Business Process Management

This document provides an overview of Business Process Management (BPM) and discusses advanced BPMN/BPM Lifecycle. It includes scenarios, tasks, and analysis of value-added and non-value-added processes. The document also suggests improvements for the current system and identifies major constraints. The bibliography lists relevant sources for further reading.

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

1
BUSINESS PROCESS MANAGEMENT
Table of Contents
Part B..........................................................................................................................................2
Advanced BPMN/BPM Lifecycle..........................................................................................2
Scenario 4.A...............................................................................................................................2
Task 4.A.1..........................................................................................................................2
Task 4.A.2..........................................................................................................................2
Task 4.A.3..........................................................................................................................3
Task 4.A.4..........................................................................................................................4
Task 4.A.5..........................................................................................................................4
Task 4.A.6..........................................................................................................................5
Task 4.A.7..........................................................................................................................8
Scenario 4.B...........................................................................................................................8
Task 4.B.1..........................................................................................................................8
Task 4.B.2..........................................................................................................................9
Task 4.B.2..........................................................................................................................9
Task 4.B.3........................................................................................................................11
Bibliography.............................................................................................................................13
Part B
Advanced BPMN/BPM Lifecycle
Scenario 4.A

2
BUSINESS PROCESS MANAGEMENT
Task 4.A.1
Task 4.A.2
Value Added Business Value Added Non-Value Added
 Register New request
 Resolution
 Revert back to client
 Evaluate request
 Pick up request
 Research and
Resolve
 Write resolution
 Send resolution
 Client feedback
 Forwarded to level 2
staff
 Prioritize request
 Send to client
 Check Solution
 Check Request
 Waiting for request
Task 4.A.3
Total time of Value-added processes:
Register new request – 5 minutes

3
BUSINESS PROCESS MANAGEMENT
Resolution - 10 minutes
Revert to client – 5 Minutes
Evaluate request – 20 minutes
Pick up request – 20 hours – 1200 minutes
Research and Resolve – 2 hours – 120 minutes
Write resolution – 20 minutes
Check Solution – 20 hours – 1200 minutes
Send resolution – 20 minutes
Client feedback – 10 minutes
Total time of value-added process: 2610 minutes
Lead Time of the Process:
Forwarded to level 2 staff - 2 minutes
Prioritize request – 5 minutes
Send to client – 20 hours – 1200 minutes
Check Request – 1 hour – 60 minutes
Waiting for request – 2 hours – 120 minutes
Lead time of the process: 3997 minutes
Therefore, the efficiency of the system is 2610/3997 * 100 = 65.29 %
Task 4.A.4
Total seconds in a minute – 60

4
BUSINESS PROCESS MANAGEMENT
Total seconds in an hour – 60*60
Total seconds in a day – 60*60*24
Average request per day – 50
Request at any moment of time – 50/ (60*60*24) = 0.0005787
Task 4.A.5
The major constraints faced by the current system are:
 Client feedback process: The client provides the feedback for the solution, which
they have received. However, they are required to wait for the evaluation of the
solution, which they have received. The current process allows a lot of time for the
customers to decide their feedback and provide them to the organization. Hence, when
a feedback comes and the process is to be redone the efficiency of the business for the
organization is reduced largely.
 Request waiting process: The staffs in the organization are required to wait for a long
period and this delays the overall process of providing a solution for the customers in
the system. Hence, this decreases the efficiency of the business process of the
organization largely.
 Evaluate and assign priority: The current evaluation and the request prioritization
process of the system are done manually. This increases the time required to come to
conclusion for the final process in the system and business efficiency is hampered.
The overall business process of the system is also hampered as all the procedures in
the system are waiting for the previous process to be completed.
Due to the above-identified procedures, some changes are suggested for the system
that would be helpful for the procedures performed by the organization. The major changes
suggested for the development of the system are listed below:

