Business Process Management

This document provides an in-depth understanding 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, intermediate BPMN, BPMN models, and calculating competitive offers. The document includes examples, scenarios, and calculations to illustrate the concepts.

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

1BUSINESS PROCESS MANAGEMENT
Table of Contents
Part A...............................................................................................................................................2
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:................................................................................................................4
3. Intermediate BPMN:....................................................................................................................6
3.1 Explaining BPMN Model:.....................................................................................................6
3.2 BPMN Model Review:..........................................................................................................6
3.3 BPMN Models:......................................................................................................................9
3.3.A Scenario 1:.....................................................................................................................9
3.3.B Scenario 2:....................................................................................................................10
3.4 Calculating Competitive Offer:...........................................................................................10
Part B.............................................................................................................................................13
4. Advanced BPMN/BPM Lifecycle.............................................................................................13
4.A Helpdesk Scenario:.............................................................................................................13
Bibliography:.................................................................................................................................16

2BUSINESS PROCESS MANAGEMENT
Part A
1. Introduction to Business Process Management:
1.a Benefits and Shortcomings:
Business Process Management: Being ready to give dexterity to the business has been a
standout amongst the most critical advantage of BPM. Business Process Management enables
the associations to adjust to new circumstances and furthermore change business according to
necessity (Chang, 2016). Expanding the profitability is a significant factor in any business.
Regardless of how enormous the association is so as to be focused, quality and quicker efficiency
is basic. The Business Process Management distinguishes the blemishes in the present process
and furthermore mechanizes different exercises to expand profitability. Business Process
Management has served the business by enabling them to see the wasteful aspects in the present
processes. The BPM can spare business assets and enable those assets to be utilized elsewhere or
spare operational expense.
Some basic challenging KPIs can incorporate those that are affected by incidental factors,
those that are badly characterized or multi-interpretable and those that are not connected to
business objectives (Lopez et al., 2017). Without a process proprietor, extends frequently don't
have inspiring power to achieve an effective result. An absence of help can likewise result in
negative results for BPM ventures.
Business Process Reengineering: Business process reengineering enables the
associations to improve process duration, item cost, administration quality and that's just the
beginning. It has an exceptionally decent record of upgrading the intensity as far as operational
space (Glick, 2015). BPR can that since it can give less fatty, more straightforward and profitable

3BUSINESS PROCESS MANAGEMENT
business processes. Imaginative reasoning are frequently made due to business process
reengineering. The BPR pushes the associations to wipe out the ordinary answers for an issue
and to produce a crisp one that can keep going for long time.
BPRE is not a panacea to accomplish moment upper hand. BPRE is not straightforward
or simple to execute. Additionally it may not be fitting for all processes for all associations.
Numerous associations will most likely be unable to contribute the time and assets required to
execute a radical, clean state approach (Huang et al., 2015). Critical process improvement
requires the utilization of data innovation.
1.b BPM vs BPR Lifecycle:
The Business Process Reengineering does not include the optimization phase of business
process management lifecycle. The Business Process Reengineering are considered for big and
complex tasks where monitoring phase becomes very critical task (Chountalas & Lagodimos,
2018). The mining tools, used in the business process management are not capable of tracking
the outcome of complex Business Process Reengineering activities. Instead of using
optimization, the Business Process Reengineering has its own developed monitoring phase that
consists of various customizable processes.
1.c Combining BPM and BPR:
The continuous improvement is an on-going process. In this process, various aspects of
an organization is updated over time. Therefore, it can be stated that over a time period not all
the processes will be too complex to fit BPR (Saab, Helms & Zoet, 2018). Therefore, in various
cases the business process management approach can also be taken into consideration. There are

4BUSINESS PROCESS MANAGEMENT
not many established fact BPM and BPR can be effectively used for continuous improvement.
The success factor of proposed approach cannot be confirmed through any source.
2. Foundations of BPMN:
Questions Answer
How would you connect 2 BPMN pools with each other
and how would you connect elements within one of these
pools?
Message flows and sequence
flows
Which connection elements in the following BPD are
associations
The connection element going
into and out of the open as well
as the approved vacation request
Assume for the following BPD that all start events are
triggered at once (i.e. they all get a token). How many
times will D be executed before the process ends?
0 times, the process model is
wrong
Which BPMN element would normally be used to
represent entities from a hierarchical organisational chart?
The Pool and Lane elements
What kind of BPMN construct is used to reverse, restore or
counter a previous activity?
Transaction
What are the only elements which can be connected after
this element?
Only message throwing events
and tasks

