoring of process
as well as controlling. After the redesigning of process, proper collection and analysing of
data is done (Baporikar, 2016).
As compare to BPM, BPR has discarded the process implementation process of BPM.
Business processes are featured by the three elements that are input, processing of the
material and data (Newell, Swan & Galliers,2010).The life scale stage of the BPR studies the
process of organization from the starting only and removes all such barriers that tend to cause
the barrier in the growth of organization.
Answer 1 (c) –
If both the processes BPM (business process management) and BPR (business
process engineering) combined together, it will reduce the risk that can be face in business
process engineering due to recreating of the process from scratch. Information will also be
easily available that has less possibility of availability in business process engineering. Time
management will also be able to done effectively as BPR take comparatively more time due
top understanding of process from scratch. It is also found that business process engineering
is more expensive as it always starts from the starting. By including both, it will become less
expensive that will lead to better output and help in long term. Due to time management,
results come comparative quick that leads to increment in efficacy in the long term. In this
way, it can be stated that BPR and BPM can said to be complementary to each other. Due to
flexibility of the BPM, it becomes easy to concentrate on the more process at one time. As a
result, it helps in getting many improvements for long term.
Answer 2-

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In this process of BPD, the whole process of BPD has been discussed regarding its
coming time, exit time, and the working of person. It is seen that the person comes and went
back at 5P.M. At the time of coming, it checks all the messages and cancels the irrelevant
mails. It leads to simply the process of development in organization. It firstly invokes all the
escalation process. After doing this, it tends to check all the new complaints that are seen in
the business. After checking all the complaints, it then responds the complaints. After
responding to the complaints, person takes the break of two hours and goes home to home. In
this way, this process of BPD goes in the organization. It includes the entry and exit of person
and discusses the relevant and irrelevant messages.

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References
Alghamdi, H. A., Alfarhan, M. A., & Abdullah, A. L. (2014). BPR: evaluation of existing
methodologies and limitations. International Journal of Computer Trends and
Technology, (4), 224-227.
Baporikar, N. (2016). Business Process Management. International Journal of Productivity
Management and Assessment Technologies (IJPMAT), 4(2), 49-62.
Kurz, M., & Fleischmann, A. (2010, October). Bpm 2.0: Business process management meets
empowerment. In International Conference on Subject-Oriented Business Process
Management (pp. 54-83). Springer, Berlin, Heidelberg.
Mohapatra, S., Choudhury, A., & Ganesh, K. (2017). Framework for supporting'business
process reengineering'-based business models. International Journal of Business
Innovation and Research, 13(4), 451-474.
Newell, S., Swan, J. A., & Galliers, R. D. (2010). A knowledge‐focused perspective on the
diffusion and adoption of complex information technologies: the BPR
example. Information Systems Journal, 10(3), 239-259.
Vom Brocke, J., & Schmiedel, T. (Eds.). (2015). BPM-driving innovation in a digital world.
Heidelberg: Springer.

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