Business Process Management

This report discusses the importance and necessities of using business process modeling for business success and revenue. It explores the advantages of BPM and the similarities between BPM and BPR. It also covers the role of Capability Maturity Models (CMM) in BPM and different types of CMM along with their pros and cons.

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
Introduction......................................................................................................................................2
Part 1: Need for Business Process Improvement.............................................................................2
1.1 Necessity of BPMN...............................................................................................................2
1.2 Advantages of BPM...............................................................................................................4
1.3 Similarities between BPM and BPR (Business Process Reengineering)..............................5
Part 2: Business Process and Organizational Maturity....................................................................6
2.1 Capability Maturity models (CMM) and their roles in BPM................................................6
2.2 Different type of CMM along with their pros and cons........................................................7
Pros..............................................................................................................................................9
Cons.............................................................................................................................................9
2.3 Lean Philosophy..................................................................................................................10
Part 3: Business process modelling and analysis...........................................................................11
3.1 Difference between “as-is” and “to-be” processes..............................................................11
3.2 Process analysis outcomes and problem area......................................................................13
3.3 Process modelling approaches.............................................................................................14
Part 4: Continuous process improvement......................................................................................16
4.1 Problems in the process modelling and improvement activities.........................................16
4.2 Lessons learnt......................................................................................................................18
4.3 Critical success factors........................................................................................................18
Conclusion.....................................................................................................................................19
References......................................................................................................................................21

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Introduction
This report depicts the importance and necessities of using business process modeling for
business success and commercial revenue as well. It has been defined that regardless of type and
size of the projects and organizations the companies are required to select and apply proper
business process modeling (Corradini et al.2017). The company that has been nominated for this
report is Company A which a construction company. The construction company is founded back
80 years ago operates in the North of England. Besides construction the company also operates
in property maintenance activities. However, from the past 10 years the company is facing major
challenges during business expansion because of the increasing rate of business turnover.
In other words, the company has started focusing on the business process improvement
exercise. In order to operate different supporting functionalities and core accounting operations
the company A already uses Resources Resource Planning (ERP). Though, due to rapid
expansion of Information and communication technology the legacy mainframe solution is
required to be improved (Fellmann et al.2015). The main issue for which the company A is
facing many issues are insufficient information regarding how the IT solution will benefit the
company and their competitive edge.
Part 1: Need for Business Process Improvement
1.1 Necessity of BPMN
Business process management is referred to as a process that is used by the business
organizations to improve the exiting business process of the companies. This process is used in
different business scenario to fulfill the purpose of business improvement, process monitoring
and continuous system optimization. The main focus of the business process management is to

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meet the organizational goal (García-Holgado et al.2015). The Construction Company A is
facing major operational and functional risks. In order to resolve these risks Company A needs to
implement appropriate Business process management process. In other words, the business
process management is not a onetime task rather it is an ongoing activity set which involves
persistent process reengineering. In addition to this, the BPM sometimes includes automatic
tasks or activities within given business process. BM is not a technology. The Business process
of an organization can also improves outside the automation and also without using any kind of
technology. There are two different types of business process management approaches are there
such as Lean process am Sig Sigma. Among two of these BPM the organizations need to choose
the most effective management process. In an ongoing and existing business process the BPM
approaches are generally used by the company. In order to improve any ongoing business
processes, insights and also collective workflow the business process management is used by the
companies (Panayiotou et al.2015). The A construction company is also facing massive issues
and challenges in their current operational and operational activities.
In order to reduce the functional and operational activities the collective workflow are
collected all together to manage the current business processes. In addition to this, this process
can also eliminate unwanted and unnecessary workflow activities. In order to create a much
capable and efficient business process the companies are required to use business process
management approach. Therefore, it can be said that this process helps to support the
organizational goals and objectives (Confortie et al.2016). Not only the operational excellence
but also the overarching goals can be successfully achieved by the company with the
implementation and application of the business process management within their activities. The
process of business process management comprises of different steps such as- design, modeling,

