Business Process Management

This document provides an introduction to Business Process Management (BPM) and Business Process Reengineering (BPR). It discusses the benefits and shortcomings of BPM, the differences between BPM and BPR lifecycles, and how BPM and BPR can be combined. The document also covers the foundations of BPMN and provides examples of intermediate BPMN models. Additionally, it includes a section on calculating competitive offers in BPM. The bibliography at the end provides references for further reading.

Running head: BUSINESS PROCESS MANAGEMENT
Business Process Management
Name of the Student
Name of the University
Author’s note:

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Table of Contents
1. Introduction to Business Process Management:..........................................................................2
1.a Benefits and Shortcomings:...................................................................................................2
1.b BPM vs BPR Lifecycle:.........................................................................................................4
1.c Combining BPM and BPR:....................................................................................................4
2. Foundations of BPMN:................................................................................................................4
3. Intermediate BPMN:....................................................................................................................5
3.1 Explaining BPMN Model:.....................................................................................................5
3.2 BPMN Model Review:..........................................................................................................5
3.3 BPMN Models:......................................................................................................................8
3.3.A Scenario 1:.....................................................................................................................8
3.3.B Scenario 2:......................................................................................................................9
3.4 Calculating Competitive Offer:.............................................................................................9
Bibliography:.................................................................................................................................11

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1. Introduction to Business Process Management:
1.a Benefits and Shortcomings:
Business Process Management: The main advantage of business process management is
the improvement in productivity. Business process management is capable of finding inefficient
tasks and removing it from the organization. Apart from increased productivity, the business
process management is capable of reducing the expenses of the organization’s operational
processes. The efficiency gained through using the business process management allows the
organization to experience low output-to-expenses ratio. Business process management always
push an organization to innovate and change. These two factors are extremely important part of
business. Changing the processes of an organization is not an easy task. Many organizations have
experienced bad outcome from changing the processes. However, business process management
provides various secure and accurate processes that can be used for changing the business
processes successfully. The organization will be able to change their processes as per
requirement and to meet market competitiveness. Qualifying the processes in an organization is a
very important factor. Business process management provides various processes that can be used
for measuring the effectiveness of the processes.
Apart from the huge advantages that business process management provides their user
organization, it has many disadvantages that an organization must be concerned about. In some
situations, the business process management can be harmful to a business. Though, business
process management can introduce an organization to innovation, it can also limit the innovation
factor. An organization will experience only incremental innovation for using a business process

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management. This illustrates that business process management are incapable of making radical
innovations in an organization.
Business Process Reengineering: If an organization wants to achieve radical changes in
the organizational business process, then business process reengineering can be the perfect
solution. The business process reengineering allows an organization to measure the cycle time,
quality, service and cost. Business process reengineering allows developing leaner, simpler and
more productive business processes. These business processes can successfully upgrade the
operations network competitiveness. In order to solve an organization issues, the conventional
approaches cannot be used in every situation. Critical issues require critical problem solving
techniques and business process reengineering encourages the organization to think
revolutionarily. Therefore, using business process reengineering, an organization can experience
better and efficient solutions to process issues that can be aligned with the aims and the objective
of the organization. The incremental approach of business process management does not make
an organization properly competitive in terms of current market place changes, the business
process reengineering’s radical change approach can solve this issue properly. Often the
organizations may need marketing organization structure to cope with the required business
changes. Only business process reengineering is capable of allowing an organization
transforming to a market structure from job centered or rule driven organization structure.
If an organization requires instant changes in the business processes then business
process reengineering cannot be considered as a solution Due to complexity of implementation
and management, the business process reengineering can only be done by experienced and
skilled personnel who work on high payroll. The business process reengineering often come

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across various challenges that cannot be mitigated by an organization which does not have
proper knowledge about their own processes.
1.b BPM vs BPR Lifecycle:
The business process management has optimization phase that is discarded by the
business process reengineering. The optimization phase is not in BPR as optimization cannot
support complex business process reengineering changes.
1.c Combining BPM and BPR:
BPM and BPR cannot be combined for a single process change. In case an organization
needs to work on various aspects of it to change overall business process, then BPM and BPR
can be used. In business sections where instant and incremental change is required, the BPM will
be used. Other complex radical changes will be done using BPR.
2. Foundations of BPMN:
Questions Answer
2.1 B
2.2 B
2.3 E
2.4 C
2.5 C
2.6 E
2.7 A, D and F
2.8 F and G
2.9 C

