Business Process Management

This document provides an overview of Business Process Management (BPM) and its importance in organizations. It includes case studies and solutions to common challenges faced in BPM implementation. The document also discusses the BPMN 2.0 standard and its use in modeling business processes. The case studies include an IT helpdesk scenario and an ABC Insurance scenario, highlighting the challenges and improvements in each case. The document concludes with a bibliography of relevant resources.

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
4.B ABC Insurance Scenario:......................................................................................................7
Bibliography:.................................................................................................................................11

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Part B
4. Advanced BPMN/BPM Lifecycle
4.A Helpdesk Scenario:
As Is Process Diagram:
Figure 1: BPMN AS-IS Diagram for IT helpdesk
(Source: Created by Author)
Value Added Non-Value Added
Submitting and registering a new request Requests waiting for a Level-1 staff to check
them
Checking if a new request is “known” communicate the resolution to the client

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Level-2 staff evaluate a new request New requests spend waiting for a Level-2 staff
Level-2 prioritize a request. Wait for picked-up by a Level-2 staff member
research and resolve a request Wait for level-1 staff fetch resolution from the
job tracking system
write the resolution to a request wait for resolution is tested by the client
send to the client a problem resolution
e-mail the test results to the Level-1 staff
Level-1 to forward the request to the
Level-2 staff
Value Added Non-Value Added
5 5
10 60
20 10
5 5
120 120
20 20
20 5
10 1200
2 120
20

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1200
20
1200
212 3985
Cycle time efficiency: (212/3985)% = 5.32%
From the cycle time is 2.77 days. The arrival rate is 50 requests per day. Now using the
WIP = λ*CT. The average number of requests in the process at any given time is 2.77*50 =
138.5.
The main constraint in the process is the communication gap between the level 2 support
staff and customer. The changes that can be implemented for eliminating the challenge are as
following.
i. Implementing a communication medium between level 2 support and customer
ii. Establishing a framework that can allow customer to directly communicate with
level 2 support
iii. A system that can automatically identify the responsible person for a escalated job
and communicate that staff directly
Number Issue Type Severity Priority Status
1 The data
provided at the
time of
submitting
High Urgent Open

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request is not
complete
2 A request
requires a lot of
time to reach a
level 2 staff
Medium Medium WIP
3 The customer
takes a lot of
time to provide
their feedback
Low Medium New
4 The waiting time
between the task
accept and
allocate is
extreme
Medium Low On Hold
5 The level 2 staff
requests are
always comes
through level 1
staff
Medium Low Open
6 The customer
cannot make
change in the
Low Medium On Hold

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request until the
response from
level 1 staff
Figure 2: BPMN TO-BE Diagram for IT helpdesk
(Source: Created by Author)

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4.B ABC Insurance Scenario:
Figure 3: Value Chain Diagram of ABC Insurance Process Architecture
(Source: Created by Author)
Figure 4: BPMN AS-IS Diagram for ABC Insurance's Claim Processing
(Source: Created by Author)
Number Issue Type Severity Priority Status

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1 The communication between customer and
ABC Insurance is done over phone call
High Urgent Open
2 ABC Insurance does note store the date of
accident
High Medium Open
3 The repair shop does not get claim
confirmation every time
High High New
4 Repair shop has to take financial risk for
claim not being confirmed
Medium Low On Hold
5 The customers have to pay the amount they
owe due to lack of claim clarification
Medium Medium Open
Figure 5: Fishbone Diagram for Poor Communication Issue
(Source: Created by Author)

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The causes for issues named ‘the communication between customer and ABC Insurance
is done over phone call’ are Old Phone Call Method, No Storage Medium, Does not Request for
Upgrade, Communication is associated with unknown waiting time and Support Only One
Communication Medium. All these issues are making an impact on the customer and repair shop
experience. Taking financial risk is a high severity risk in business. The customers are not
satisfied when they have to pay for the amount they owe. The customers also loose patience
when they have to wait for week to communicate with either agent or ABC Insurance.
The causes are related to the following processes in the AS-IS model.
i. Make Call
ii. Contact Agent/ABC Insurance
The proper improvement direct is toward implementing a new technology that is based
on communication over internet.
In order to follow the heuristic method to provide a solution to the issues, the first process
is issue identification. The issues is mainly in delay in communication. This happens because
customer call is not connected backlog of phone. The plan is to provide a solution that can allow
fast communication. The communication medium will allow the customer to forward their query
without experiencing any backlog. In order to eliminate the issues a customer portal can be
developed. This portal will provide every coverage related details to the customers. They can
communicate their query to the organization through chat.

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

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Bibliography:
Aagesen, G., & Krogstie, J. (2015). BPMN 2.0 for modeling business processes. In Handbook
on Business Process Management 1 (pp. 219-250). Springer, Berlin, Heidelberg.
Ferme, V., Ivanchikj, A., & Pautasso, C. (2016, September). A framework for benchmarking
BPMN 2.0 workflow management systems. In International Conference on Business
Process Management (pp. 251-259). Springer, Cham.
Geiger, M., Harrer, S., Lenhard, J., & Wirtz, G. (2016, March). On the evolution of BPMN 2.0
support and implementation. In 2016 IEEE Symposium on Service-Oriented System
Engineering (SOSE) (pp. 101-110). IEEE.
Skouradaki, M., Andrikopoulos, V., & Leymann, F. (2016, June). Representative BPMN 2.0
process model generation from recurring structures. In 2016 IEEE International
Conference on Web Services (ICWS) (pp. 468-475). IEEE.
Skouradaki, M., Ferme, V., Pautasso, C., Leymann, F., & van Hoorn, A. (2016, June). Micro-
benchmarking BPMN 2.0 workflow management systems with workflow patterns.
In International Conference on Advanced Information Systems Engineering (pp. 67-82).
Springer, Cham.
Skouradaki, M., Ferme, V., Pautasso, C., Leymann, F., & van Hoorn, A. (2016, June). Micro-
benchmarking BPMN 2.0 workflow management systems with workflow patterns.
In International Conference on Advanced Information Systems Engineering (pp. 67-82).
Springer, Cham.

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Skouradaki, M., Roller, D. H., Leymann, F., Ferme, V., & Pautasso, C. (2015, January). On the
road to benchmarking BPMN 2.0 workflow engines. In Proceedings of the 6th
ACM/SPEC International Conference on Performance Engineering (pp. 301-304). ACM.