Business Process Management

This document provides an overview of Business Process Management (BPM) and Business Process Reengineering (BPR). It discusses the benefits and shortcomings of BPM, the BPM vs BPR lifecycle, and the combination of BPM and BPR. It also covers the foundations of BPMN and provides examples of intermediate BPMN models. Additionally, it includes a section on calculating competitive offers in BPM.

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:.........................................................................................................3
1.c Combining BPM and BPR:....................................................................................................3
2. Foundations of BPMN:................................................................................................................3
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 business process management is increasing the
productivity of the processes in all type of industries. The characteristic of business process
management is not restricted to any specific business category or process type (Metzger et al.,
2015). Business process management can identify the loopholes in the current processes. The
loopholes are generated because of time consuming tasks. Business process management can be
used to upgrade those processes to match with the current need and reduce time and resource
consumption. Because the resource consumption of the inefficient processes will be reduced, the
cost of operating the processes will be reduced significantly and organization can experience
more profit (Recker, 2015). Another advantage of business process management is quick change
in processes. The business process management can provide a fast pace outcome to the client. As
the organization does not have to concentrate on developing new processes from scratch, the
time required to implement the changes becomes very less. Organization has all the information
on process input and output. Therefore, only the change in the internal process and introduction
of information technology equipment can introduce an updated process.
The disadvantage of business process management is that organizations can achieve
nothing from it. Often the changes made in the processes are not as expected. Changed processes
often cut cost from one side but include new resources that again increase cost.
Business Process Reengineering: The business process reengineering is known for its
radical alternation it can provide for the organization overall process. As business process
reengineering does not concentrate on existing processes and forces an organization to create

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new process from scratch, the level of innovation is extremely high (Esbenshade et al., 2016).
The organizations that can afford business process reengineering are tend to achieve better result
in market competitiveness. The list of measurement in the business process reengineering is
more than business process management. That is why the client organization can evaluate the
outcome of business process reengineering approach accurately and effectively (Widigdo et al.,
2016). As the processes needs to be developed from scratch, the organizations will experience
more innovative changes.
Time needed to be develop a process through business process reengineering is much
more. As the complexity of business process reengineering is very high the chance of failure is
also high (Esbenshade et al., 2016).
1.b BPM vs BPR Lifecycle:
Business Process Management
1.c Combining BPM and BPR:
Business Process Management allows an organization to quickly change the processes in
incremental way. On the other hand, Business Process Reengineering requires developing a
process from scratch. Therefore, the Business Process Management and Business Process
Reengineering together can be used only in continuous improvement. Because continuous
improvement provides scopes for both new process design and update of existing process. The
BPR can be used for creating new processes from scratch. BPR can be seen in the cases where
organization needs new system or wants to add new departments or processes.
2. Foundations of BPMN:
Questions Answer

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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
2.10 D
2.11 D
2.12 A
2.13 D
2.14 A

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3. Intermediate BPMN:
3.1 Explaining BPMN Model:
The proposed business process diagram has two loop processes. For each complaint
checking one loop process is used. The process can be terminated based on two condition. The
process can run up to 5pm. The process can be customer compliant handling department.
3.2 BPMN Model Review:
I
D
Mistake BPMN Specification
1 Student Application Received Message
Does not have incoming message flow
Start message event cannot output message
flow
2 Updated Application Received
intermediate message event has
message outflow Student Application
Data Object
Start message event cannot output message
flow
3 Application Returned to Applicant has
outflow of message to External Student
Pool
Start message event cannot output message
flow
4 Student Application Received start
message event has incoming flow from
a x-or gateway
Start Message Event cannot accept sequence
flow from a gateway

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5 Updated Application Received
intermediate message event has
incoming sequence flow from external
pool
External pools can communicate using
message events
6 Application Returned to Applicant is
catching intermediate event instead of
throwing intermediate event
An event that indicate information flow to
external pool must be throwing message
intermediate event
7 Sequence outflow of x-or gateway is
wrong
Sequence outflow of x-or gateway should be
yes or no
8 X-or gateway does not have any label An x-or gateway should have a label so that its
purpose can be understood. It is the
conventional way
9 Parallel gateway is used for joining
Check housing availability and Evaluate
Credit History processes
The X-or gateway should be used for both
division and joining processes
10 Inclusive Gateway outflow sequence
does not have proper labels
The possible conditions for each sequence
flow of messages must be used as labels
11 Lane is not labeled Each lane and pool should have a label
12 X-or gateway does not have any label An x-or gateway should have a label so that its
purpose can be understood. It is the
conventional way
13 Not eligible condition is labeled in
Sequence outflow of x-or gateway
Sequence outflow of x-or gateway should be
yes or no

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14 Reject application process has sequence
flow to external pool
External pools can communicate using
message events
15 Data object does not have any label Every element should have a label
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 sales price is $200,000.00, project internal cost is $160,685.71 and project
revenue is $198,214.29.
The project team is consisting of one MA, four LA, eight CA and two YA.
The duration of project is 100 days that is approximately three months.

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Bibliography:
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for choiceless clientele? Business process reengineering in a California welfare
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Innovation and Knowledge Academy (pp. 93-101). Springer, Cham.
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(2015). Comparing and combining predictive business process monitoring
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290.
Recker, J. (2015). Evidence-based business process management: Using digital opportunities to
drive organizational innovation. In BPM-Driving Innovation in a Digital World (pp. 129-
143). Springer, Cham.

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Rosa, M. L., Van Der Aalst, W. M., Dumas, M., & Milani, F. P. (2017). Business process
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