BPM Project: Helpdesk and Insurance Process Analysis and Design

This project presents a comprehensive analysis of business processes within helpdesk and insurance scenarios, employing Business Process Management (BPM) methodologies. The assignment begins with modeling "as-is" processes using BPMN, followed by classifying activities and calculating cycle times to identify inefficiencies. Further analysis includes request calculations and the identification of main constraints, leading to proposed changes for improvement. The project then addresses issue registers and constructs "to-be" models, incorporating value chain diagrams, fishbone diagrams, and root cause analysis. Finally, it proposes improvements and heuristics, culminating in the development of new "to-be" models designed to optimize business processes and enhance customer service. The project demonstrates a deep understanding of BPM principles, including process modeling, cycle time analysis, and process improvement techniques.

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........................................................................................................................................2
4.A.2........................................................................................................................................2
4.A.3........................................................................................................................................3
4.A.4........................................................................................................................................3
4.A.5........................................................................................................................................4
4.A.6........................................................................................................................................4
4.A.7........................................................................................................................................5
4.B ABC Insurance Scenario:......................................................................................................7
4.B.1:........................................................................................................................................7
4.B.2:........................................................................................................................................7
4.B.3:........................................................................................................................................8
4.B.4:......................................................................................................................................10
Bibliography:.................................................................................................................................11

2BUSINESS PROCESS MANAGEMENT
Part B
4. Advanced BPMN/BPM Lifecycle
4.A Helpdesk Scenario:
4.A.1
Figure 1: Business Process Diagram AS-IS
(Source: Created by Author)
4.A.2
VA BVA NVA
Check Request Credibility Assign a priority to Customer
Request
Requests waiting for a Level-
1 staff to check them
Write the Solution Get the Resolution Communicate Solution with

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Customer
Evaluate Customer Request Send to Level 2 Staff to Resolve
Query
Request wait for Level 2 staff
for evaluation
Check Customer Response Complete Request Wait for picked-up by a
Level-2 staff member
Wait for level-1 staff fetch
resolution from the job
tracking system
wait for resolution is tested
by the client
4.A.3
TCT or theoretical cycle time considers only application processing time
CT or cycle time considers processing time and waiting time
Cycle time efficiency = Theoretical Cycle Time (TCT) / Cycle Time (CT) =
5+10+(5*0.2)+(0.8*(20+5+120+20))+((0.2*2)+((20+5+120+20)*(1-0.2))) /
5+60+10+(5*0.2)+(60+(0.2*2)+((20+120+5+120+1200+20+1200+20)/(1-0.2))) =7.97%
4.A.4
The little’s formula is WIP = λ·CT.
WIP is available number of requests in resource pool per unit time.

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λ is the number of requests helpdesk receives per unit time.
As the average requests per day is presented in days, the cycle time also converted in
days. The cycle time is 2.44 days. As during a task wait in the queue, other requests are
processed. The theoretical cycle time is considered. The TCT is 0.19 days. Therefore, using the
Little’s Formula 0.19*50 = 9.73 average number of requests in the process.
4.A.5
A request wait in the queue for 20 hours before level 1 staff check it. Level 1 staff will
send the resolution to the client in 20 minutes. The cycle time efficiency is 1.63. In order to
resolve this issue, direct communication can be established between customer and level 2 staff.
Resolutions storage in a register can be used. Directly the reworks will be redirected to the level
2 staff.
4.A.6
Name Explanation Assumptions Qualitative
impact
Quantitative
Impact
Resolution not
known
Resolution is
not known to
level 1 staff
Level 1 cannot
resolve a
complaint
Thirty level 1
staff is required
each day. They
cannot resolve
twenty percent
of the
complaints.
30
*0.2*50=300per
day
Request not
processed
Additional
effort required
More qualified
level 2 staff is
required for
completing the
task
Most of the
complaints are
redirected to
level 2 staff

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Registration of
request is
required
The request is
floating in the
queue
There should be
one person to
confirm the
request
Need more load
in the level 1
pool
Waiting time is
very high
There is not
system to filter
the requests
Manually
managing the
requests is
taking a lot of
time
(120/1320)*100
=9.09
Request not
picked up
Level 2 staff has
missed to pick
up the request
from queue
2 request not
processed each
day
2
Unchecks
customer
response
Level 1 staff
misses to
acknowledge
customer
response
10 percent of
the requests are
not check for
rework
0.1
Incorrect status
of request
No register to
storing status of
the request
4.A.7
Figure 2: Business Process Diagram TO-BE

6BUSINESS PROCESS MANAGEMENT
(Source: Created by Author)

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4.B ABC Insurance Scenario:
4.B.1:
Figure 3: Value Chain Diagram of ABC Insurance Process Architecture
(Source: Created by Author)
4.B.2:
Figure 4: Business Process Diagram AS-IS
(Source: Created by Author)

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4.B.3:
Name explanation Assumptions Qualitative
impact
Quantitative
Impact
Windshield
repair coverage
not covered
Agent must
consider sharing
all claim related
data
30 percent of the
claims do not
have windshield
repair coverage
Claim is
Active?
Condition has
0.3 and 0.7
probability.
Repair shop have
to confirm the
claim
No
communication
between repair
shop and
insurance
company
Takes average of
24 hours to
communicate
Waiting time
1 day ads to
the process
which
decreases the
cycle time
efficiency
Delay in
confirming claim
Customer face
phone blockage
60 percent of
connection are
not established
Integrating email
facility
Financial risk Customer pay Repair shop bare
the finance
Installing a
system for
checking claim
existence at

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repair shop
Figure 5: Fishbone Diagram
(Source: Created by Author)

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Delay in connection, Have to apply resolution and Delay due to human intervention is the
area of concerns of Helpdesk.
4.B.4:
Time: Reducing the delay in communication will improve the customer service
Figure 7: Business Process Diagram TO-BE
(Source: Created by Author)

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variability modeling: A survey. ACM Computing Surveys (CSUR), 50(1), 2.
Rosemann, M., & vom Brocke, J. (2015). The six core elements of business process
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Berlin, Heidelberg.
Van Der Aalst, W. M., La Rosa, M., & Santoro, F. M. (2016). Business process management.