5BUSINESS PROCESS MANAGEMENT
A BPD usually represents which three of the following
symbol categories
Swimlanes, Fishbone diagrams
and Connecting objects
Which of the following phases are NOT part of the
Business process Life cycle?
Process Mirroring and Process
Colouring
What is the purpose of modeling a hierarchy in Business
processes?
to represent composition and
decomposition of processes in a
hierarchical manner
A subprocess must fulfil two conditions. It breaks down the parent
process into one or more child
business process diagrams that
contain other low-level sub-
processes or tasks and It makes
up part of the overall business
process
How many times will the subprocess loop for until
complete if the generated number happens to be 300?
7 times
How many work orders will be created by the sub process
“create work orders”, if a customer purchase order with 20
items listed is received?
1 work order
If a process token reaches a terminate end event, it… stops the entire process at the
same level as well as all
subprocesses
If the non-interrupting timer boundary event attached to the stop reviewing admissions and

6BUSINESS PROCESS MANAGEMENT
activity “review admissions” is triggered, it means that perform the activity downstream
from the timer
event
3. Intermediate BPMN:
3.1 Explaining BPMN Model:
The BPD represents a complaint handling process through BPMN graphical
representation. The process starts when the responsible person start to check for new complaint.
No specific time period can be stated for this process due to lack of data. However, the process
can run for minimum two hours in case no complaint is available. This kind of process can be
seen in customer query handling department such as after sale service.
3.2 BPMN Model Review:
Number Mistake Reason
1 The sub process does not have any
label
Each element in the business process
model should have a label so that its
identity can be established
2 An end event does not have any
outgoing sequence flow
End event means that process ends there
3 A event based gateway does not
associate with throwing intermediate
event
The event based gateway can associate
with start and intermediate event
4 Acceptance letter received
intermediate message event and
Unidirectional association can have only
between data object

7BUSINESS PROCESS MANAGEMENT
Acceptance letter received end event
have unidirectional association which
is wrong
5 No direct flow can be present between
intermediate or start event and other
pool
Intermediate message only accept
incoming message flow from other pool
6 Cancel student application does not
have any end event associated with
If a process suggests ending then it must
have outgoing flow to an end event
7 The message event named Housing
quote does not have incoming flow
Start message must have incoming
message flow from other pool
8 Message flow between Student
application cancelled intermediate
event and ex or gateway is wrong
A message flow is eligible for only
message events
9 The message flow between Prepare
student housing insurance form and
data object named student application
is wrong
A message flow is eligible for only
message events
10 The process named Prepare student
housing insurance form must have
incoming flow
Each process must have incoming
sequence flow
11 The start and intermediate message
events must have incoming message
flow from other pools
A message flow is eligible for only
message events

8BUSINESS PROCESS MANAGEMENT
12 Each exclusive or gateway must have
label for both the outgoing flows
The labels allow understand the purpose
of the element
13 The association between form analysis
gateway and start message event is
wrong
A gateway must have outgoing flow to a
process first and then an event
14 The labels of ex or gateway must have
only yes or no
The labels allow understand the purpose
of the element
15 If a division of loan providing process
is joined using parallel gateway which
wrong
Joining gateway should be same as
dividing gateway
16 The message flow between Student
pool and Acceptance letter received is
wrong
A message flow is eligible for only
message events
17 The outgoing message flow from
reject application process to Student
pool is wrong
A message flow is eligible for only
message events
18 Not every lane has label The labels allow understand the purpose
of the element
19 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

9BUSINESS PROCESS MANAGEMENT
Corrected Diagram:

10BUSINESS PROCESS MANAGEMENT
3.3 BPMN Models:
3.3.A Scenario 1:

11BUSINESS PROCESS MANAGEMENT
3.3.B Scenario 2:
3.4 Calculating Competitive Offer:
Sales Price: The sale price margin is 28 percent. Therefore, the following calculation is
presented.
$(449,490.00 + 449,490.00*28%)