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execution, monitoring and optimization. It is required by Construction Company A to follow
each of the steps of business process management successfully to meet the organizational goal
(de Boer et al.2015). If each of the process is successfully followed by the project associates and
all business associates of the company the company needs to follow and implement the business
process management successfully. The list if reasons for which the Construction Company A is
required to use the business process management are as follows:
1.2 Advantages of BPM
The process helps to design the complete company business process following which it
can ideally analyze as well as exit the process based on the requirements. In addition to this, it
helps to identify how the current process can be improved and also it identified the way through
which the current business process can be successfully improved (Saldivar et al.2016). The
advantages that an organization can achieve with the business process management approaches
are as follows:
 The business process management helps to successfully model the process
through which the business can reach the organizational goals and primary
objective. This process helps the organization to operate in different business
environment also.
 In addition to this, the business process can also implement and execute business
activities with appropriate Business process management approach
 The business process also helps to implement, execute, and improve solutions
based on the process automation and standardization
 The business process management also helps to improve the monitoring approach
 The process can continuously optimize the business processes

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 If it is found that an organization is facing major operational and functional
challenges then those can also be successfully mitigated with the help of business
process modeling.
It has been identified that if proper Business process and modeling are followed by the
company then the business will be able to gain commercial advantages and competitive
advantages as well. In addition to this, the company also has different subsidiary companies that
are dealing with commercial as well as residential property management and development
(Yousfi et al.2015). The Company A has identified that, in order to earn competitive advantages,
the company should measure and improve their business process. Business Process Model
(BPM) is referred to as a standard process used to specify the details business processes. Due to
its operational and functional benefits most of the business organizations use the business
process model for creating structural data model considering business rules and governing IT
processes as well.
1.3 Similarities between BPM and BPR (Business Process Reengineering)
Initially the business process management approaches were used to be completely
statistic however, with changing time period and competitive market and marketing challenges
the everyday activities are getting completely changed. The enormous changes in the business
process gave rise process automation (Lemańska-Majdzik and Okręglicka 2015). Business
process management and business process reengineering are not completely different from other.
The business process management reuses the current business processes and changes
them to implement success on the other hand the business process reengineering recreates the
processes from the current scratch to result in a more improved process as well as process. BPM

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and BPR both are ongoing efforts and process of improvement. These are project-based efforts.
Both for limited organizational changes as well as greater organizational changes these
applications are applicable.
On the other hand, it can improve existing process from scratch whiteboards. In order to
implement this process, the business organizations require fundamental mind set changes and
also requires increment mind changes in mind set. The BPR and BPM are used to reshape the
business process so that the organizations can meet the goals and organizational objectives.
However, for both of the approaches the risk level is very high. Theses can bring continuous
changes in the business processes (Jha, Jha and O'Brien 2016). The processes are little expensive
than others. Both the approaches are developed based on the business workflow.
In order to implement both the BPM and BPR high time frame is required by the
organizations. O the other hand both the processes can be interrupted due to cultural issues. For
both the applications optional and IT collaboration are necessary. As a whole it can be said that
the BPR and BPM both are complimentary to each other. The company A construction
organization can uptake any of the two processes for improving their current business risks and
operational challenges. Both of the processes can make the business flexible, agile and easier
from the others.
Part 2: Business Process and Organizational Maturity
2.1 Capability Maturity models (CMM) and their roles in BPM
Capability maturity model is referred to as methodologies that is used for developing and
refine the software development process of any business organization. In order to systematically
organize and mature the existing business process of any organization the CMM is used. The