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2.10 D
2.11 D
2.12 A
2.13 D
2.14 A
3. Intermediate BPMN:
3.1 Explaining BPMN Model:
The BPD shows a business processes that check if any complaint is available and
processes those complaint as per predefined factors. The inner loop process will run for two
hours if any compliant is not available. These processes can be found in helpdesk.
3.2 BPMN Model Review:
Number Mistake Reason
1 Lane does not have label Label is required to identify element
uniquely
2 End event has outflow sequence End event only has inflow
3 Event based gateway is connected to
throwing intermediate message event
Start and intermediate event are supported
by event based gateway
4 Message event connected and end
event are connected through
unidirectional association
Only sequence flow accepted
5 Sequential flow present between Process can connect to external pool using

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process and external pool outflow message sequence
6 Start message event does not have
inflow
Inflow of message sequence in start
message event is essential
7 Message flow between Student
application cancelled intermediate
event
Message events can have message flows
8 Start message has outflow of message Start message support only inflow of
message
9 Wrong x-or gateway flow labeling The label of x-or must be yes or no
10 X-or divided process joined through
parallel gateway
X-or gateway must be used to join if
division is done using it
11 Message send without using process To send a message external pool must use
a process
12 The start event named student
application received has outgoing
message flow to Student pool which is
wrong
Start message must have incoming
message flow from other pool
13 Not every lane has label The labels allow understand the purpose
of the element
14 The start event named student
application received has outgoing
message flow to Student pool which is
wrong
Start message must have incoming
message flow from other pool

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15 The outgoing message flow from
reject application process to Student
pool is wrong
A message flow is eligible for only
message events
Corrected Diagram:

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3.3 BPMN Models:
3.3.A Scenario 1:

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3.3.B Scenario 2:
3.4 Calculating Competitive Offer:
Project sale price is $197,886.00.
Project Internal cost is $147886.00.
The project revenue is $182425.00.
The profit is $34,539.00.
The duration of the project is 92 days.

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Total number of members in a project is 15. There are one managing process analyst,
four lead analysts, eight consultant analysts and two young analysts.

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Bibliography:
Bertolini, M., Bevilacqua, M., Ciarapica, F. E., & Postacchini, L. (2015). Business process
reengineering of drugs storage and distribution: A case study. International Journal of
Procurement Management, 8(1/2), 44-65.
Geissdoerfer, M., Bocken, N. M., & Hultink, E. J. (2016). Design thinking to enhance the
sustainable business modelling process–A workshop based on a value mapping
process. Journal of Cleaner Production, 135, 1218-1232.
Khdair, H. S., Awad, M. M., & Othman, Z. A. (2017). Formalizing the Software Engineering
Process Using a Graphical Software Process Modelling Formalism.
Mendling, J., Weber, I., Aalst, W. V. D., Brocke, J. V., Cabanillas, C., Daniel, F., ... & Gal, A.
(2018). Blockchains for business process management-challenges and
opportunities. ACM Transactions on Management Information Systems (TMIS), 9(1), 4.
Omidi, A., & Khoshtinat, B. (2016). Factors affecting the implementation of business process
reengineering: taking into account the moderating role of organizational culture (Case
Study: Iran Air). Procedia Economics and Finance, 36, 425-432.
Schulte, S., Janiesch, C., Venugopal, S., Weber, I., & Hoenisch, P. (2015). Elastic Business
Process Management: State of the art and open challenges for BPM in the cloud. Future
Generation Computer Systems, 46, 36-50.
Serban, A. I. (2015). Managing Transformation: Business Process Reengineering or Total
Quality Management. International Journal of Academic Research in Business and
Social Sciences, 5(5), 81-86.

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Van Der Aalst, W. M., La Rosa, M., & Santoro, F. M. (2016). Business process management.