Business Process Management - Doc

Running head: BUSINESS PROCESS MANAGEMENT
Business Process Management
Name of the Student
Name of the University

1BUSINESS PROCESS MANAGEMENT
Table of Contents
Introduction: 2
Part 1: Level 1 & Level 2 Business Process Modelling 3
1.1 Corrected Level 1 As-Is Business Process Diagram: 3
1.2 Level 2 As-Is BPMN Diagram: 5
1.3 To-Be Business Process Model: 7
Part 2: Business Process Improvement Recommendation 9
2.1 Solution to Key Problems: 9
2.2 Recommendations: 10
2.3 Summary of Approach to Problems and Solutions: 12
2.4 Discussion on If Automation is Future Solution with Justification: 16
2.5 Assumptions and Limitations: 18
Part 3: Logical Automated Business Processing 18
Conclusion: 19
Bibliography: 20

2BUSINESS PROCESS MANAGEMENT
Introduction:
The business process modeling is considered as the development of conceptual or logical
models of business processes. These models are generated for understanding the organization
processes in a better way. The business process models can be generated using the Business
Process Model Notation and Unified Modeling Language mainly. These models are referred to
as the visual representation of the current or proposed business process in an organization.
The study includes the description of the issues in current business process and
approaches to solve the problems. The developed as is process provided a good understanding of
the current processes in The Coaching Specialists. After analyzing the As-Is model, the issues
have been identified and the To-Be model have been generated. A section of the To-Be model
has been selected for developing the logical model of automated business processing.

3BUSINESS PROCESS MANAGEMENT
Part 1: Level 1 & Level 2 Business Process Modelling
1.1 Corrected Level 1 As-Is Business Process Diagram:
Figure 1: Modified Level 1 BPMN
(Source: Created by Author)

4BUSINESS PROCESS MANAGEMENT
Figure 2: Client Data Existence Checking Sub Process in Modified Diagram
(Source: Created by Author)

5BUSINESS PROCESS MANAGEMENT
1.2 Level 2 As-Is BPMN Diagram:
Figure 3: Level 2 As-Is Business Process Diagram
(Source: Created by Author)

6BUSINESS PROCESS MANAGEMENT
Figure 4: Search Coach Sub Process As-Is Level 2 Diagram
(Source: Created by Author)

7BUSINESS PROCESS MANAGEMENT
1.3 To-Be Business Process Model:
Figure 5: To-Be Level 2 Diagram
(Source: Created by Author)

8BUSINESS PROCESS MANAGEMENT
Figure 6: Search Coach Sub Process To-Be Level 2 Diagram
(Source: Created by Author)
Figure 8: Coach Registration Sub Process To-Be Level 2 Diagram
(Source: Created by Author)

9BUSINESS PROCESS MANAGEMENT
Part 2: Business Process Improvement Recommendation
2.1 Solution to Key Problems:
The key problem in the present business is manual processing. The operator has to
communicate with the client to get the proper information about the request and also about the
student. The operator also need to find whether the client is registered in the existing system or
not. This process of asking for valid information continues until the operator receives all the
necessary data.
Another issue in the current process is confirming the assignment. After the assignment is
scheduled, the scheduler contacts with the coach and the client to confirm that both are available
at scheduled time. In order to do that, the verifier contacts both the coach and client. They verify
that whether they are available on that date or not. If the client is not available on that time, the
client can cancel the assignment. This has a great impact on the customer satisfaction. It is
because, the client will be approached for the conformation after coach is confirmed. This way
the value of the customer is degraded.
The solution to the first issues can be developed using two best practices together. These
two best practices are Activity Automation and Outsourcing. The Coaching Specialist will
contact with a Web and Mobile application solution provider. Organization already has an
existing system. The client will be accessing the web or mobile application. They can register
themselves. At the time of registration, the system will gather most of the relevant information
about the client. Rest of the information will be collected during request submission.
Integration is another best practice that will be used for providing solution to the
communication issue. The system will be modified by the organization. After the internal system

10BUSINESS PROCESS MANAGEMENT
is upgraded, the web and mobile app will be integrated into the system. This way, the
organization employee will be able to see all the client and request related data.
In order to eliminate the next issue, the internal system of The Coaching Specialist will
ask the coach too register. At the time of registration, the coach will provide the preferred time.
Based on their preferred time, the system will generate most suitable matches. This way, only the
filtered data will be sent to the client. This way, the scheduler will not need to wait for coach’s
response for confirming the assignment. This way Activity Elimination is the best practice for
the solving the issues.
2.2 Recommendations:
Stakeholder Interviews: Stakeholder interviews are a drill-down of workflow and related
processes in an organization. The goal is to identify any unique practices or workflows and
capture stakeholder feedback relative to key issues and concerns, as well as improvement
recommendations. Without stakeholder interviews, there is no BPR.
Current State Assessment: With current state assessment, enterprises can review
processes to develop metrics of complexity, redundancy and close variations. With current state
assessment, a deep and complete review of work processes is tackled, providing a benchmark of
results against peer organizations, including, for example, components such as business
processes, e-signature use by fiduciaries and a number and variety of client statement packages.
Future State Definition & Gap Analysis: This step is vital to defining and documenting
current state opportunities for improvement. BPR cannot be successful without a definition of the
target workflow, including process flows and organizational readiness. By performing a gap