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model is implemented through a five-level evolutionary path. The CMM is always developed as
well as promoted by the software engineering institute, which is a software research and
development Centre sponsored by the United States defense department. This model is
applicable for software development and improvement.
It has been identified that in order to improve the business processes of any business
organization the capability maturity model is very essential because this prospering approach
helps to improve the operational and functional process of the business organizations. If the
CMM is found to be much long then high level risks can also occur and also the process can lose
the running track. The CMM gives the business process an option of systematic in-depth
opportunity to review. Based on the review result the overall business process of any
organization can be improved.
2.2 Different type of CMM along with their pros and cons
The five different levels of CMM that helps to improve the business process of the
Construction Company A are as follows:
Initial level: Initial level is the first level of Capability maturity model (CMM). The
success of any project or organization is dependent on the efforts given by every individual
associated to an organization. The CMM is not a repeated approach because the processes would
not be considered as sufficiently well defined as well as documented for allowing them to be
replicated.
Repeatable level: This is the second phase off capability maturity model (CMM). An
organization can successfully establish different project management technique in this particular
development level (Titov et al.2016). Success can also be repeated if the requisite process is

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successfully established, defined and documented by the business organizations and the company
associates.
The defined level: This is the third level of CMM. In this phase, the organizations
establish their own software development standards by giving a better focus and attention on the
process documentation, standardization and integration.
The managed level: This the firth level of the CMM. In this phase the organizational
associates do apply different data collection. Both the qualitative and quantitative data collection
processes are used by the company associates to improve the existing process and operational
activities (Sorescu 2017). In this phase, the organizational associates also analyze the data those
have been collected from primary and secondary data collection. However during the data
collection phase, the organizations should make sure that no operational and functional
violations are taking place.
Optimization level: The optimization level is the last phase of the capability maturity
model. The organizational associates are required to analyze and consider all the collected
feedback while improving the entire business process of the organization. Not only this but also
the feedback is to be monitored successfully throughout the process improvement session. The
construction A company is also required to monitor the feedback gathered from the consumers
and current operational activities to improve the existing capability maturity model. The aim of
the CMM is to develop the business process of the organization is such a way so that it can meet
the organizational goals and primary business objectives (Höhenberger and Delfmann 2015). It
can be said that the CMM can improve the particular organizational needs and also serve better
business processes to the business organizations.

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The pros and cons of the capability maturity models are as follows:
Pros
 It gives a culture for quality maintenance in projects and also helps the senior
programmers and project managers
 This process if cost saving and requires lesser amount of efforts from the human
resources.
 It helps to improve the rate of productivity by decreasing cost
 The process given on time delivery and increases the rate of customer
satisfaction
 It increases the overall rate of Return on Investment (ROI)
 The process is best applicable for the software development projects and
products
Cons
 This process may not be applicable for all types of projects and business
organizations
 It requires major shift in the organizational attitudes and culture
 It may also require considerable amount of time as well as efforts for final
implementation
 In terms of business documentation, it may require documentation overhead
 For successful implementation it also may require extra knowledge and resources
for successfully initiating the CMMI based process improvement

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2.3 Lean Philosophy
The primary goal and objectives of lean management philosophy is to offer quality
products to the consumers with a high-level consumer satisfaction with a lowest possible capital
investment. The aim of the lean management philosophy is to build a more prosperous society
than the primary. Though, this approach is widely supported by lean management principles.
Lean management is defined as a set of tools, techniques and principles that helps to identify and
eliminate the waste parts with the implementation of continuous production and improvement
processes.
The principles of lean production endeavors to improve the production, customer
satisfaction and supplier relationship as well (Roriz, Nunes and Sousa 2017). According to the
lean production process, organization success needs to be achieved through less space, less
capital investment. Less manufacturing and production time, less materials and a lesser rate of
human efforts. The organizations that use lean production can produce more than the market and
customer demand (Saldivar et al.2015). It reduces the rate of material misuses. Lean principle
enhanced the overall organizational and business flow with a better-quality production and profit
margin as well.
The lean management principle initiates in the production environment and also is
described by numbers of synonyms such as Toyota production system, lean production, lean
manufacturing etc. This is a continuous improvement process used to improve business process
by reducing the raw material cost by 8% to 15%. It also helps to improve the product quality by
85%. The lean management can reduce the space utilization by 76% and the total manufacturing

