Business Process Management

This document provides an in-depth analysis of Business Process Management (BPM) and its significance in enhancing organizational efficiency. It covers topics such as BPMN and BPM lifecycle, along with real-life scenarios and case studies. The document also discusses the challenges faced in implementing BPM and suggests potential solutions. Suitable for students studying BPM or professionals seeking to improve business processes.

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
Part B...............................................................................................................................................2
4) Advanced BPMN/BPM Lifecycle...............................................................................................2
4.A Helpdesk Scenario:...............................................................................................................2
Task 4.A.1)..............................................................................................................................2
Task 4.A.2)..............................................................................................................................2
Task 4.A.3)..............................................................................................................................3
Task 4.A.4)..............................................................................................................................5
Task 4.A.5)..............................................................................................................................5
Task 4.A.6)..............................................................................................................................5
Task 4.A.7)..............................................................................................................................6
4.B ABC Insurance Scenario:......................................................................................................7
Task 4.B.1:...............................................................................................................................7
Task 4.B.2:...............................................................................................................................8
Task 4.B.3:...............................................................................................................................8
Task 4.B.4:.............................................................................................................................11
Bibliography:.................................................................................................................................13

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Part B
4) Advanced BPMN/BPM Lifecycle
4.A Helpdesk Scenario:
Task 4.A.1)
Figure 1: BPMN AS-IS Diagram for IT helpdesk
(Source: Created by Author)
Task 4.A.2)
VA BVA NVA
Make a request registering a new request Requests waiting for a Level-
1 staff to check them
Answer to client by level 1 Checking if a new request is communicate the resolution

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staff “known” to the client
Check request by Level 2
staff
Level-2 prioritize a request New requests spend waiting
for a Level-2 staff
Research about issue and
write resolution
Send resolution to level 1 staff Wait for picked-up by a
Level-2 staff member
Send resolution to client Wait for level-1 staff fetch
resolution from the job
tracking system
Client evaluate resolution
Send the evaluation
outcome to IT Helpdesk
Level-1 to forward the
request to the Level-2 staff
wait for resolution is tested
by the client
Task 4.A.3)
Cycle Time
Process Time(minutes) Condition Iteration
Submitting and registering a new
request
5
waiting for a Level-1 staff to check
request
60 20% iteration
cases
Checking if a new request is
“known”
10

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5 minutes for the Level-1 staff to
communicate the resolution to the
client
5 20% is known
waiting for a Level-2 staff to
evaluate them
120 80% of cases 20% iteration
cases
evaluate a new request 20 80% of cases 20% iteration
cases
prioritize a request 5 80% of cases 20% iteration
cases
The time between the moment a
request has been prioritized, and the
moment the request is picked-up by
a Level-2 staff member
1200 80% of cases 20% iteration
cases
research and resolve a request 120 80% of cases 20% iteration
cases
write the resolution to a request 20 80% of cases 20% iteration
cases
request is fetched from the job
tracking system by a Level-1 staff
1200 80% of cases 20% iteration
cases
send to the client a problem
resolution previously written by a
Level-2 staff
20 80% of cases 20% iteration
cases
resolution is tested by the client 1200 20% iteration
cases
e-mail the test results to the Level-1
staff
10 20% iteration
cases
forward the
request to the Level-2 staff
2 20% iteration
cases
Formula = (5+60+10)+(60+
((5+120+20+5+1200+120+20+1200+20)*.80)+(1200+10+2))*(1-.2))
Cycle Time 1.96 Days

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The cycle time for value added services is calculated using only the processing time of
the activities. The formula is
=(5+10)+(((5+20+5+120+20+20)*.80))*(1-.2))
=0.721527778 ≈ 0.72 days.
Therefore, the cycle time efficiency is 0.72/1.96 % = 36.73%
The rate is very high because, the waiting time for getting customer response is
considered as the value added service.
Task 4.A.4)
WIP or Work In Progress is equal to rate of request multiplied by cycle time. Therefore,
of requests in the process at any given time is = 1.96*50 = 98
Task 4.A.5)
The resource load of level 1 and level 2 staff for delay in request fetching is 1.41 days.
The associated process are request is fetched from the job tracking system by a Level-1 staff,
The time between the moment a request has been prioritized, and the moment the request is
picked-up by a Level-2 staff member and waiting for a Level-1 staff to check request. Therefore,
the main constraint is the unavailability of a system that can flow the requests automatically.
This issues can be eliminated by implementing a technology that can automatically solve
processes. A person will be in-charge for checking every request gets an update within two days.
The third solution is using a system that can float requests to individual departments.
Task 4.A.6)
id Status Issue Type Priority Impact Owner

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1 Open Delay in checking client
request Critical High Client
2 Open Customer gets wrong
status update Medium High Client
4 Open
Customer do not have
any power over the
request until it is
resolved
Low Medium IT Help
Desk
4 Open Delay in checking the
request by level 2 staff Medium High IT Help
Desk
5 Open
The level 1 staff does
not have any storage to
store the resolutions
Low Medium IT Help
Desk
6 Open Customer dissatisfaction High Extreme IT Help
Desk
Task 4.A.7)
Figure 2: BPMN TO-BE Diagram for IT helpdesk

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(Source: Created by Author)
4.B ABC Insurance Scenario:
Task 4.B.1:
Figure 3: Value Chain Diagram of ABC Insurance Process Architecture
(Source: Created by Author)

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Task 4.B.2:
Figure 4: BPMN AS-IS Diagram for ABC Insurance's Claim Processing
(Source: Created by Author)
Task 4.B.3:
id Status Issue Type Owner Impact Priority
1 Hold
Customer makes
fraud by adding
coverage later
Customer High Medium
2 Hold Losing finance
due to fraud Customer Extreme Critical
3 Hold Phone Blockage Customer High High

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4 Hold
Repair shop do
not have access to
claim
confirmation
Repair Shop Owner Medium Low
5 Hold
Repair shop takes
risks rather than
losing customer
Repair Shop Owner Medium Low

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Figure 5: Fishbone Diagram for Customer Claim Validation
(Source: Created by Author)
As per the fishbone diagram, the main reasons for the fraud is agent not having proper
claim related information, technology is not being used in the helpdesk, service is manual and
very time consuming, and the business does not have proper set of rules to prevent fraud. Making

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changes in any of the issues can be result into preventing the fraud. However, using a register to
store the customer request will prevent the issue most effective way. The organization will have
proper information of fraud request and if the customer comes back after adding cover, they can
verify the accident is same or not.
Task 4.B.4:
The process improvement will follow the path of quality and cost. The quality of the
system will increase and financial risk will lower.
In order to prevent the fraud, the organization can store the details of the register to store
the customer request will prevent the issue most effective way. The organization will have
proper information of fraud request and if the customer comes back after adding cover, they can
verify the accident is same or not.

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Figure 5: BPMN TO-BE Diagram for ABC Insurance's Claim Processing
(Source: Created by Author)

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