Business Process Management

This document provides an overview of Business Process Management (BPM) and Business Process Reengineering (BPR), discussing their benefits and shortcomings. It also explores the differences between their lifecycles and how they can be combined. The document covers the foundations and intermediate concepts of BPMN, including scenarios and calculations. It 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.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:......................................................................................................................9
3.4 Calculating Competitive Offer:...........................................................................................10
Bibliography:.................................................................................................................................12

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1. Introduction to Business Process Management:
1.a Benefits and Shortcomings:
Business Process Management: Business Process Management has many different
advantages. Agility is one of its major advantages. Organizations are always changing to adapt to
new needs and they need to be agile. The key feature of BPM is that it enables the design of
process that is flexible and implements it in minimum cost. BPM can help in automation of many
repeating tasks and thus indirectly help in increasing productivity. Many process improvements
like parallel processing, removing bottlenecks and eliminating useless steps can increase
productivity. BPM highlights the shortcomings in the organization and thus gives a chance to
improve. This in turn reduces the risk of frauds. Business Process Management also increases the
transparency in the organization. It also helps an organization integrate compliance into life cycle
process.
There are also many disadvantages associated with Business Process Management. There
is some evidence highlighting that business process management can be harmful to businesses.
The biggest defect in process management is that in many cases in tends to limit innovation.
Innovations in Business Process Management are mostly incremental and radical innovations are
almost absent from such companies.
Business Process Reengineering: In business process engineering there are many
advantages. BPR provides the business with focus as it revolves around needs of customer. It
also reduces cost for the company and improves the company’s competitive position. BPR gives
feedback and provides a futuristic strategic view of the processes on how to improve the
processes further. BPR helps in eliminating the short sightedness and helps in shifting the focus

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over the entire business process. BPR can also reduce complexity in the organization by cutting
out needless activities.
There are many disadvantages to business process reengineering. BPR was designed to
change existing practices in organizations but they are seen making slight improvements. BPR is
not a cost cutting process, rather it can act as a medium to improve existing process. BPR
requires an extended commitment from the staff and management to operate and requires a lot of
effort. BPR is supposed to redesign the process but in quite a few cases, it just automated it. BPR
helped in improving the efficiency of a single department at the cost of the whole process.
Business Process Reengineering shifts the focus to internal practices that some organizations
totally neglect about external competitors.
1.b BPM vs BPR Lifecycle:
Business Process Management lacks in having the automation feature of Business
Process Reengineering. . Business Process Reengineering unlike Business Process Management
tries to automate the entire business process reducing manual labor to increase performance and
productivity. This leads to dehumanizing of the workplace while using business process
reengineering.
1.c Combining BPM and BPR:
Business Process Management has the ability continuously change a process slowly over
time. This ability is not available in Business Process Reengineering as in Business Process
Reengineering the process is changed suddenly and in a radical fashion. The only chance of
Business Process Management and Business Process Reengineering of working together is in a

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continuous process where both the types of changes can be implemented as the process
continuous for a longer duration and can accommodate both types of changes.
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 organizational 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

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A BPD usually represents which three of the following
symbol categories
Swim lanes, Fishbone diagrams
and Connecting objects
Which of the following phases are NOT part of the
Business process Life cycle?
Process Mirroring and Process
Coloring
What is the purpose of modeling a hierarchy in Business
processes?
to represent composition and
decomposition of processes in a
hierarchical manner
A sub process 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 sub process 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 sub
processes
If the non-interrupting timer boundary event attached to the stop reviewing admissions and

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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 process described checking of complaint. The complaint is checked periodically until
5 pm. The entire process ends at 5 pm. The sub process ends when staff cannot find a new
process or 2 hours or complaint is processed. Customer support department include this process.
3.2 BPMN Model Review:
I
D
Mistake BPMN Specification
1 Student Application Received Message
is lacking in the incoming message flow
Start message event is unable to output the
message flow
2 The Updated Application having
intermediate message event that is
Received has outflow of messages to
Student Application Data Object
Start message event is unable to output the
message flow
3 Messages from Application that is
Returned to the Applicant has outflow
toward External Student Pool
Start message event is unable to output the
message flow
4 On receiving start message, the
Application Received from Student has
Start Message Event is unable to accept
sequence flow from a gateway

