Business Process Management Report: Benefits, BPMN, and Analysis

This report provides a comprehensive analysis of Business Process Management (BPM). It begins with an introduction that compares the benefits and shortcomings of BPM and Business Process Reengineering (BPR), exploring the differences in their lifecycles and how they can be combined for continuous improvement. The report then delves into the foundations of BPMN (Business Process Model and Notation), including a question and answer section. It further examines intermediate BPMN concepts, explaining BPMN models and providing a review of common mistakes in BPMN diagrams. The report includes several BPMN models illustrating different scenarios and concludes with a calculation of a competitive offer based on project costs and revenue. The report also includes a bibliography of sources used.

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
1. Introduction to Business Process Management:..........................................................................2
2. Foundations of BPMN:................................................................................................................5
3. Intermediate BPMN:....................................................................................................................6
3.1 Explaining BPMN Model:.....................................................................................................6
3.2 BPMN Model Review:..........................................................................................................7
3.3 BPMN Models:....................................................................................................................10
3.3.A Scenario 1:...................................................................................................................10
3.3.B Scenario 2:....................................................................................................................11
3.4 Calculating Competitive Offer:...........................................................................................11
Bibliography:.................................................................................................................................13

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1. Introduction to Business Process Management:
1.a Benefits and Shortcomings:
Benefits Shortcomings
Business Process
Management
Being able to provide agility to the
business has been one of the most
important benefit of BPM. Business
Process Management allows the
organizations to adapt to new
situations and also change business as
per requirement (Saab, Helms &
Zoet, 2018).
Not every organization is ready for
change. The change must not be
motivated by the profit only but it
should consider the value of
employees also. If the organization
cannot focus on the values of staff
then changing the process will
destroy the internal environment
Increasing the productivity is a
crucial factor in any business. No
matter how big the organization is in
order to be competitive, quality and
faster productivity is essential. The
Business Process Management
detects the flaws in the current
process and also automates various
activities to increase productivity
(Wamba & Mishra, 2017).
Often the process of implementing
automation is not suitable for all
situations. The automation process
must be taken into consideration
based on the organization goals.
The change of manual processes
into automated process can
hamper the image of the
organization just because its value
is hand made products or personal

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service by the staff.Business Process Management has
served the business by allowing them
to see the inefficiencies in the current
processes. The BPM can save
business resources and allow those
resources to be used somewhere else
or save operational cost (Saab, Helms
& Zoet, 2018).
Business Process
Reengineering
Business process reengineering
allows the organizations to improve
cycle time, product cost, service
quality and more.
Many organizations assumes that
Business Process Reengineering is
the solution to quick competitive
advantage. In reality, the Business
Process Reengineering is a lengthy
process and often needs to be done
through continuous improvement
approach.
It has a very good record of
enhancing the competitiveness in
terms of operational domain. BPR is
able to that because it can provide
leaner, simpler and productive
business processes.
The resource and time required to
complete a Business Process
Reengineering is high and many
organizations suffers from cash
inefficiency after starting Business
Process Reengineering (Wamba &

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Mishra, 2017).
Innovative thinking are often created
because of business process
reengineering. The BPR pushes the
organizations to eliminate the
conventional solutions to a problem
and to generate a fresh one that can
last for long time.
The Business Process
Reengineering is not something
that business can control. The
organization often face issues with
changing processes of another
department in spite of their desire
because BPR demands it.
1.b BPM vs BPR Lifecycle:
The optimization phase of business process management lifecycle is not included in the
business process reengineering life cycle. In order to understand the reason, it is crucial to
understand optimization phase. The optimization allows the organization to retrieve performance
of the new processes through the monitoring or modeling phase. The Optimization phase is able
to identify the existing or possible opportunities and bottlenecks for saving the process cost and
various other business process enhancement (Garbutt & Schuler, 2016). After the enhancements
are identified, those factors can be implemented in the business process. In order to complete the
optimization process, the process mining tools are used. However, the in case of the complex
processes, the optimization not an efficient process. The process mining tools are not able to
process huge amount of data and conditions simultaneously and the output are often inefficient.
That is why BPR uses the step called link to quality improvement in the monitor phase.