11BUSINESS PROCESS MANAGEMENT
analysis against existing workflows, change requirements are better defined and managed
accordingly.
Implementation Roadmap: Where would BPR be without an implementation roadmap?
The step of defining logical phasing approach for prioritized workflow improvements and
rationalizing recommendation options based on business impacts with corresponding investment
impacts - the production of an aligned strategy with agreed priorities.
Improving Business Agility: It has always been a necessity to make modifications to an
organization’s best practices in order to stay abreast with the changing conditions in the market.
An efficient BPM permits the business owner to make pauses in its business processes,
implement changes and re-execute it. With this, process will have the unique ability to stay on
track and implement changes or redefine the tasks of its process users. The end result is a higher
level of adaptability to unstable situations.
Greater control and agility allows organizations to alter workflows and re-use or
customize them as necessary. Through this, business processes become more responsive through
the structure that entails precise documentation of the steps involved in a certain process. The
defined knowledge allows organizations to comprehend the possible impact of change on
business processes. An organization that has knowledge of the effects of process modifications is
more open to options that could improve profitability.
Reduced Costs and Higher Revenues: Implementing the right BPM suite in an
organization can trim down the costs associated to business process execution. More enhanced
processes and productivity of the workforce makes it possible. Hence, employing the right BPM
in the organization can significantly deliver positive results.

12BUSINESS PROCESS MANAGEMENT
The decline in operational costs, post-BPM deployment, may not be visible right away,
but eradicating bottlenecks would cause remarkable improvements. For instance, this could
reduce lead time that can have a positive effect on how the organization sells the products. This
may also mean that consumers will have more access to the services and products in unity to
their needs within the shortest time possible. Thus, organizations will have more market demand,
which is followed by more elevated sales and improvement in terms of revenue. In line with this,
organizations can also improve efficiency and profitability through the reduction of waste. BPM
involves allocating and tracking resources to avoid wastage. Plus, customary evaluations of
performance can lead to determination of inefficiency, wastage and conduct actions to address
these problems.
2.3 Summary of Approach to Problems and Solutions:
Issue Best Practice Application Description
and/Solution Explanation
Advantages Disadvantages
Client data
collection
Activity
Automation
and
Outsourcing
The Coaching Specialist
will contact with a Web
and Mobile application
solution provider.
Organization already has
an existing system. The
client will be accessing
the web or mobile
application. They can
register themselves. At
First advantage
is that the
operator will
not need to
communicate
with the client
directly. This
will allow
operator
opportunity to
The first
disadvantage is
that the
organization
will not have
updated data if
the client does
not update
his/her personal

13BUSINESS PROCESS MANAGEMENT
the time of registration,
the system will gather
most of the relevant
information about the
client. Rest of the
information will be
collected during request
submission.
concentrate on
core works.
The second
solution is that
the organization
staff will have
the client
related updated
data all the
time.
The third
solution is that
client will not
be harassed will
continuous
request for
submitting data.
This will
increase
customer
satisfaction.
data.
The second,
disadvantage is
that error in the
system can
damage the
business
processs
Request Data Activity Same as above The fist The biggest

14BUSINESS PROCESS MANAGEMENT
Collection Automation
and
Outsourcing
advantage is
that the system
will be able to
accept request
from the client
any time.
The customer
can have
specific idea
about what
information is
needed to be
provided
disadvantage is
that if a client is
unable to
understand what
is to be provided
then the user
cannot get any
assistance. This
will result into
loss in business
for the
organization
Coach
preferred
time data
availability
Activity
Elimination
In order to eliminate the
next issue, the internal
system of The Coaching
Specialist will ask the
coach too register. At the
time of registration, the
coach will provide the
preferred time. Based on
their preferred time, the
system will generate
The biggest
advantage is
that
organization
will have every
details of
individual
coaches
The
disadvantage is
that if the coach
does not update
preferred time
then the system
will continue
processing the
request in

15BUSINESS PROCESS MANAGEMENT
most suitable matches.
This way, only the
filtered data will be sent
to the client. This way,
the scheduler will not
need to wait for coach’s
response for confirming
the assignment.
The system can
automatically
check client
preferred time
and coach
preferred time.
After finding
possible
solution to
scheduler
inadequate way.
Assignment
Confirmation
Integration The system will be
modified by the
organization. After the
internal system is
upgraded, the web and
mobile app will be
integrated into the
system. This way, the
organization employee
will be able to see all the
client and request related
data.
The advantage
of the solution
is that the
database will
hold the
assignment
confirmation
data.
The student will
also get proper
details of the
assignment
through web or
The
disadvantage is
that in case data
is corrupted, the
process will get
delayed.