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incoming flow from a x-or gateway
5 Intermediate message event of Updated
Application that is Received has
incoming sequence flow from an
external pool
The communication between external pools is
done using message events.
6 The Application Returned to the
Applicant is not throwing the
intermediate event but is catching it.
The event indicating information flow to the
external pool must throw the message to the
intermediate event
7 The x-or gateway’s sequence outflow is
incorrect.
The x-or gateway’s sequence outflow should
be in the yes or no format.
8 The labelling of X-or gateway is
missing
In the conventional way, an x-or gateway must
have labels for easy understanding.
9 For joining Check housing availability
and evaluating Credit History processes
parallel gateway is used.
For both division and joining processes, x-or
gateway should be used.
10 Proper labelling has not been done for
Inclusive Gateway outflow sequence
The labelling of each sequence flow of
messages must be based on the possible
conditions.
11 The use of x-or gateway for dividing the
loan evaluation processes
Parallel gateway should be used for dividing
tasks in case of complex situations
12 Use of parallel gateway for joining the
tasks is wrong
Complex gateway should be used for joining
complex situation processes
13 Check Student Credit History and As per the description check student history

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Evaluate Credit History processes does
not have any sequence flow or
commenting
should have a sequence outflow
14 Reject application process is not
connected to any throwing intermediate
message event
In order denote ending, throwing intermediate
message event
15 The data object does not have any label BPMN does not allow data object without
label
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:
Sales price of project is 67,886
Project Revenue= $83,741
Total duration of the project is approximately 80 days.
Project team size is as below.
Role Headcount
ICR/
hour
ECR/
day
ECR/
Hour
MA 1 180 1500 197
LA 4 160 1300 171
CA 8 100 1000 132
YA 2 80 900 118

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The project margin is less than 28% because the project staff salary, number of process
and project revenue are inter related and cannot be changed until process amount and charges
can be changed.

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Bibliography:
Bertolini, M., Bevilacqua, M., Ciarapica, F. E., & Postacchini, L. (2015). Business process
reengineering of drugs storage and distribution: A case study. International Journal of
Procurement Management, 8(1/2), 44-65.
de Oca, I. M. M., Snoeck, M., Reijers, H. A., & Rodríguez-Morffi, A. (2015). A systematic
literature review of studies on business process modeling quality. Information and
Software Technology, 58, 187-205.
Khdair, H. S., Awad, M. M., & Othman, Z. A. (2017). Formalizing the Software Engineering
Process Using a Graphical Software Process Modelling Formalism.
Mendling, J., Weber, I., Aalst, W. V. D., Brocke, J. V., Cabanillas, C., Daniel, F., ... & Gal, A.
(2018). Blockchains for business process management-challenges and
opportunities. ACM Transactions on Management Information Systems (TMIS), 9(1), 4.
Metzger, A., Leitner, P., Ivanović, D., Schmieders, E., Franklin, R., Carro, M., ... & Pohl, K.
(2015). Comparing and combining predictive business process monitoring
techniques. IEEE Transactions on Systems, Man, and Cybernetics: Systems, 45(2), 276-
290.
Omidi, A., & Khoshtinat, B. (2016). Factors affecting the implementation of business process
reengineering: taking into account the moderating role of organizational culture (Case
Study: Iran Air). Procedia Economics and Finance, 36, 425-432.
Rosenthal, K., & Strecker, S. (2018). Business Process Modelling as Serious Game: Findings
from a Field Study.

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Schulte, S., Janiesch, C., Venugopal, S., Weber, I., & Hoenisch, P. (2015). Elastic Business
Process Management: State of the art and open challenges for BPM in the cloud. Future
Generation Computer Systems, 46, 36-50.