Business Process Management

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