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lead time by 90%. In addition to this, the lean manufacturing philosophy can reduce the process
complexity and simplify the overall process (Corradini, et al.2017). It also reduces the
expenditure in the paper works. The business compliance can be enhanced with the help of coded
of conduct, regulations and business rules.
The process of lean management gives tangible results with high inventory of final
products. The process is much focused on the operational autonomy with limited operator
autonomy. This process is focused on operational efficiency and flexibility. This process is much
focused on supply chain and customer demand and expectation. Lean philosophy helps to
improve the global competitiveness by delivering quality and affordable products to their
consumers and also others. The lean philosophy is applicable in all business sectors regardless of
their types and size.
Part 3: Business process modelling and analysis
3.1 Difference between “as-is” and “to-be” processes
According to (Goedertier, Vanthienen and Caron (2015), one of the most effective
technique that is required to be utilized for transforming the vision of the organization into
proper result then it is very much necessary to properly develop as well as populate the As-Is and
To-Be BPMN diagrams. The As-Is diagram is generally helpful in describing the present state of
the entire organization’s process, capabilities as well as culture. Moreover, it is analyzed that the
To-Be diagrams are generally helpful in elaborating the future words and helps in reflecting how
the processes of the organization, culture as well as capabilities of the organization will generally
appear within the future (Del Giudice 2016). The study that is generally undertaken on the As-Is
and To-be procedures generally helps in determining the different that generally exists between

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the current as well as targeted state of the business that is considered to be quite important part of
any business process reengineering as well as improvement initiative.
It is opined by Alotaibi (2016) that as-is process analysis is considered as one of the
procedure management strategy that generally helps in determining as well as evaluating the
current processes of the business. As-in process analysis generally focuses on the entire business
procedures of the organization and additionally there are a number of key goals for which the
current state analysis is generally undertaken and the reasons include for saving money, for
improving the present business processes as well as for enhancing the satisfaction of the
customers. It is stated by Geissdoerfer, Bocken and Hultink (2016) that main purpose of the as-
in diagram is to properly working where proper improvements can generally be done and it also
helps in reflecting the starting point of the entire change.
Moreover, it is identified that the to-be diagram generally requires creative business
analyst who generally solves business related problems in designing different types of processes
for achieving the outcomes of the business which is generally based on the imperfect information
about the thing that the organization mainly wishes to accomplish effectively. On the other hand,
it is opined by Simoes, Antunes and Cranefield (2016) that “to-be” business procedure generally
helps in defining the future state of the business procedure within an organization. The analysis
of the goal for putting together the entire future state procedure is to properly clarify the entire
business procedures so that the changes within the entire business procedures can generally be
made quite effectively (Odeh et al. 2018). While designing the entire procedures, it is identified
that the main focus is to make sure that it generally helps in offering the company for
accomplishing the project goals and objectives and it generally required to be documented quite

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effectively by including the points like detailed activities, business rules, interactions with the
customers as well as various types of products.
3.2 Process analysis outcomes and problem area
The outcomes of the process analysis for the construction organization are generally
elaborated below:
Deeper user engagement: The entire workflow generally helps in increasing
transparency as well as eliminating different types of bottlenecks by the various participants who
are mainly unaware about the various types of changes as well as updates. The entire workflow-
based solutions are generally helpful in alerting the changes within the documents and assists in
asking for the request approval (Dijkman, Vanderfeesten and Reijers, 2016). This further helps in
enabling the business owners for managing the expectations for anticipating the steps that might
generally occur.
Integrate data: It is found that the data must be properly shared and the workflow must
act as an enabler for the entire communication. It is analyzed that proper effective workflow as
well as process-based management solutions are generally based on the pull data from various
types of documents as well as applications. This data generally helps in forming the foundation
for the entire workflow that is considered to be critical for creating as well as managing.
Utilizing replicable patterns: It is considered as one of the key elements of the business
efficiency that helps in automating the entire business process (Elgammal et al. 2016). It is
analyzed that the entire workflow helps in providing proper foundation upon the entire business.

