Advanced BPMN Lifecycle: Scenario 4.A and 4.B Process Analysis Report

This assignment analyzes two business process management (BPM) scenarios, 4.A and 4.B, using BPMN diagrams and lifecycle analysis. Scenario 4.A focuses on an IT helpdesk, examining its "as-is" process, calculating cycle times and work in progress, identifying inefficiencies, and proposing improvements such as restructuring staff roles and streamlining the process. It includes an issue register and a "to-be" process diagram. Scenario 4.B examines a value chain and a windshield repair process, identifying issues through an issue register, fishbone diagram, and proposing a "to-be" process model with improvements in communication and cost-effectiveness. The analysis includes diagrams, tables, and references to BPM methodologies and concepts.

4) Advanced BPMN/BPM Lifecycle
Scenario 4.A
PART B
Task 4A.1
Figure 1 below shows “as is" process of Scenario 4.A in BPMN.

Task 4A.2)
Table 1 below shows classification of activities of scenario 4.1 A.
Step Performer Classification
Submitting and registering
new request
Client VA
Request waiting Level NVA
Check new request known Level 1 BVA
New request and re-
submitting
Client NVA
Communicate resolution Level 1 BVA
Check new request not
known
Level 1 VA
Forward to level 2 Level 1 NVA
New requests Waiting for
evaluation
Level 2 NVA
Evaluation Level 2 VA
Prioritize request Level 2 VA
Pick-up Level 2 NVA
Research and resolution Level 2 VA
Writes Resolution Level 2 BVA

Fetch resolution Level 1 NVA
Send problem resolution Level 1 NVA
Test resolution out come client BVA
Email test result client NVA
Resolved Client BVA
unresolved Client VA
Forward unresolved Level 1 NVA
Prioritized Level 2 VA
Task 4A.3).
Waiting time Processing time
60 5
120 10*0.2
1200 5
1200 20
20 5
1200 120
10 20
2 2*0.2-1
According to Dumas, Rosa, Mendling, and Reijers stated cycle time as shown below
Cycle time =waiting time +Processing time.
CT=3989.4
TCT=176.4
Cycle Time (CT)=
176.4/3989.4
=4.477%
Task 4A.4).
According to Weske stated that average number of request in a process can be got as shown
below.
Theoretical Cycle Time (TCT)
Cycle Time (CT)

WIP =125*3812 Arrival rate is 50 per day =50/24*60=125
=498675 minutes
Task 4A.5).
Level 1 staff are inexperienced to handle and solve all request requests because they have to
forward other requests to level 2 and they work for a short period of time less than a year.
A company has 1000 employees to work on small number of only 50 request daily.
The waiting time for request to be processed is long until a client call to request the status of
request is when it can be worked on.
There is under utilizations of resources company employees a lot of employees who do less and
simple tasks and are unskilled.
There repetition of process resolution is done twice by level 1 and level 2.
A lot of time wasted in calling and sending email to client, level 1 and level 2.
Proposal.
Eliminate level 1 workers because they inexperienced, unskilled and handle only simple tasks.
Train level 1 worker to handle all tasks.
Let client call direct level 2 who can handle all task.
Reduce on number of employees because 50 requests can be handled by few level 2 .

Task 4A.6). Table 2 below shows register of issues.
Name explanation Assumptions Qualitative
impact
Quantitative
Impact
Does not know
resolution
Level 1 cannot
resolve a
complaint
Help desk need
20 level 1 staff
per day.
In 10% of
complaints ,are
not re solved
because in
experience level
1 staff cannot
work on it.On
average 50 level
are on job per
day
20
*0.1*50=100per
day
Not fixed More actions are
needed on it
Employee more
experienced
level 2 staff to
work on
resolution
A lot of
complaints for
level 2 to
resolve
Request not
registered
Level 1 staff are
not available
Level 1 staffs
should always
be available
Need to
employee more
level 1
employees
Request take
long to be
processed
There is jam to
many require
are being
processed
More than 1000
request are
handled by 12
level 1 per day
1000*12=12000
Request not
processes
There is
deadlock
requests are not
allocated to a
level 1 staff
50 request not
processed
50
Unresolved
issues
Issues are not
resolved due to
lack require
technician
20 issues are
pending to be
resolved
20
Incorrect status
of request
Level not able
to provide
correct status of
request because
they do not
know

Task 4A.7)
Figure 2 below shows To-Be process of Scenario 4.A in BPMN.

Scenario 4.B.
Task 4.B.1:
Figure 3 below shows Value Chain diagram.

Task 4.B.2:
Figure 4 below shows AS-IS process diagram of Scenario 4B.

Task 4.B.3a:
a) Table 3 below showing register of issues.
Name explanation Assumptions Qualitative
impact
Quantitative
Impact
Payment not
made
It is not insured All windshield
should be
insured at $100
per am
100
No windshield
repair
Due to no
insurance
cover
Alteast insure
all windshield
Need to insure
all windshield
Delay in
repairing
Calls not going
through
Use emails Install emailing
application to
use
Claim invalid Claims are not
settled
Pay all covers
in time
Inefficiency
and poor
customer care
Due to delay in
phone calls
ABC or agent
should employ
at least a 5
customer care
personal to
receive all calls
from Repair
shop and
customer then
directs them
according
5 customer
care

Task 4.B.3b:.

Figure 5 Diagram below shows Fishbone diagram of process
Task 4.B.3c identify impacts.
Calls.Delay phone not going through
ABC cannot be reached to confirm claim so repair windshield delay to take place.
Glass repair shop
Calls ABC and sometimes ABC OR agent phone is not available but Glass repair shop should
call direct customer.
Customer not insured.
NO COVER.Glass repair shop takes risk to repair vehicle without cover.
Invalid cover.
Customer is not insured so vehicle cannot be repaired.
Process takes long.

Glass repair shop has to communicate to ABC but I would be better when customer
communicates direct to customer
Task 4.B.4 B To-Be Model.
a. Time. When repair shop calls ABC there is delay in communicates .it takes some time for
phone to go through. There should be no delays in communication .ABC phone should be
available always
Cost.
Repair shop sometimes take risk of repairing windshield vehicle without confirming
validity of insurance cover so it may end up losing revenues.
b. Figure 6 Diagram below shows To-Be process diagram of scenario 4B.