5
BUSINESS PROCESS MANAGEMENT
 Automatic request allocation: The request allocations done for staffs are done
manually which has to make them wait for a long time. This reduces the businesses
efficiency as the employee of the organization are required to wait for a long time and
hence, they are required to
 Online feedback systems: The feedback system implemented online would be able to
provide the customers with the option to provide the feedback online for the staffs to
work on their feedbacks. This would be helpful in reducing the time for the
organization and making their business process effective.
 Request details: The details of each request and their solution would be stored in the
systems of organization. It can be suggested that the organization maintain a database
placed centrally which would be helpful for the staffs to fetch and store data more
efficiently that would be allowing them to fetch details of the previous records. This
would be helpful for staffs to forward requests efficiently.
Task 4.A.6
Issue Id Issue Name Description Probability Impact
1 Delay in
feedback
The delay in the
feedback from
the clients
creates a lot of
problem for the
organization as
this creates a
delay in the
process which is
succeeding this
High High

6
BUSINESS PROCESS MANAGEMENT
task.
2 Situation
evaluation
The level 2
staffs were
responsible for
the evaluation
of the situation
and this uses up
a lot of time for
the processes in
the system to be
completed.
High High
3 Request
forwarding
The requests
made by the
customers are
forwarded to the
level 2 staff by
the level 1
staffs. Hence,
this is a serious
issue in for the
organization.
High High
4 Customer
Notification
The notification
process in the
system is
manual and
Medium Medium

7
BUSINESS PROCESS MANAGEMENT
hence it creates
an issue in the
system for the
organization.
5 Request waiting The staffs are
required to wait
for the request
for a certain
amount of time
and this causes
the system to be
inefficient to a
certain extent.
Medium Medium
6 Problem with
the research
The problems
with the
research is that
the manual
process makes
the research
inefficient.
Medium Low

8
BUSINESS PROCESS MANAGEMENT
Task 4.A.7
Scenario 4.B
Task 4.B.1

9
BUSINESS PROCESS MANAGEMENT
Task 4.B.2
Task 4.B.3
a. Issue register
Issue Id Issue Name Description Probability Impact
1 Backlog of call
verification
The call
connection is
halted by the
system.
High High
2 Communication
issues
The business of
the organization
would
hampered to a
great extent if
the
communication
in the system
lacks
High High
3 Issues with The payment of High High

10
BUSINESS PROCESS MANAGEMENT
payment the glass
repairing shop
remains unpaid
due to the
inefficiency of
the business
procedures of
the system.
4 Policy alteration The alteration
of the policies
in the
organization
would be
making process
in the business
highly
inefficient.
Medium High
5 Fraud regarding
policy
The customers
would be able
to claim the
policy by fraud
within the
system of the
organization.
Medium Medium

11
BUSINESS PROCESS MANAGEMENT
b. Fishbone diagram
c. Causes
Task 4.B.4
a. For the improving the overall procedures of the system an online solution is to be
implemented. This would be making claims process in the system, easier and

12
BUSINESS PROCESS MANAGEMENT
improving the overall business efficiency of the system. The online system would be
reducing the chances of fraud in the system. The financial aspect of the Glass
repairing company would also be hampered.
b. To-be model

13
BUSINESS PROCESS MANAGEMENT
Bibliography
Laguna, M., & Marklund, J. (2018). Business process modeling, simulation and design.
Chapman and Hall/CRC.
Pradabwong, J., Braziotis, C., Tannock, J. D., & Pawar, K. S. (2017). Business process
management and supply chain collaboration: effects on performance and
competitiveness. Supply Chain Management: An International Journal, 22(2), 107-
121.
Rosemann, M., & Brocke, J. V. (2015). Handbook on Business Process Management 2:
Strategic Alignment, Governance, People and Culture. Springer.
Zur Muehlen, M., & Shapiro, R. (2015). Business process analytics. In Handbook on
Business Process Management 2 (pp. 243-263). Springer, Berlin, Heidelberg.