BUSINESS PROCESS MANAGEMENT.

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
a. Benefits and Shortcomings:.....................................................................................................2
b. Phases of BPM not used in BPR..............................................................................................4
c. Combining BPM and BPR:......................................................................................................4
2. Foundations of BPMN:................................................................................................................4
3. Intermediate BPMN:....................................................................................................................5
3.1.Explanation of BPMN...........................................................................................................5
3.2. Correction of BPMN.............................................................................................................5
1) Mistakes in the diagram..........................................................................................................5
2) Corrected Diagram:.................................................................................................................8
3.3 Creating BPMN.........................................................................................................................8
a) BPMN 1...................................................................................................................................9
b) BPMN 2...................................................................................................................................9
3.4 Calculating Competitive Offer:.................................................................................................9
Bibliography:.................................................................................................................................12

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1. Introduction to Business Process Management:
a. Benefits and Shortcomings:
Business Process Management:
Advantages: There are many advantages that included in the system. The customer
mainly focuses on the aspects that are included in management of business process. The BPM
helps to focus on customer as well as help to make the delivery faster. With BPM, customization
is also possible. The employee satisfaction is also initiated with the Business process
management to increase the productivity of the organization and helps to automatic the tasks that
are repeated. With management of business process, the workplace of the environment becomes
smooth (Borić, Stanisavljev & Zakin, 2016). It creates a consistency for the processes that are
involved along with transferability as well as repeatability. Each of the task in BPM is basically
executed along with accurate designing as well planning. This helps to adapt as well as improve
the changes as well as deliver all expected outcomes. The feature of BPMN helps to increase
sustainability of all the processes. The processes in the BPM can also be measured form the
starting of the project and ending a project. All processes that are involved in BPM diagram are
compared to the analytical tools. The performance of the employee in an organization is also
measured in a project.
Disadvantages:
All the BPR processes also has disadvantages in the business process management.
Process of BPm is very much complex which serves the organizations as a disadvantage (Laguna
& Marklund, 2018). The BPM model is a complex process that consists of different types of
tasks and makes the business smooth. For handling this process, many skilled employees are

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needed in the organization who can handle the process. The repetitive tasks are automated with
the use of BPM in an organization.
Business Process Reengineering:
Advantages:
Reengineering of business process have many advantages compared to BPM modelling.
With the use of BPR in an organization, many changes occur that enhances the performances of
the business. The BPR mainly results to increase the productivity of the organization and
increases the competitiveness in the market (Chang, 2016). This helps to motivate the
organizations and helps them t think in a big way to eliminate the conventional approach of
conducting the business. This increase the changes in the organizations and makes the company
focused to increase its company’s competition. This helps to remove other constraints that are
not needed in the company and improves the design of the company. BPR increases the market
quality and market share and also enhances feedback or suggestions from the customer related to
their previous projects.
Disadvantages:
The disadvantage of BPR is that it is not used to get instant advantage in the organization.
As reengineering process is a complex process and needs time to increase the profit in an
organization. BPR needs expertise to handle it in an organization and needs more time as well as
resources to compete a particular process in the system (Glick, 2015). This need new technology
as well as updated technology in an organization. The information technology is needed by the
process modelling of BPR. It allow improvement in particular some areas ignoring the other

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departments in the organizations. The customer changes are most often not addressed in this
BPR process.
b. Phases of BPM not used in BPR
The process that is eliminated from BPR is the optimization process that is used in the
Business process management (Hammer, 2015). The outcomes that are associated with the
optimization process are not handled by the Reengineering process of business process. There
are other steps as well that are not used by BPR that is modeling as well as monitoring process.
BPM has advantage of having optimization phase in it business process.
c. Combining BPM and BPR:
With the combination of Business process management as well as business process
reengineering, the organization can achieve its success faster compared to any other process
(Harmon, 2019). With the combination of both the process, the business can implement a
continuous process in managing the process. Only continuous process can help to combine both
the process as well as increase the development of the business.
2. Foundations of BPMN:
Exercise Number Answer
2.1 b.
2.2 b.
2.3 d.
2.4 c.