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The main goal is to properly founding the workflow as well as business processes for
successfully supporting the entire procedures.
Proper governance: It is found that after the creation, the entire workflow can generally
be adapted as well as changed but the workflow themselves can be managed successfully. It is
analyzed that proper workflow generally helps in facilitating the change management such that
the new players can get involved within the procedures and can be able to contribute
successfully.
The problem area that are linked with the business process analysis are generally
elaborated below:
Manual nature of the processes: The first and the foremost problem that is faced by the
construction company is because of the manual nature of the processes such that some of the
processes are not reviewed for more than around 30 years (Ji-fan Ren et al. 2017). The manual
nature of the processes generally made it quite difficult for the different departments for
successfully tracking the status of the process which further slows down the response in context
o both external as well as internal stakeholders.
Lack of critical attitude: The lack of critical attitude is considered as one of the major
issues for the business processes by the various senior managers of the business. It is analyzed
that most of the managers generally accepted the entire processes upon successfully joining the
department for properly assuming an efficient way for running the department quite effectively
(Bisogno et al. 2016). Additionally, it is analyzed that improper analysis of the various
departmental processes are generally helpful in highlighting the problems that generally have

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certain functions. Although the entire business procedures got affected due to the host
department.
3.3 Process modelling approaches
Business process modelling within the business process management is considered as one
of the important activities that is generally helpful in properly representing the entire processes
of an enterprise such that the present procedure can be analyzed, improved as well as automated
quite successfully. IT is found that the approaches for the business process modelling are
generally elaborated below:
Activity flow-oriented approaches: Activity flow-oriented approaches are considered as
one of the most commonly utilized approach that is mainly utilized in the business process
redesign. It is found that the representation of activity flow is generally done as the workflow
representation of the entire business processes (Kozísek and Vrana 2017). It is analyzed that the
redesign of the business process approaches is generally helpful in building he entire activity
flow representation that is generally referred as the work flow approach that is generally helpful
for the redesigning of the entire business processes.
Data flow diagramming approach: It is considered as one of the traditional systems as
well as design approaches that are generally considered as one of the structured system analysis
approach that is generally served as the basis for the thousands of the software development-
based project. The main approach of the entire business process modelling is the data flow
diagram. However, it is identified that sometimes they are very much difficult to be used in order
to successfully represent the entire business processes means it is not suitable for the business
process that generally requires re-designing.

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Communication flow-oriented approach: This type of business approach is generally
dependent on the data flow based diagramming ideas. It is analyzed that one of the main
differences that exists between the communication flow-oriented approach that is generally
proposed (Gabryelczyk and Jurczuk 2015). It is found that there are number of symbols that are
generally utilized for representing the entire business process with the help of communication-
based approach. The communication flow-oriented approach generally employs a more relaxed
set of diagramming rules that further helps in adding flexibility which further helps in enabling
the entire business process modelers for explicitly reflecting the inefficiencies which needs to be
properly addressed prior to the automation with the help of redesign.
Object oriented approaches: It is found that a software-based approach is generally
referred as one of the data repositories that generally have several operations or different types of
programming functions that is generally associated with it (Utz and Lee 2017). They are
generally defined in such a way that any changes within the contents of the data repository
generally helps in carrying out various types of operations and those operations are generally
object-oriented programming based. It is generally evolved as one of the components that
generally owes much of its existence for the success of the object-oriented programming.
Holistic system approaches: As per the holistic system view, it is found that the
business processes can be defied properly with the help of the abstract entities that generally
helps in representing the transformation of the input into output. The customer of the business
processes generally consumes the output with the help of the procedure that is generally have a
value-added component when it is mainly compared with the inputs. Thus, the proper
transformation of the output into input are generally aimed to add proper value to the business