16BUSINESS PROCESS MANAGEMENT
mobile
application
2.4 Discussion on If Automation is Future Solution with Justification:
Business process automation (BPA) is the technology-enabled automation of activities or
services that accomplish a specific function or workflow. Business processes can be determined
for many different segments of company activities, including sales, management, operations,
supply chain, human resources and information technology.
The automation is the future as this concept covers all the following benefits.
Quick Turnover Time: Manually, there is a limit to how fast business processes can be
completed. Automation can reduce this time significantly since it allows tasks to be completely
simultaneously, constantly progressing, and prompting where deadlines occur. Unnecessary tasks
can increase the overall time that it takes to complete business processes, however BPA uses
modelling to get rid of these tasks and optimise the flow of information. This allows companies
to realign their priorities and streamline their day to day operations. This decreases the overall
time that it takes to complete vital business processes.
Monitoring: Businesses have to make estimates based on common sense, rather than
incorporating the necessary data and being presented with greater, more accurate information to
utilise. The problem with manual process flow is that it is unable to automatically monitor data
taken from application, leaving it incomplete. For this reason, one area that is increasingly
attracting investment is Business Intelligence Software. This is able to make smart decisions
based on data generated from business information gathered. Process automation routinely

17BUSINESS PROCESS MANAGEMENT
collects and processes data. This data is then available to businesses for monitoring and analysis,
giving companies the ability to make better decisions. BPO enhances the way management can
report on regular activity as records are automatically collected and interpreted.
Eliminating Human Intervention Error: People will always make mistakes when
working manually, particularly when workload is heavy. A key benefit of BPA is that it helps
reduce human error by making checks and performing high-quality tasks regularly behind the
scenes. There is no room for human error within individual stages of work because each stage is
automated. It gives computer aided data to check for logical errors, leading to up to a 40%
improvement in human error.
Reduced Work Load: Businesses can experience growth issues due to manually
completed work which can take an unreasonably long time, particularly when it is complex. It
makes sense to decrease the manual workload of employees to best utilise their skills and focus
on their core competencies. Application software allows information to be gathered quickly from
difference sources and systems, collaborated to automatically generate reports. From spell
checking to complex calculations, application software can help employees to get the work done,
but BPA software frees them completely to undertake different responsibilities and work more
efficiently within the business.
All the above mentioned benefits of automation is desired by all the organization. The
Automation will allow The Coaching Specialists to grow their business opportunity buy
eliminating issues in business. Thus from the above justification, it can be stated that automation
is future.

18BUSINESS PROCESS MANAGEMENT
2.5 Assumptions and Limitations:
At the time of developing the solutions to the possible issues, it has been assumed that the
organization is able to implement the proposed systems. The web and mobile applications are
costly approach. It has been assumed that the owner of the CEO will be interested in improving
the technology of the organization.
The main limitation of the solution is that it does not reflect any expansion in business.
The solution only deals with the issues that are present in internal processing. The solution
mainly eliminates the paper based manual works and introduces automated process. The solution
does not state about improving business quality and attracting new customer.
Part 3: Logical Automated Business Processing
Figure 9: Automated Process Logical Model
(Source: Created by Author)

19BUSINESS PROCESS MANAGEMENT
Conclusion:
From the above study it can be concluded that the business process automation can be the
solution to issues of The Coaching Specialist organization. The As-Is level 1 model has
presented the general idea about the current processes in The Coaching Specialists.

20BUSINESS PROCESS MANAGEMENT
Bibliography:
Allweyer, T., 2016. BPMN 2.0: introduction to the standard for business process modeling.
BoD–Books on Demand.
Allweyer, T., 2016. BPMN 2.0: introduction to the standard for business process modeling.
BoD–Books on Demand.
Bonnet, F., Decker, G., Dugan, L., Kurz, M., Misiak, Z. and Ringuette, S., 2014. Making BPMN
a true lingua franca. BPM Trends.
Braun, R. and Esswein, W., 2014. Classification of domain-specific bpmn extensions. In IFIP
Working Conference on The Practice of Enterprise Modeling (pp. 42-57). Springer, Berlin,
Heidelberg.
Chang, J.F., 2016. Business process management systems: strategy and implementation. CRC
Press.
Chang, J.F., 2016. Business process management systems: strategy and implementation. CRC
Press.
D'Ambrogio, A., Paglia, E., Bocciarelli, P. and Giglio, A., 2016. Towards performance-oriented
perfective evolution of BPMN models. In Theory of Modeling and Simulation (TMS-DEVS),
Symposium on (pp. 1-8). IEEE.
De Giacomo, G., Dumas, M., Maggi, F.M. and Montali, M., 2015. Declarative process modeling
in BPMN. In International Conference on Advanced Information Systems Engineering (pp. 84-
100). Springer, Cham.