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2.5 d.
2.6 e.
2.7 a, b, and d
2.8 b, f, and g
2.9 c.
2.10 a and d
2.11 d.
2.12 a.
2.13 d.
2.14 a.
3. Intermediate BPMN:
3.1.Explanation of BPMN
The process checks the complaint of the customers associated with the process. The
complaint is checked within 2 hours of interval and it continues up to 5 pm. For checking new
complaint, the process is divided in to two conditions, respond to complaints as well as two
hours timer. If the complaint is not attended, complaint waits for two hours and then gets
terminated.

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3.2. Correction of BPMN
1) Mistakes in the diagram
Mistake BPMN Specification
The diagram shows that Application
returned to applicant throws the
intermediate event, which is not the correct
one.
The correct one should catch the event instead
of throwing it. The message that is received in
the Application returned to applicant should
be thrown to the external pool.
There should be two outflow in the exclusive
gateway that will state a yes or a no.
The only answer to exclusive gateway is yes
or a no.
The exclusive gateway has no label on it. As per the conventional specification of
BPMN, there should be a label on each
exclusive gateway.
For Evaluating Credit History and for the
processof Joining check housing,
availability in the diagram given is done
parallel.
The processes should have exclusive gateway
for their joint.
There is no proper labels in the outflow
sequence of Inclusive gateway
There should be proper labels in the inclusive
gateway mentioned in the BPMN
The lane in the given diagram does not have
labelling.
According to specification of BPMN, there
should be labelling in the each of the lane in a
BPMN diagram.
The exclusive gateway in the diagram is not
labelled accordingly.
Labelling of the exclusive gateway is an
important conventional way to draw a BPMN

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model.
In rejection application, the sequence flow
is to be processed in the external pool of
student.
There should be a proper communication with
the external pool with the message events in
the diagram.
The sequence flow in the rejection application
in the diagram is not labelled as the eligible
condition.
The outflow sequence of exclusive gateway
should have two proper way, yes or no.
In the given BPMN diagram, the data objects
are not labelled.
As per the specifications, there should be
labelling on the data objects of a BPMN
diagram
There is no message inflow from the
intermediate event named as Updated
Application Received in the diagram
The message outflow is not done from the
pool. It cannot be directly connected with the
pool.
The start event and the end event is not the
same in the diagram.
In the diagram, there is message start, and
therefore a message end should be given in
the diagram.
In the insurance evaluation sector, the
gateway is not used properly.
There should be processes that are end
denoting and those should be connected with
the end event.
The end process of the diagram is the reject
application, but it is not connected with any
end process
There should always a process that demotes
the end and it should be connected with the
end event.
There is a message inflow from the data Message outflow and inflow should not be

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object of Prepare student housing form done with the data object.
2) Corrected Diagram:
3.3 Creating BPMN

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a) BPMN 1
b) BPMN 2
3.4 Calculating Competitive Offer:
a) The total sales price of the project is 85996. The screenshot of the calculation is shown
below

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b) The project team size consists of 4 LA (Lead Analysts), 8 CA (Consultant Analysts)
and 2 YA (Young Analysts).
c) The project will take three months to complete.

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Bibliography:
Borić, S., Stanisavljev, S., & Zakin, M. (2016). Management business process reengineering
during moments of crisis and turbulence. Ekonomski vidici, 21(1), 67-79.
Chang, J. F. (2016). Business process management systems: strategy and implementation.
Auerbach Publications.
Glick, W. H. (2015). Business Process Reengineering. Wiley Encyclopedia of Management, 1-2.
Grant, D. (2016). Business analysis techniques in business reengineering. Business Process
Management Journal, 22(1), 75-88.
Gureva, M. A., Kirillov, A. V., Vinichenko, M. V., Melnichuk, A. V., & Melnychuk, Y. A.
(2016). Management of innovations and innovative process: concept, essence,
classification and diffusion. International review of management and marketing, 6(6S),
147-153.
Hammer, M. (2015). What is business process management?. In Handbook on business process
management 1 (pp. 3-16). Springer, Berlin, Heidelberg.
Harmon, P. (2019). Business process change: a business process management guide for
managers and process professionals. Morgan Kaufmann.
Huang, S. Y., Lee, C. H., Chiu, A. A., & Yen, D. C. (2015). How business process reengineering
affects information technology investment and employee performance under different
performance measurement. Information Systems Frontiers, 17(5), 1133-1144.
Laguna, M., & Marklund, J. (2018). Business process modeling, simulation and design.
Chapman and Hall/CRC.

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Van Der Aalst, W. M., La Rosa, M., & Santoro, F. M. (2016). Business process management.