Introduction to Business Process Management Report - [University Name]

This report provides an introduction to Business Process Management (BPM), contrasting it with Business Process Reengineering (BPR) by examining their benefits, shortcomings, and impact on organizational culture and costs. It explores the foundations of BPMN, including message flows, sequence flows, connection elements, pools, lanes, and different types of events and gateways. The report also addresses intermediate BPMN concepts, including a detailed analysis of a complaint checking process, with identified mistakes and a corrected BPMN diagram. Furthermore, it includes a scenario analysis and concludes with a calculation of competitive offers and a bibliography of relevant research papers. The report highlights the importance of process improvement, asset optimization, and the application of BPMN in real-world business scenarios, offering valuable insights into process modeling and management.

Running head: INTRODUCTION TO BUSINESS PROCESS MANAGEMENT
Introduction to Business Process Management
Name of the System
Name of the University
Authors note

1INTRODUCTION TO BUSINESS PROCESS MANAGEMENT
1.Introduction to Business Process Management
1.a. Benefits and shortcomings of BPM vs BPR
The BPM is less expensive compared to BPR.
In case of business BPM, it automates and reuses existing business process but in case
of BPR it recreates the processes.
Through the BPM there is continuous change in the considered processes where as in
case of BPR a radical change is accomplished.
Through the BPM utilization of the asset can be optimization on the other hand BPR
leads to layoffs from the organizations.
In case of BPM, it does not impact on culture of the concerned organization where as
in case of the BPR it has a major impact on the culture of the organization.
Lastly it can be said that, the BPR causes huge amount of cost due to the introduction
of the new business process whereas BPM is less expensive compared to the BPR as it only
improves the existing process and reduces the waste of resources.
1.b.
In case of the BPM it eliminates the phase of improvement of the existing process. The
BPM, select One or more than one process at a time and work upon them in order to improve
the performance and enhance their productivity. The BPM also helps in the asset utilization
optimization in the selected processes in order to reduce the wastage of the different
resources or assets. Through the elimination of the above mentioned stage BPR mainly
concentrates in eliminating the non-value-added processes by introducing the complete
process redesign.

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These non-value-added processes are mostly asset consuming that does not provide
efficiency for other processes and thus leading to the waste of resources. This wastes
includes inventory, motion, waiting, underutilized capabilities, transport, over processing
time and so on.
1.c.
In case of business process management, it includes steady and small steps to improve a
business process. On the other hand, the BPR (Business Process Reengineering) results in
drastic and huge steps that brings extensive changes. When compared the two
methodologies, the Business Process reengineering is more disruptive when matched to the
BPM. The small changes brought by the BPM in the organization and existing processes can
be easily learned and accommodated by the employees of the organization. Thus it can be
stated that BPM, BPR are complimentary to each other instead of substitute of each other.
Both of them provides value addition through the change/introduction of newer processes
inside the organization. Through the completion of the BPR, the vision as well as mission of
the concerned organization could be redesigned. Here if BPM is combined with in the BPR
then this makes the process more flexible in nature while concentrating on or more existing
process at a given point of time. In this way the it is possible to automating the considered
processes and making the changed process more simple.
2. Foundation of BPMN
Questions Answer
2.1 Message flows and sequence
flows

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2.2 The connection element going
into and out of the open as well
as the approved vacation
request
2.3 0 times, the process model is
wrong
2.4 The Pool and Lane elements
2.5 Transaction
2.6 Only message throwing events
and tasks
2.7 Swim lanes, Fishbone diagrams
and Connecting objects
2.8 Process Mirroring and Process
Coloring
2.9 to represent composition and
decomposition of processes in a
hierarchical manner
2.10 It breaks down the parent
process into one or more child
business process diagrams that
contain other low-level sub-
processes or tasks and It makes
up part of the overall business
process
2.11 7 times

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2.12 1 work order
2.13 stops the entire process at the
same level as well as all sub
processes
2.14 stop reviewing admissions and
perform the activity
downstream from the timer
event
3.Intermidiate BPMN
3.1 Textual Explanation
The provided BPD is depicting a complaint checking process. Complaints are checked
in a periodic manner until the time is 5PM. Complete process ends at 5 pm. The provided sub
process ends in case any staff does not find a new complaint or 2 hours is completed or
response against complaint is provided.
3.2 Review of the Model
I
D
Mistake BPMN Specification
1 The Application Received Message is
not displayed in the incoming flow
Start event would not unable to provide
output from the flow.
2 Updated Application with the
intermediate message Received has
outflow to Student Application Object
Start event would not unable to provide
output from the flow.
3 Incoming or outgoing message flows Start event would not unable to provide

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from Application is Returned to the
Applicant toward the External Pool
output from the flow.
4 Application Received message from
the Student has the incoming flow
from x-or gateway in the BPMN
diagram.
Start Message will be unable receive
sequence flow from the gateway.
5 Incoming sequence flow contains an
intermediate message event of
Updated Application from an external
source.
communication among the external pool is
interacting with the message events.
6 Returned application to Applicant is
not pitching the intermediate event.
According to the standards external pool
must throw the message to an intermediate
event.
7 The x-or gateway’s position is
incorrect in the diagram.
The x-or gateway must be used in yes or no
scenarios.
8 Missing label of X-or gateway. an x-or gateway must have labels as per
standards.
9 parallel gateway is used in order to
join Checking of the housing
availability as well as the evaluation
of the credit history.
It is suggested to use the x-or gateway.
10 Proper labelling conventions has not
been followed for Inclusive Gateways.
based on the possible conditions the labelling
of the sequence flow must be done.
11 x-or gateway is used in order to Conventionally the parallel gateway should

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divide loan evaluation processes be used.
12 Parallel gateways are used for joining
tasks.
Complex gateway are also recommended for
joining complex processes.
13 The processes check Credit History
and the evaluation of Credit History
does not contain any sequence flow.
According to the case given check student
history process must contain a sequence
outflow
14 Reject application process throwing
any message event.
In order represent end of the processes it is
important to throw intermediate message.
15 The objects in the diagram does not
have any labels.
It is necessary to label any data object

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Corrected BPMN diagram for the given process
3.3.A
Scenario 1

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3.3.B
Scenario 2

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3.4 calculation of the competitive offers
The calculated sales price is $ 89,371 and the estimated revenue is provided by
$110,244.
Finally, the project team size is presented below;
Here it can be said, the profit margin is less than 28% as required. The reason behind
the deviation can be stated as, salary of the employees, number of processes and revenue
from the project are interrelated and thus with the increased cost the profit margin is reduced.

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Bibliography
de Oca, I. M. M., Snoeck, M., Reijers, H. A., & Rodríguez-Morffi, A. (2015). A systematic
literature review of studies on business process modeling quality. Information and
Software Technology, 58, 187-205.
Mendling, J., Weber, I., Aalst, W. V. D., Brocke, J. V., Cabanillas, C., Daniel, F., ... & Gal,
A. (2018). Blockchains for business process management-challenges and
opportunities. ACM Transactions on Management Information Systems (TMIS), 9(1),
4.
Omidi, A., & Khoshtinat, B. (2016). Factors affecting the implementation of business process
reengineering: taking into account the moderating role of organizational culture (Case
Study: Iran Air). Procedia Economics and Finance, 36, 425-432.
Rosenthal, K., & Strecker, S. (2018). Business Process Modelling as Serious Game: Findings
from a Field Study.

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