Business Process Engineering: BPM Research Report - BCO5501

This research report delves into the multifaceted realm of Business Process Management (BPM), offering a comprehensive analysis of its core principles and practical applications. The report explores the foundational elements of BPM, including process identification, design and modeling, automation, execution, and monitoring. It contrasts the perspectives of various authors and researchers, highlighting diverse strategies for optimizing business operations. The literature review emphasizes the importance of BPM in enhancing efficiency, reducing waste, and aligning workflows with organizational goals. Furthermore, the report examines how BPM supports digital transformation, team work, and customer focus. The conclusion underscores the significance of BPM in adapting to competitive environments and achieving superior business outcomes, with detailed references to support the analysis. This assignment is a research report on BPM for the BCO5501 course.

BUSINESS PROCESS
MANAGEMENT

INTRODUCTION
 Business process management (BPM) is the
approach for managing the operations in the
organization (Dos Santos Rocha and
Fantinato, 2013).
 This helps the organization in analyzing,
measuring and improving the business
process which is presently adopted in highly
competitive environment.
 Further, the discussion will be made on the
‘“BPM: Foundations, Engineering, and
Management topic.

CONTRASTING PERSPECTIVE OF AUTHORS
 According to Hoang, Jung and Tran business
process identification is done by the organization
in this it describes the scope, vision and mission
and the other activities which are involved in
connecting the workflow with the goals of the
organization (Hoang, Jung and Tran, 2014).
 BPM foundation is involved in engineering and
management, for example BPA engineering
involves in process identification due to reducing
the wastage and maintains efficiency in the
activities.

CONTINUE..
 According to Schmiedel, Vom Brocke and
Recker design and modeling is also the key
area of BPM foundation and forced the
organization use adopt the BPM strategy for
maintaining discipline in different
organization (Schmiedel, Vom Brocke and
Recker, 2014).
 Fluor Australia Pty Ltd design and model the
procedure by considering different
departments so that each and every activity
include in developing business procedure.

CONTINUE..
 Tarhan, Turetken and Reijers also has
similar perception about the BPM
foundation in organization, it is
because researcher revealed that
organization does automation to for
transforming the operations digitally
and enhancing productivity (Tarhan,
Turetken and Reijers, 2016).
 In this organization adopt simple

CONTINUE..
 Van der Aalst, 2015 investigated
same findings and reveal that
automation and execution is the
major area in BPM foundation, in this
organization maintain link and
combine manual and automated
activities and structure (Van der
Aalst, 2015).
 Diona Pty Ltd in process execution

CONTINUE..
 According to Sun, Su and Yang monitoring
and control is the key last area which helps
the organization in controlling the affected
part and procedure so that improvement is
made (Sun, Su and Yang, 2016).
 The organization adopt re-engineering step
so replace the existing procedure so that
advanced technology is adopted and
efficient process is developed by managing
cost, speed, time and quality.

FINDINGS
 The literature describes that BPM
foundations has different areas in
which organization use different
strategies for operating each area so
that inefficient process will be
improved and efficient method is
used in measuring the business
activities (Schulte, et. al., 2015).
 BPM foundation application in

CONCLUSION
 It is conclude that BPM foundation
involve human resource and different
technology in engineering and
management and help the
organization to change the existing
process and method of performing
the activities.
 The different business in Australia
attains better results and also

REFERENCES
 Dos Santos Rocha, R. and Fantinato, M. (2013) The use of software product
lines for business process management: A systematic literature
review. Information and Software Technology, 55(8), pp.1355-1373.
 Hoang, H.H., Jung, J.J. and Tran, C.P. (2014) Ontology-based approaches for
cross-enterprise collaboration: a literature review on semantic business
process management. Enterprise Information Systems, 8(6), pp.648-664.
 Schmiedel, T., Vom Brocke, J. and Recker, J. (2014) Development and
validation of an instrument to measure organizational cultures’ support of
business process management. Information & Management, 51(1), pp.43-
56.
 Sun, Y., Su, J. and Yang, J. (2016) Universal artifacts: a new approach to
business process management (BPM) systems. ACM Transactions on
Management Information Systems (TMIS), 7(1), p.3.
 Tarhan, A., Turetken, O. and Reijers, H.A. (2016) Business process maturity
models: A systematic literature review. Information and Software
Technology, 75, pp.122-134.
 Van der Aalst, W.M. (2015) Business process management: a comprehensive
survey. ISRN Software Engineering, 2015.

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