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1.c Combining BPM and BPR:
The BPM and BPR are very different approaches and these two approaches leads to very
different outcome. The BPM and BPR cannot be used simultaneously on a single process.
Therefore, the way of using both for continuous improvement is using any of those approaches in
suitable situation. In situations where incremental process improvement can lead to desired
outcome, the business process management is the right choice. The business process
management can be used in processes which has high value for workers. However, over time, the
importance of the IT will increase and many manual processes has to be automated for more
accurate and faster processing. In such situations, the business process reengineering can be a
better options. All the complex and big processes has to be modified using the BPR (Zachman,
Rosing & Scheel, 2015).
2. Foundations of BPMN:
Questions Answer
2.1 B
2.2 B
2.3 E
2.4 C
2.5 C
2.6 E
2.7 A, D and F

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2.8 F and G
2.9 C
2.10 D
2.11 D
2.12 A
2.13 D
2.14 A
3. Intermediate BPMN:
3.1 Explaining BPMN Model:
The BPMN consist of two sub-processes. These sub-processes work as a loop. Therefore,
until the maximum limit is reached these processes will continue to be executed. The whole
process has total four intermediate start events. As per the information provided within the
diagram, BPMN does the job of checking complaints. As the name of the pool are missing there
is no information about who will be in charge of the process. The process starts when the
responsible person starts checking for new complaints. The starting time and limit of the
maximum loop is not present in the diagram. Therefore, it is not possible to tell the exact time of
running. However, if it is assumed that process starts at 9 a.m. then the process would
continuously run for 8 hours. The duration for responding to complaint and other processes are
not provided. Therefore, specific time needed for processing each complaint is not possible to

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calculate. This kind of process description can be found in help desks or any customer query
handling department.
3.2 BPMN Model Review:
Mistake Reason
The pool between Admissions Office and
Housing Officer is not labeled
Each pool must have a label so that organization
chart can be recognized
The student application received message
start event has outgoing arrow to another
pool
The message start events cannot connect to other
pools through outgoing flow it can only have
incoming message flow from other pools
The application received message does
not have any prior process from the
student pool
A message event must have an incoming flow
from other processes
The Updated application received
intermediate message event does not have
any prior process from student and this
message event is connected using
sequence flow
The messages can have only incoming message
flow from other pools
Application returned to applicant is
leading to a process in student pool
directly
No message event except end, can have direct
outgoing flow to other pools
The form analysis exclusive or gateway is
connected to the message event
A gateway must have outgoing flow to a process
first and then an event

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The labels of the exclusive or gateway
sequence flows are not correct
The labels of gateway and sequence flows allow
the reader to interpret its meaning. Therefore,
lack of information can lead to misunderstanding
The labels of the inclusive gateway
sequence flows are not correct
The inclusive gateway flows have conditions
labeled on them unlike ex or having yes or no
labeled on flows
The exclusive or gateway with labeled
‘not eligible’ sequence flow does not have
label for second sequence
Each outgoing flow of an ex or gateway must
have a label
The out sequence flow of reject
application is not right, it should have
been message flow
The reject application process must have an
outgoing message flow to connect the student
pool
Prepare student housing insurance form
process is not associated with any other
process
A process must have an incoming flow from
other gateway, event or process. This process has
connection with a data object only
Prepare student housing insurance form
process is linked to student application
data object using message flow
A data object cannot have a message flow. The
message flow is reserved for the message events
only
The loan providing process is divided
using ex or and joined using parallel
gateway
The dividing gateway must be used for combing
too. The exception is using complex gateway
with the parallel gateway. This is because in this
scenario, the parallel gateway would wait for both
the credit check and housing availability

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processes to be completed but because of Ex or
only process would be executed.
As per the scenario, the study loan and
student housing both or only the housing
is selected
The scenario describes that housing is necessary.
This because student housing insurance is
mandatory for completion of whole proces.
Housing quote send message event does
not have any incoming message flow
This end message event is connected to a data
object. It is already mentioned that each message
event must have an incoming and outgoing flow
Corrected Diagram:

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3.3 BPMN Models:
3.3.A Scenario 1: