Business Process Management

This document provides an introduction to Business Process Management (BPM) and explores its benefits and shortcomings compared to Business Process Reengineering (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. The document includes a bibliography 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.a.1 Business Process Management:......................................................................................2
1.a.2 Business Process Reengineering:....................................................................................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:....................................................................................................................10
3.3.A Scenario 1:...................................................................................................................10
3.3.B Scenario 2:....................................................................................................................10
3.4 Calculating Competitive Offer:...........................................................................................11
Bibliography:.................................................................................................................................13

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1. Introduction to Business Process Management:
1.a Benefits and Shortcomings:
Business Process Management Business Process Reengineering
Benefit The business process management is
most renowned for its ability to
enhance the agility of business
process. The enterprises which use
business process management are
more acceptable to change than its
competitors who do not. The market
and customer demands can be met
more quickly and accurately. The
business process management is
capable of detecting the issues at
initial phase and quickly provide a
solution to the issues. The result
processes of business process
management are very efficient in
terms of both capital and time.
The business process reengineering
makes sure that management and other
staff understands perfectly how their
work is done and how input collected
from them are processed. The
outcome of the business process
reengineering is streamlines and
simple processes. Efficient processes
that save time and financial resource
of an organization in terms of
completing an operation can be
achieved through business process
reengineering. As the business process
reengineering is done for creating a
process scratch. That is why the
organization can implement any ideal
solution without worrying about
current processes
Shortcomin
g
It is essential that business process
management is implemented
The amount of risks associated with
business process reengineering is

3BUSINESS PROCESS MANAGEMENT
correctly, otherwise the whole effort
will be wasted. Business process
management does not allow rolling
back its application. Communication
is one of the biggest issues in any
project and it is the biggest reason of
business process management
activities failing. The changes affect
the whole organization if any process
input is ignored during analysis. The
outcome measurement phases are not
capable of handling very big changes.
much more than that of business
process management. The
management have to plan everything
before implementing the final
solution. The cost of business process
reengineering is much higher than
business process management
1.b BPM vs BPR Lifecycle:
The business process management uses a phase called optimization for measuring the
accuracy and affectivity of the proposed solution. As the business process management are less
complex, optimization phase can measure the outcome efficiently. On the other hand, business
process reengineering is very complex task and includes development from scratch. Because of
this reason, the optimization phase cannot support all the inputs of business process
reengineering and often leads to error. That is why Optimization phase is included in business
process management but not in business process reengineering.

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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
2.1 B
2.2 B
2.3 E
2.4 C
2.5 C
2.6 E
2.7 A
2.8 G
2.9 C
2.10 D

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2.11 A
2.12 A
2.13 D
2.14 A
3. Intermediate BPMN:
3.1 Explaining BPMN Model:
The business process states that one responsible person will check for customer
complaint. The checking for new complaint is done for two hours and if not found then process
is cancelled. If complaint is found then after successfully processing it another checking initiates.
The process runs until 5 O’clock in the evening. This process is present in customer support
centers.
3.2 BPMN Model Review:
Issues in BPMN Reason for Considering
Catching intermediate event used instead
of throwing intermediate event
The catching intermediate events can be used for
collecting data event from other processes
Inclusive gateway has no and yes as label Each sequence outflow of inclusive gateway
should have conditions as label

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Insurance checking process gateways are
wrong
The parallel joining cannot support x-or division
Intermediate message event has out
message flow
In case a message event is sending out a
information then cannot be intermediate message
event
Labelling is not done in case of lane Each lane and pool must have a label
Labelling is not done in case of X-or
gateway
To understand the purpose of the X-or gateway,
its labeling must be done. It is the conventional
way
No process is present in the student pool If a pool sends message flow to another pool then
it must have at least one process
One sequence flow does not have label Each sequence flow should be labelled
Process does not have an inflow One process must have an inflow
Sequence flow from external pool Only message flow is allowed between pools
Sequence outflow of x-or gateway is
labeled as Not eligible condition.
Yes or no should be the answer of the sequence
outflow of x-or gateway
Three sequence outflow of x-or gateway is
present
One x-or gateway can have only two sequence
outflow
University pool has a start message event A BPMN of such complexity must have a start
event. In this case, the start event should have
been in student pool
x-or gateway has outflow sequence to start
message
A start message event cannot accept any
incoming flow from same pool

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X-or gateway is used to divide and
parallel is used to join
The dividing and joining gateways should be
same

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Corrected Diagram:

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3.3 BPMN Models:
3.3.A Scenario 1:
3.3.B Scenario 2:

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3.4 Calculating Competitive Offer:
Project Sales Charge: $210,000.00
Internal Cost: $163,269.00
Project Revenue: $201,400.00
Total days: 102

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