Business Process Modelling & Analysis

This document discusses the link between Enterprise Architecture (EA) and Business Process Modelling (BPM) in the context of Reliable Finance Company (RFC). It explores the impact of BPM activities on EA and the incremental changes to the EA blueprints on the portfolio of BPM processes. The document also discusses the impact of value stream mapping/model on business growth and the applications of Business Intelligence (BI), Collaborative Intelligence, and Quality Assurance Framework in RFC.

qwertyuiopasdfghjklzxcvbnmqw
ertyuiopasdfghjklzxcvbnmqwert
yuiopasdfghjklzxcvbnmqwertyui
opasdfghjklzxcvbnmqwertyuiop
asdfghjklzxcvbnmqwertyuiopasd
fghjklzxcvbnmqwertyuiopasdfgh
jklzxcvbnmqwertyuiopasdfghjkl
zxcvbnmqwertyuiopasdfghjklzxc
vbnmqwertyuiopasdfghjklzxcvb
nmqwertyuiopasdfghjklzxcvbnm
qwertyuiopasdfghjklzxcvbnmqw
ertyuiopasdfghjklzxcvbnmqwert
yuiopasdfghjklzxcvbnmqwertyui
opasdfghjklzxcvbnmqwertyuiop
asdfghjklzxcvbnmqwertyuiopasd
fghjklzxcvbnmqwertyuiopasdfgh
jklzxcvbnmrtyuiopasdfghjklzxcv
Business Process Modelling & Analysis
Report
6/1/2019

Business Process Modelling & Analysis
Table of Contents
Introduction...........................................................................................................................................2
Enterprise Architecture (EA).................................................................................................................2
Link between EA and BPM (Business Process Modelling)...............................................................2
Impact of BPM activity on EA..........................................................................................................2
Impact of Incremental Change to the EA Blueprints on the Portfolio of BPM Processes..................3
Impact of Value Stream Mapping/ model on Business Growth.........................................................4
Collaborative Business..........................................................................................................................4
Limitations........................................................................................................................................4
Business Intelligence.............................................................................................................................4
Applications of BI.............................................................................................................................4
Applications of Collaborative Intelligence........................................................................................5
Applications of Quality Assurance Framework.................................................................................5
Conclusion.............................................................................................................................................6
References.............................................................................................................................................7

Business Process Modelling & Analysis
Introduction
Reliable Finance Company (RFC) is an organization that was established in the 1990s. The
company landed money to farmers and businessmen. The company is based out of Australia
and currently has 178 branches from Sidney to Brisbane and Melbourne to Adelaide. The
company aims at expanding the total number of branches to 400 in next three years and to
1000 in next five years. There are currently some issues with the payment processes at the
bank. These processes will be required to be modified to incorporate the expansion of the
business.
Enterprise Architecture (EA)
Link between EA and BPM (Business Process Modelling)
Enterprise Architecture (EA) is the conceptual blueprint that provides the information on the
operations and structure of a business organization. The primary objective of an EA is to
determine the process by which an organization achieves the current and final set of
objectives (Bachoo, 2018).
Business Process Modelling (BPM) is a discipline provides a collaborated view of the
business processes, process views, and the IT operations. The focus in this case is to enhance
the overall flexibility of the operations so that the foundation for agile business environment
is put in place (Kohlborn et al., 2014).
There is a close link between EA and BPM that will be valid for RFC case as well. The link
is in terms of the integration of the business operations and activities so that the overall
agility and responsiveness is increased. EA aims to maximize the organizational value
integrating the data management, application infrastructure, and IT services. The same will
be possible for the RFC payment methods as well (Rabova, 2010).
The BPM also facilitates the same and the combination of the two will lead to the
enhancement of the organizational value.
Impact of BPM activity on EA
There will be impacts of BPM activities on EA. It is becoming necessary to keep on changing
as per the changing business needs and environment. The case is the same for RFC. It is
required to expand its business processes and expand the number of business units. For this