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processes of the customers. As per the holistic view it is analyzed that the entire business process
generally helps in representing the business process quite effectively.
Part 4: Continuous process improvement
4.1 Problems in the process modelling and improvement activities
It is identified that the design of the new process generally involves the proper
identification of the current processes as well as joint agreement between the various
stakeholders of the current situation who generally includes issues s well as re-designing of the
entire new processes for developing the entire new procedures. The process map generally gets
updated with the help of the changes for getting the final approval (Rosemann and Vom Brocke
2015). It is identified that during the phase of redesigning, the team of ERP implementation
involves within a module for providing proper support within the new procedure. It is analyzed
that there are a number of problems that are generally associated with the process modelling is
generally elaborated below:
Cost as barrier: It is identified that if the process modelling is done properly it generally
has a cost that is generally associated with it. It is found that when it is done properly it generally
helps in representing serious wastage of money which further helps in creating the potential for
the critical misunderstanding that could be even greater in context to financial as well as
regulatory public profile-based impacts.
It is found that in order to help as well as for sustaining the procedure improvement-
based effort it is very much necessary to make sure that the processes generally remain updated
as well as managed as the continuous process improvement is generally out in place. The
framework was mainly developed with the help of the lean principles as well as knowledge that

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is generally based on the business procedures (Harmon 2019). The requirement for the entire
framework is that it can be understood quite effectively for maintaining the employees that does
not necessarily have proper experience of modelling. It is found that proper tabular representing
of all the processes generally helps in creating proper inefficiencies within the procedures by
making a proper comparison. It is found that in order to kick start the entire handover procedure,
a process-based improvement workshop should be held for training the departmental managers
as well as the key process owners for successfully familiarizing the main aspects of the
identification waste for the properly defining the main frameworks so that it can be properly
defining the framework for the initiative that is generally based on continuous procedure. For
ensuring that the individual as well as department business process does not generally optimize
the entire processes at the expense of the business strategy of the whole department (Rahimi,
Møller and Hvam 2016).
4.2 Lessons learnt
There are a number of lessons that are generally learnt after critically analyzing the case
study of the construction company in context to the business process management. It is learnt
that business process modelling helps in facilitating the business process by providing proper
understanding about the present processes by successfully changing them in context to the
improved performance. In addition to this, similarities that exists between BPM and BPR are
learnt from the report. Proper understanding about the business processes as well as
organizational maturity are generally elaborated. Furthermore, proper understanding about the
difference between as-is and to-be procedure can be learnt effectively. Moreover, the issues as
well as problems that are generally associated with the process modelling as well as

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improvement activities needs to be properly learnt by analyzing the importance of critical
success factors.
4.3 Critical success factors
The various critical success factors that are generally associated with the critical success
factors for the various business process modelling as well as improvement activities for the
construction company are mainly elaborated below:
Perseverance needed: It is found that one of the most important key success factors that
generally has emerged is the perseverance that is generally required by the process analyst. It is
analyzed that the projects of this type of nature generally needs proper data collection from
different employees of all levels who are not able to provide proper time (Muller et al. 2016).
Proper understanding of the proposed situation: It is found that proper understanding
of the proposed situation generally helps in providing transparency within the entire procedure.
This is considered to be very much beneficial for properly addressing the concerns of the
employees.
Imbibed culture of change: Proper cultural change as well as process improvement gets
imbibed within the entire organization as the entire process management initiative is generally
interfaced with the employees at all the different levels (Nadarajah et al. 2016).
Conclusion
It can be concluded from the entire report that business process management is one of the
disciplines in operation management in which the people generally utilizes different types of
methods for properly discovering, modelling as well as analyzing the entire business processes.

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It is found that the business process management generally focusses on the improvement of the
entire corporate performance by successfully managing the business processes quite effectively.
Moreover, it is analyzed that the business process modelling generally helps in modifying the
business strategy that generally needs changes within the operations so that the work can be
performed quite effectively. On the other hand, it is identified that capability maturity models
generally help in developing as well as refining the software development procedure within the
entire organization. The report also describes as well as elaborates the need of continuous
process improvement and the critical success factors. The main limitation of the entire report is
that the report does not helps in providing proper practical examples of business processes
modelling with the help of as-is and to-be model so that the business process can be reflected
quite easily in the form of diagrams. In order to resolve this, issue is very much recommended to
follow critical success factors as well as improvement strategies for successfully managing the
situation.

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