12BUSINESS PROCESS MANAGEMENT
= $575,347.20
ID Task
Mode
Task Name Duration Start Fi nish Predecessors Resource Names
0 Runnings 66 days Tue 3/26/19 Tue 6/25/19
1 Project meeting-Dept A12 days Tue 3/26/19 Wed 4/10/19
2 Meeting with the client2 days Tue 3/26/19 Wed 3/27/19 Consulting MA[1],Managing Analyst
3 Collecting requirements3 days Thu 3/28/19 Mon 4/1/19 2 Managing Analyst,Consul ting LA[1],Lead Aanlysts[200%]
4 Documenting
the
requirements
3 days Tue 4/2/19 Thu 4/4/19 3 Consultant
Analysts[200%],Consulting
CA[1],Managing5 Meeting with
the
stakeholders
1 day Fri 4/5/19 Fri 4/5/19 4 Consultant
Analysts
6 Dividing the work2 days Mon 4/8/19 Tue 4/9/19 5 Managing Analyst
7 Signing in by the client1 day Wed 4/10/19 Wed 4/10/19 6 Managing Analyst
8 Product
Development-Dept
B
21 days Thu 4/11/19 Thu 5/9/19
9 Setti ng the
Specifications
3 days Thu 4/11/19 Mon 4/15/19 7 Consultant
Analysts[200%],Lead
Aanlysts[200%],Managing10 Designing the versi ons3 days Tue 4/16/19 Thu 4/18/19 9 Consultant Analysts[600%],Lead Aanlysts[400%],Managing Analyst
11 Selecting the
version for
the
2 days Fri 4/19/19 Mon 4/22/19 10 Consultant
Analysts[200%],Lead
Aanlysts[300%],Managing12 Requiring the
materials for
the
2 days Tue 4/23/19 Wed 4/24/19 11 Consultant
Analysts[500%],Lead
Aanlysts[400%],Managing13 Testing the Materials4 days Thu 4/25/19 Tue 4/30/19 12 Consultant Analysts[400%],Lead Aanlysts[400%],Managing Analyst,Young Analysts[200%]
14 Working on
the
prototypes
1 day Wed 5/1/19 Wed 5/1/19 13 Consultant
Analysts[400%],Lead
Aanlysts[300%],Managing15 Testing the production2 days Thu 5/2/19 Fri 5/3/19 14 Consultant Analysts[400%],Lead Aanlysts[300%],Managing Analyst
16 Modifications
and
Improvements
2 days Mon 5/6/19 Tue 5/7/19 15 Consultant
Analysts[200%],Lead
Aanlysts[400%],Managing17 Final version
before
production
2 days Wed 5/8/19 Thu 5/9/19 16 Consultant
Analysts[150%],Lead
Aanlysts[350%],Managing18 Production-Dept C13 days Fri 5/10/19 Tue 5/28/19
19 Requiring the materials2 days Fri 5/10/19 Mon 5/13/19 17 Consultant Analysts[300%],Lead Aanlysts[400%],Managing Analyst
20 Test Batches
and shipping
Sample
4 days Tue 5/14/19 Fri 5/17/19 19 Consultant
Analysts[400%],Lead
Aanlysts[400%],Managing21 Volume
production
and first bulk
3 days Mon 5/20/19 Wed 5/22/19 20 Lead
Aanlysts[400%],Young
Analysts[200%]22 Shipments for
the retail ers
4 days Thu 5/23/19 Tue 5/28/19 21 Consultant
Analysts[400%],Lead
Aanlysts[400%]23 Marketing and
Sales-Dept D
17 days Wed 5/29/19 Thu 6/20/19
24 Make sales as
well as
delivery plan
3 days Wed 5/29/19 Fri 5/31/19 22 Consultant
Analysts[400%],Lead
Aanlysts[400%]25 Making the
marketing
plan
4 days Mon 6/3/19 Thu 6/6/19 24 Consultant
Analysts[400%],Lead
Aanlysts[400%],Young26 Negotiation
with the
retai lers
2 days Fri 6/7/19 Mon 6/10/19 25 Consultant
Analysts[300%],Managing
Analyst[300%],Young27 Making
Marketing
Campaign
2 days Tue 6/11/19 Wed 6/12/19 26 Consultant
Analysts[300%],Managing
Analyst[300%],Young28 Calculate the sales3 days Thu 6/13/19 Mon 6/17/19 27 Consultant Analysts[200%],Managing Analyst,Young Analysts
29 Makes Negotiations3 days Tue 6/18/19 Thu 6/20/19 28 Consultant Analysts[300%],Managing Analyst,Young Analysts[200%]
30 Project Closeing-Dept E3 days Fri 6/21/19 Tue 6/25/19
31 Delivery and payment2 days Fri 6/21/19 Mon 6/24/19 29,24,28 Consultant Analysts[200%],Managing Analyst,Young Analysts[200%],Lead Aanlysts
32 Project Signoff 1 day Tue 6/25/19 Tue 6/25/19 31 Consultant Analysts,Lead Aanlysts,Managing Anal yst,Young Analysts
Consulting MA[1],Managing Analyst
Managing Analyst,Consulting LA[1],Lead Aanlysts[200%]
Consultant Analysts[200%],Consulting CA[1],Managing Analyst
Consultant Analysts
Managing Analyst
Managing Analyst
Consultant Analysts[200%],Lead Aanlysts[200%],Managing Analyst
Consultant Analysts[600%],Lead Aanlysts[400%],Managing Analyst
Consultant Analysts[200%],Lead Aanlysts[300%],Managing Analyst[150%],Young Analysts[200%]
Consultant Analysts[500%],Lead Aanlysts[400%],Managing Analyst,Young Analysts[200%]
Consultant Analysts[400%],Lead Aanlysts[400%],Managing Analyst,Young Analysts[200%]
Consultant Analysts[400%],Lead Aanlysts[300%],Managing Analyst
Consultant Analysts[400%],Lead Aanlysts[300%],Managing Analyst
Consultant Analysts[200%],Lead Aanlysts[400%],Managing Analyst
Consultant Analysts[150%],Lead Aanlysts[350%],Managing Analyst
Consultant Analysts[300%],Lead Aanlysts[400%],Managing Analyst
Consultant Analysts[400%],Lead Aanlysts[400%],Managing Analyst
Lead Aanlysts[400%],Young Analysts[200%]
Consultant Analysts[400%],Lead Aanlysts[400%]
Consultant Analysts[400%],Lead Aanlysts[400%]
Consultant Analysts[400%],Lead Aanlysts[400%],Young Analysts[200%]
Consultant Analysts[300%],Managing Analyst[300%],Young Analysts[200%]
Consultant Analysts[300%],Managing Analyst[300%],Young Analysts[200%]
Consultant Analysts[200%],Managing Analyst,Young Analysts
Consultant Analysts[300%],Managing Analyst,Young Analysts[200%]
Consultant Analysts[200%],Managing Analyst,Young Analysts[200%],Lead Aanlyst
Consultant Analysts,Lead Aanlysts,Managing Analyst,Young Analysts
T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T
Mar 24, '19 Mar 31, '19 Apr 7, '19 Apr 14, '19 Apr 21, '19 Apr 28, '19 May 5, '19 May 12, '19 May 19, '19 May 26, '19 Jun 2, '19 Jun 9, '19 Jun 16, '19 Jun 23, '19

