University Business Process Management Report and Analysis

This report provides a comprehensive analysis of business process management (BPM) within the context of an organization, Tulloch Air Pty Ltd. It begins with a problem analysis, identifying capability gaps across various departments, including freight handling, supplier invoicing, IT infrastructure, and flight crew availability. Performance gaps are also highlighted, focusing on coaching, job development, and performance evaluation. The report then presents an 'As-Is' process flow, detailing problems such as third-party freight handling, flight delays, and IT department inefficiencies. A project scoping diagram outlines the proposed solution, which includes improvements to payment and scheduling processes. The report further explores business process architecture, explaining its levels and essential features. Finally, the report includes a 'To-Be' process model, an organizational structure chart, and a bibliography of relevant sources, providing a complete overview of BPM principles and their application to organizational improvement.

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

1
BUSINESS PROCESS MANAGEMENT
Problem Analysis
Capabilities gap
After analysing, the problems in the organization it has been realised that there are a
number of departments in the organization. The capabilities gap of the organization are
described in the table provided below:
Category Current
State
Desired
State
Gap
Identified
Corrective
Actions
Priority
(L,M,H)
Organizational A fee is
charged by
the freight
handling
organisation
for the
transport
service
It is desired
that the
freight
handling
charge are
minimised
for the
customers
No alternative
arrangement
is feasible
For the
correction of
this process
the airport
authorities
should be
able to
provide the
services
from there
end.
H
Organizational The suppliers
submit the
paper
invoices to
the
organization
It is desired
that the
suppliers
would be
submitting
the invoices
It is proposed
that a system
is developed
for the
suppliers so
that they are
able to submit
For the
corrections
the
organization
should stop
receiving the
M

2
BUSINESS PROCESS MANAGEMENT
directly to
the
organization
the invoice
directly to the
organization.
manual
invoices.
Departmental The
organization
does not
poses a
reliable IT
department
It is desired
that the IT
department
is equipped
with an
excellent
technical
ability
The
organization
is required to
depend on
the third
party
vendors for
the improved
infrastructur
e
It is
proposed
that the IT
department
is equipped
with better
technologies
and better
personnel
H
Team There are
very few
number of
flight crews
in the
organization
It is desired
the
organization
has an ample
number of
flight crews
The gap is
identified in
the quality
and
availability
of the highly
qualified
flight crews.
It is
proposed
that more
number of
flight
attendant
and crews
are hired for
the
organization
M

3
BUSINESS PROCESS MANAGEMENT
Performance gap
The performance gaps in the current business model of the Tulloch Air Pty Ltd. are
described below:
Facilitating and coaching: The coaching and the training scope is not present currently in
the organization. The organization does lacks in the flight attendants department and the IT
department and they need highly qualified personnel in those departments.
Job Development: The organization needs to develop new job profiles for their employees as
they don’t have enough resources and they are required to outsource their jobs to the third
party vendors.
Performance evaluation/ Monitoring: The performance of the organization is to be
monitored so that the personnel of the organization can capture the performance lag in the
system. It is also to be noted that the organization makes lags the performances of the billing
and business efficiency.

4
BUSINESS PROCESS MANAGEMENT
As-Is process using Bizagi modeller
Process flow problems
The problems faced with the flow of the procedures in the system are:
 Freight Booking handled by the third party organization
 Delays caused in the flight departure due to the catering service
 Limited number of aircrafts causing errors in the schedule for the organization
 Wastage of money due to extensive payments required for the simulations as there are
absence of the airline support staffs
 Absences of an efficient IT Department for the organization

5
BUSINESS PROCESS MANAGEMENT
Project scoping diagram
Proposed solution
In the proposed solution to the payment process and the scheduling process is being
developed. In scheduling process is done only after the checking the payment and the seating
allocation already made in the flights. In addition to this, the catering process is also to be
revised that would help them to maintain the schedule for the flight and the customers would
also not miss out on their meals. Hence the implementation of the process would be helpful
for the organization.
Business process architecture
Business process architecture is referred to the architecture process in which an
organization follows a hierarchical model for development. These are in the form of visual
and are being developed in different levels. The business process includes developing an

6
BUSINESS PROCESS MANAGEMENT
architecture based on the blueprint. This blueprint helps in guiding the decision makers for
having an executive strategy. This are mainly created with the use of two to three high-level
processes. The architecture ensures an effective visualization along with proper management
tool. The importance of having proper business process architecture is that it helps in
discovering and documenting the process for developing the business architecture. Apart
from this with use of business process architecture it becomes easy to map the process related
to strategic objectives. They also provides an effective way of checking the health for
assessing the status and ensures proper development of the activities. The main importance of
having business process architecture is that it offers a better way of managing the resources
within the organization. The functional requirements related to the organization are also
assessed effectively with the use of business process. This also offers a better way of creating
an accumulating result that ensures proper delivery of value. With an effective business
process, it becomes easy to identify the organization’s strategic intent. After this, it becomes
important to discover the organization’s value proposition so that it becomes effective to
analyse the results. It becomes important to have highest-level core processes so that it can
provide a better process towards the organization. Business process architecture is divided
into different levels this includes business process level, implementation level and enterprise
level. The enterprise level focuses on preparing strategy for business architecture. Second
comes the business process level that focuses on representing the project and the last stage
includes implementation level that focuses entirely on the way project is undertaken. The
essential features of business process architecture are that it provides a better interaction
towards the customer with the use of outside world and has a better structure of business
process. After this, they establish a better criterion for having the process done successfully.
After this, the system is being processed effectively than it ensures generation of an effective
business process goal. This also provides a better structure for changing the priorities and

7
BUSINESS PROCESS MANAGEMENT
includes developing better foundation process for improvement. This also offers better way
of defining the activities that are needed for the structure. This also provides a better structure
for accountabilities and governance towards the system.
To-be process

8
BUSINESS PROCESS MANAGEMENT
Organizational structure chart

9
BUSINESS PROCESS MANAGEMENT
Bibliography
Chang, J.F., 2016. Business process management systems: strategy and implementation.
Auerbach Publications.
Dar, K., Taherkordi, A., Baraki, H., Eliassen, F. and Geihs, K., 2015. A resource oriented
integration architecture for the Internet of Things: A business process perspective. Pervasive
and Mobile Computing, 20, pp.145-159.
Hinkelmann, K., Gerber, A., Karagiannis, D., Thoenssen, B., Van der Merwe, A. and
Woitsch, R., 2016. A new paradigm for the continuous alignment of business and IT:
Combining enterprise architecture modelling and enterprise ontology. Computers in Industry,
79, pp.77-86.
Pourmirza, S., Peters, S., Dijkman, R. and Grefen, P., 2017. A systematic literature review on
the architecture of business process management systems. Information Systems, 66, pp.43-58.
Rosemann, M. and vom Brocke, J., 2015. The six core elements of business process
management. In Handbook on business process management 1 (pp. 105-122). Springer,
Berlin, Heidelberg.
Whittle, R. and Myrick, C.B., 2016. Enterprise business architecture: The formal link
between strategy and results. CRC Press.