Business Process Modelling & Analysis
purpose, the payment methods need to be improved upon. In order to keep the business
operations and IT services aligned, EA will play an extremely important role.
BPM will provide the ability to carry out the operations with enhanced flexibility through
continued process improvement and increased automation. There will be additional benefits
provided to EA with the aid of BPM (Reijers, 2012). The corporate approved templates to
govern the BPM activities and carry out the business process design will be done. The
process models will also be optimized in order to enhance the business value. There will be
updated practices and operations in place for corporate re-use and IT governance.
Therefore, the alignment of the improved payment methods and the business operations will
improve with the integration of EA and BPM.
Impact of Incremental Change to the EA Blueprints on the Portfolio of BPM Processes
There will be impacts of EA activities and changes on BPM as well. It is becoming important
to continue changing according to the modifications in the industry needs and environment.
The case is the equivalent for RFC. It is required to expand its business forms and expand the
number of specialty units. For this reason, the payment methods should be enhanced. So as to
keep the business operations and IT administrations adjusted, EA will assume a critical job
(Santos, Sarriegi and Serrano, 2008).
It will be possible for BPM to carefully analyse the implementation requirements in order to
keep the implementations optimal. The impact of utilizing the processes within and outside of
the organization will be made clear as well. BPM will give the capacity to complete the
operations with upgraded adaptability through continued procedure improvement and
increased automation. There will be additional benefits furnished to EA with the guide of
BPM. The corporate endorsed formats to administer the BPM activities and complete the
business procedure configuration will be done. The procedure models will likewise be
optimized so as to improve the business value. There will be refreshed practices and
operations set up for corporate re-use and IT governance (Masuda et al., 2018).
RFC will also be able to match its processes adopted with the other processes and packages in
use. The incremental changes to the EA blueprints will further enhance the flexibility to the
BPM portfolios.

Business Process Modelling & Analysis
Impact of Value Stream Mapping/ model on Business Growth
The involvement of value stream maps will also be significant and these will provide the
business with the ability to grow.
These maps will provide the visual means of depicting the payment methods and flows that
will be incorporated for RFC. These maps will include the technical, operational as well as
the managerial side of the business. In this manner, there will be some of the waste and
irrelevant activities that will be highlighted. The elimination of these activities will be done to
streamline the processes and the execution speed will improve (Chen and Meng, 2010).
The depiction of the processes will be done from the beginning till the end. Therefore, the
waste activities will be highlighted for the entire procedure.
Collaborative Business
Limitations
There will be certain limitations associated with the collaborative business for RFC. There
may be compromise on control and flexibility that may emerge as a result of collaboration
and the handling of the same may be an issue. The resources may also divert and shift their
focus from the primary goals and aims associated with the project.
There are also chances that the collaborative business is not successful. It is because RFC will
be carrying out such a process for the first time. In the case of failure, there will be damage to
the organization and the resources will also be wasted. There may also be limitations
associated with the legal knowledge and expertise around the process.
Business Intelligence
Applications of BI
Business Intelligence (BI) comprises of a set of technologies and methods that provide
automated and intelligent business services and operations. There are numerous technologies
that are included under the domain of BI. These include data mining, data analysis, online
analytical processing and many others (Gann, 2011).
Data Analysis is one technology under BI that can be used and applied for RFC. The
technology will provide automated analysis of the payment data to develop the workflows

Business Process Modelling & Analysis
and payment cycles accordingly. There are also automated tools that have been developed for
this purpose that will enhance the operational speed of the entire process. The use of Big Data
tools can be done for this purpose.
The analysis will not only be made for the payment data. However, there are other areas that
may also be covered. For example, customer relations may be improved using these
analytical tools. There may be a number of security threats and attacks that may occur and be
attempted by the attackers on the systems. The security attacks will also be controlled with
the help of the analytical tools (McBride, 2015).
Selected BPM diagram – Payment through branch
Process segments of this BPM diagram are Customer and Branch Personnel. The Customer is
responsible for sending the pending instalment to the branch and branch personnel is
responsible for matching it with the pending instalments.
Business entities - Payment through branch has following key entities:
 Loan – The key attributes of this entity are as follows:
o loanID – Unique identifier of the Loan.
o customerID
o loanAmount
o loanDate
The status of this entity changes when bank personnel is able to match the amount with the
pending payment of the customer. The status shall be changed to “Paid”.
 Request– The key attributes of this request are as follows:
o requestID – Unique identifier of the Request.
o customerID
o requestDate
The status of this entity changes when ban personnel accepts / rejects the request to pay loan in
advance of the customer. The status shall be changed to “Accept” or “Reject”.
 Branch – The key attributes of this request are as follows:
o branchID - – Unique identifier of the branch
o branchName
o branchLocation

Business Process Modelling & Analysis
 Branch personnel – The key attributes of this request are as follows:
o employeeID - – Unique identifier of the branch personnel.
o branch
o personnelName
o contact number
o official email address
o address
o home phone number
o designation
 Customer – The key attributes of this request are as follows:
o customerID - – Unique identifier of the customer.
o customerName
o customerAddress
o contact number
o home phone number
The status of this entity changes when ban personnel is able to match the amount with the pending
payment of the customer. The status shall be changed to “Completed”.
Relationships among the entities of the system:
 A customer can make zero to many requests.
 A customer can pay loans in one to many instalments.
 A branch may have one to many employees.
 A customer can make payment in one or many branches.
 A bank personnel can work on zero to many requests of zero to many customers.