13BUSINESS PROCESS MANAGEMENT
The project has duration of sixty six days.

14BUSINESS PROCESS MANAGEMENT
Part B
4. Advanced BPMN/BPM Lifecycle
4.A Helpdesk Scenario:
As Is Process Diagram:
Value Adding Non Value Adding
Make a Request and Submit Request Send to Level Two Support Staff
Check Request Assign priority level
Generate resolution (Level 1 Support Staff) Receive Resolution (Level 1 Support Staff)
Evaluate Request Send feedback to Level 2
Research and Create resolution

15BUSINESS PROCESS MANAGEMENT
Evaluate (Customer)
Check outcome
Cycle time efficiency: (136/2492)% = 5.45%
Average Number of Requests in the Process are two. As simultaneously level 1 and level
2 employees can work on single requests respectively.
The first change is that can be done in business process is eliminating level 2 support
staff communicating through level 1 support staff. The second change is system determine the
request level and allocate the request to that level of employee only. The third is that customer
will use a portal for uploading all the request related data and information.
Number Issue Type Severity Priority Status
1 Inaccurate
request data
High Urgent Open
2 Increased time
for reaching
request to level 2
Medium Medium WIP
3 Customer
response time is
very slow
Low Medium New
4 Waiting time for
assigning task to
a staff is high
Medium Low On Hold

16BUSINESS PROCESS MANAGEMENT
5 Level 2 staff
cannot directly
see the customer
feedback
Medium Low Open
6 Customer cannot
provide data
until a resolution
is received
Low Medium On Hold

17BUSINESS PROCESS MANAGEMENT
Bibliography:
Chang, J. F. (2016). Business process management systems: strategy and implementation.
Auerbach Publications.
Chountalas, P. T., & Lagodimos, A. G. (2018). Paradigms in business process management
specifications: a critical overview. Business Process Management Journal.
Glick, W. H. (2015). Business process reengineering. Wiley Encyclopedia of Management, 1-2.
Huang, S. Y., Lee, C. H., Chiu, A. A., & Yen, D. C. (2015). How business process reengineering
affects information technology investment and employee performance under different
performance measurement. Information Systems Frontiers, 17(5), 1133-1144.
Lopez-Pintado, O., García-Bañuelos, L., Dumas, M., & Weber, I. (2017, September). Caterpillar:
A Blockchain-Based Business Process Management System. In BPM (Demos).
Saab, N., Helms, R., & Zoet, M. (2018). Predictive quality performance control in BPM:
proposing a framework for predicting quality anomalies. Procedia computer science, 138, 714-
723.