Business Process Management Analysis Report - Helpdesk Scenario

This report provides a detailed analysis of a business process management (BPM) scenario within an IT helpdesk environment. The analysis focuses on the current processes, including the handling of client requests by Level-1 and Level-2 support staff. The report calculates key metrics such as value-added time, lead time, and overall system efficiency. It identifies constraints like request waiting times, feedback delays, and manual processes that hinder efficiency. Furthermore, the report proposes improvements, including automatic request allocation, enhanced feedback systems, and centralized database implementation. The analysis extends to a fishbone diagram and an issue register to identify and address problems within the business process. Finally, the report suggests online solutions and a to-be model to enhance the overall business efficiency.

Running head: BUSINESS PROCESS MANAGEMENT
Business Process Management
Name of the Student:
Name of the University:
Author Note

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BUSINESS PROCESS MANAGEMENT
Table of Contents
Part B..........................................................................................................................................2
Advanced BPMN/BPM Lifecycle..........................................................................................2
Scenario 4.A...............................................................................................................................2
Task 4.A.1..........................................................................................................................2
Task 4.A.2..........................................................................................................................2
Task 4.A.3..........................................................................................................................3
Task 4.A.4..........................................................................................................................4
Task 4.A.5..........................................................................................................................4
Task 4.A.6..........................................................................................................................5
Task 4.A.7..........................................................................................................................8
Scenario 4.B...........................................................................................................................8
Task 4.B.1..........................................................................................................................8
Task 4.B.2..........................................................................................................................9
Task 4.B.2..........................................................................................................................9
Task 4.B.3........................................................................................................................11
Bibliography.............................................................................................................................13
Part B
Advanced BPMN/BPM Lifecycle
Scenario 4.A

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Task 4.A.1
Task 4.A.2
Value Added Business Value Added Non-Value Added
 Call Request
 Solution for request
 Reply to client
 Estimation
 Pick up request
 Searching and
solving
 Write resolution
 Send resolution
 Client review
acknowledgement
 Forwarded to level 2
staff
 Prioritize request
 Send to client
 Check Solution
 View Request
 Waiting for request

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Task 4.A.3
Total time of Value-added processes:
Call Request – 5 minutes
Solution for request - 10 minutes
Revert to client – 5 Minutes
Estimation – 20 minutes
Pick up request – 20 hours – 1200 minutes
Searching and solving – 2 hours – 120 minutes
Write resolution – 20 minutes
Check Solution – 20 hours – 1200 minutes
Send resolution – 20 minutes
Client review acknowledgement – 10 minutes
Total time of value-added process: 2610 minutes
Lead Time of the Process:
Forwarded to level 2 staff - 2 minutes
Prioritize request – 5 minutes
Send to client – 20 hours – 1200 minutes
View Request – 1 hour – 60 minutes
Waiting for request – 2 hours – 120 minutes
Lead time of the process: 3997 minutes

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Therefore, the efficiency of the system is 2610/3997 * 100 = 65.29 %
Task 4.A.4
Total seconds in a minute – 60
Total seconds in an hour – 60*60
Total seconds in a day – 60*60*24
Average request per day – 50
Request at any moment of time – 50/ (60*60*24) = 0.0005787
Task 4.A.5
Important constrains faced by the organization described below.
 Request Waiting: Currently there is a large amount of waiting time for the
organizational processes to be complete and for that staffs need to wait quite a long.
Overall process got delayed due to this factor and solution to the customer gets
delayed. Due to this performance of the organization decreases.
 Client Feedback: Here feedback provided by the clients for the solution that they
receives and for that a particular amount of time is needed. Existing process consumes
a lot of time for properly conveying the feedback to the organizations. Considering
these feedbacks when a redo feedback is received regarding a particular process
efficiency of the business is decreased.
 Assign and Evaluation: Manual process is used for assign and evaluation within the
organization. For this reaching to the conclusion becomes time consuming and for
that the business efficiency decreased. All the organizational processes gets hampered
and goes in a queue in which every processes wait for its previous process to be
completed.

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Due to this factor some changes are required within the organization so that it can benefit
the organization. This changes are discussed in the following section.
 Automatic Allocation: Some important time of the organization can be saved
through automatic request allocation. Current allocation procedure is not up to the
mark and for that changes are needed.
 Feedback System: The feedback system need to be improved in this case for saving
important time of the organization. Direct feedback to the staffs can be initiated
through which some of the time in the feedback process can be saved.
 Detail Request: Here recommendation is provided for centralised database
implementation. Through this every staffs can easily fetch organizational data and can
also store the data. Thus through this database requests can be forwarded very easily.
Task 4.A.6
Id of
Issue
Issue Description Probabilit
y
Impact
1 Delay in
Feedback
Clients providing delayed
feedback and for that organization
process is hampering.
High High
2 Situation
Evaluation
Situation evaluation by level 2
staffs are consuming a lot amount
of time.
High High
3 Request
Forwarding
There is a time gap between
request forwarding from level 1
to level 2 staff and it taking quite
a long time.
High High
4 Customer Manual notification is creating Medium Medium

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Notification issues within the organization.
5 Requests
Waiting
Request processing of the staffs
consuming high amount of time.
Medium Medium
6 Research
Problem
Manual research process is
creating inefficient research.
Medium Low
Task 4.A.7

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Scenario 4.B
Task 4.B.1
Task 4.B.2
Task 4.B.3
a. Issue register
Id of Issue Description Probability Impact

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Issue
1 Backlog in Call
Verification
Call connection halted by
system.
High High
2 Communication
Issues
Business process hampered due
to communication issues.
High High
3 Payment Issues The payment of glass repairing
shop is due as there is inefficient
business procedures.
High High
4 Policy
Alteration
Policy alteration is important for
effective business process.
Medium High
5 Policy Fraud The customers can claim fraud
cases by following relevant
policy.
Medium Medium
b. Fishbone diagram

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c. Causes
Task 4.B.4
a. Online type of solution can be implemented for improvement of the system. Process
of claiming can be implemented for the improvement of the business efficiency.
Fraud will be also reduced through the online system.
b. To-be model

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Bibliography
Pradabwong, J., Braziotis, C., Tannock, J. D., & Pawar, K. S. (2017). Business process
management and supply chain collaboration: effects on performance and
competitiveness. Supply Chain Management: An International Journal, 22(2), 107-
121.
Zur Muehlen, M., & Shapiro, R. (2015). Business process analytics. In Handbook on
Business Process Management 2 (pp. 243-263). Springer, Berlin, Heidelberg.