Business Process Modelling & Analysis
Following are key business rule of the system:
 A request can be worked upon by zero to many employees but of different
designations.
 A customer can be attended by zero or many employees.
 A customer can pay for one loan in one branch only.
 A customer can make one request in only one branch.
 An unfulfilled request should be expired within a defined limit of time.
 A branch can accept requests from any number of customers but a request can only be
placed in a single branch.
 Company will decide the number of loan instalments.
Applications of Collaborative Intelligence
In the current business environment, collaborative intelligence is essential for achieving the
successful results. The concepts shall be applied to achieve the collaborative culture in RFC

Business Process Modelling & Analysis
and there shall be useful information obtained from the other technical tools and components
being used.
For instance, there are other technical components being used with the RFC payment
systems. The collaboration will provide the best set of processes and activities that shall be
integrated. The collaborative intelligent tools and practices shall be applied on the customer
data and tools as well. This is because the customer operations and activities will control the
handling of the payment systems and operations. The data from the social media, tools and
processes being used by the competitors of RFC, information from the networking channels,
etc. shall be integrated and the smart decisions shall be made on the basis of the results and
patterns.
Applications of Quality Assurance Framework
The Quality Assurance Framework shall be applied to the case study to make sure that the
overall quality of the payment processes and the technical applications and business flows is
maintained.
In this framework, there shall be quality checks and validations that must be performed. The
quality assurance framework shall include the quality planning and assurance activities so
that any of the defects are handled on time and the quality of the processes do not drop at any
instance (Jackson, 2010).
The framework shall also include the mechanisms for continuous improvement. These shall
include mechanisms for the quality checks and verifications so that the overall quality is
maintained and improved. The reporting of the defects and bugs will be done to plan the
further steps of action. The continual process improvement will be achieved by resolving the
bugs.
Conclusion
There is a close link between EA and BPM that will be valid for RFC case as well. The link
is in terms of the integration of the business operations and activities so that the overall
agility and responsiveness is increased. Data Analysis is one technology under BI that can be
used and applied for RFC. The technology will provide automated analysis of the payment
data to develop the workflows and payment cycles accordingly.

Business Process Modelling & Analysis
References
Bachoo, A. (2018). The Uncertain Path to Enterprise Architecture (EA) Maturity in the South
African Financial Services Sector. The African Journal of Information and Communication,
(21), pp.97-119.
Chen, L. and Meng, B. (2010). The Application of Value Stream Mapping Based Lean
Production System. International Journal of Business and Management, 5(6).
Gann, A. (2011). IT and Business Can Succeed in BI by Embracing Agile Methodologies.
International Journal of Business Intelligence Research, 2(3), pp.36-51.
Jackson, N. (2010). The concept of programme specification and its application in the new
quality assurance framework. Quality Assurance in Education, 8(4), pp.164-172.
Kohlborn, D., Mueller, D., Poeppelbuss, P. and Roeglinger, D. (2014). New frontiers in
business process management (BPM). Business Process Management Journal, 20(4).
Masuda, Y., Shirasaka, S., Yamamoto, S. and Hardjono, T. (2018). Architecture Board
Practices in Adaptive Enterprise Architecture with Digital Platform. International Journal of
Enterprise Information Systems, 14(1), pp.1-20.
McBride, N. (2015). Virtuous Business Intelligence. International Journal of Business
Intelligence Research, 6(2), pp.1-17.
Rabova, I. (2010). Methodology of the Enterprise Architecture creating and the role of the
Enterprise Architecture in rural development. Agricultural Economics
(Zemědělská ekonomika), 56(No. 7), pp.334-340.
Reijers, H. (2012). Implementing BPM systems: the role of process orientation. Business
Process Management Journal, 12(4), pp.389-409.
Santos, J., Sarriegi, J. and Serrano, N. (2008). A support methodology for EAI and BPM
projects in SMEs. Enterprise Information Systems, 2(3), pp.275-286.