Business Process Management: Improving Helpdesk & Insurance Processes

This report provides a detailed analysis of Business Process Management (BPM) through two distinct scenarios: an IT helpdesk and ABC Insurance's claim processing. For the helpdesk scenario, the report includes an AS-IS BPMN model, process classification, cycle time efficiency analysis, average number of requests calculation, main constraint identification, an issue register, and a TO-BE model proposing improvements such as system implementation for task channeling. The analysis reveals bottlenecks in Level 1 staff workload and communication. For ABC Insurance, the report presents a value chain diagram, an AS-IS model of the claim process, identified pain points like communication delays, a fishbone diagram for customer claim validation, and a TO-BE model focused on reducing processing time and cost through a mobile application and automated back-processes. The report concludes with a bibliography, citing relevant sources on business process management systems and reengineering.

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.A.1 AS-IS BPMN Model:.....................................................................................................2
4.A.2 Process Classification:...................................................................................................3
4.A.3 Cycle Time Efficiency:..................................................................................................3
4.A.4 Average Number of Requests:.......................................................................................3
4.A.5 Main Constraint Identification:......................................................................................3
4.A.6 Issue Register:................................................................................................................4
4.A.7 To-Be Model:.................................................................................................................5
4.B ABC Insurance Scenario:......................................................................................................5
4.B.1 Value Chain Diagram:...................................................................................................5
4.B.2 AS-IS Model:.................................................................................................................6
4.B.3 Pain Points:....................................................................................................................6
4.B.4 To-Be Model:.................................................................................................................7
Bibliography:...................................................................................................................................9

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Part B
4. Advanced BPMN/BPM Lifecycle
4.A Helpdesk Scenario:
4.A.1 AS-IS BPMN Model:
Figure 1: BPMN AS-IS Diagram for IT helpdesk
(Source: Created by Author)

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4.A.2 Process Classification:
VA BVA NVA
Submitting a new request registering a new request Requests waiting for a Level-1 staff to
check them
Level-2 staff evaluate a new
request
Checking if a new request is “known” communicate the resolution to the
client
research and resolve a request Level-2 prioritize a request New requests spend waiting for a
Level-2 staff
write the resolution to a request Wait for picked-up by a Level-2 staff
member
send to the client a problem
resolution
Wait for level-1 staff fetch resolution
from the job tracking system
e-mail the test results to the Level-
1 staff
wait for resolution is tested by the
client
Level-1 to forward the request to
the Level-2 staff
4.A.3 Cycle Time Efficiency:
The cycle time for value added tasks are 163 and all the process are 2299. Therefore the
Cycle time efficiency is (3.64/49.15)% = 7.41%
4.A.4 Average Number of Requests:
If the cycle time of IT Help desk is converted into days, then it becomes approximately
1.60 days. In order to find the number of active processes at any given time, the rate of task
arrival has to be multiplied using cycle time. Therefore, the active number of requests at any
given time is 80 approximately.
4.A.5 Main Constraint Identification:
The working pressure on the level 1 staff extreme. They are new in the process and
cannot handle so much pressure. That is why they can make mistakes frequently. The solution
would be a system implementation for task channeling. A communication that will happen over
internet. A system that can process user requests and redirect to responsible person and a
database for data management.

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4.A.6 Issue Register:
id Status Issue Type Owner Impa
ct
Priotity
1 Hold Client Confirmation Delay Client High Critical
2 Hold Excessive porcess delay IT Help Desk Medi
um
Low
3 Hold Investing time in same
query
IT Help Desk Medi
um
Low
4 Hold Customer dissatisfaction Client High Medium
5 Hold Losing customer to
competitor
IT Help Desk Extre
me
High
6 Hold High level of process
delay
IT Help Desk High Medium

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4.A.7 To-Be Model:
Figure 2: BPMN TO-BE Diagram for IT helpdesk
(Source: Created by Author)
4.B ABC Insurance Scenario:
4.B.1 Value Chain Diagram:

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Figure 3: Value Chain Diagram of ABC Insurance Process Architecture
(Source: Created by Author)
4.B.2 AS-IS Model:
Figure 4: BPMN AS-IS Diagram for ABC Insurance's Claim Processing
(Source: Created by Author)
4.B.3 Pain Points:
id Status Issue Type Owner Impact Priority
1 Hold Customer communication Customer High Critical
2 Hold Repair Shop communication Repair Shop Owner Medium Low
3 Hold Financial Risk Repair Shop Owner Medium Low
4 Hold Customer dissatisfaction Customer High Medium
5 Hold Losing customer to competitor Customer Extreme High

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Figure 5: Fishbone Diagram for Customer Claim Validation
(Source: Created by Author)
The main cause of the customer claim validation delay is the delay in establishing
connection between the Agent/ABC Insurance and any other business related stakeholders. The
blockage of phone makes them wait for hours, even weeks.
4.B.4 To-Be Model:
The devil’s triangle has three quadrants such as time, cost and quality. In this case time
and cost has been chosen over quality. The process improvement will be done to reduce the
processing time and cost. As these two will decrease, the quality of service will automatically
increase.
The task to eliminate the communication gap between various entities. The plan is to
implement a new system that can handle the back-processes so that human intervention can be

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eliminated. A new mobile based application will be launched so that everyone can complete their
tasks through that application without asking for IT Helpdesk employees’ assistance.
Figure 5: BPMN TO-BE Diagram for ABC Insurance's Claim Processing
(Source: Created by Author)

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Bibliography:
Chang, J. F. (2016). Business process management systems: strategy and implementation.
Auerbach Publications.
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.