Business Process Management (BPM) and BPMN Workbook Assignment

This document presents a comprehensive solution to a Business Process Management (BPM) workbook assignment. The solution addresses key concepts including a comparison between Business Process Reengineering (BPR) and the more modern Business Process Management (BPM) approaches, discussing their benefits, shortcomings, and the phases of the BPM lifecycle. It includes a detailed analysis of how BPR and BPM can be integrated for continuous improvement. The assignment also covers Foundations of BPMN, including how to connect BPMN pools and elements. Additionally, the solution analyzes a case study involving advanced BPMN/BPM lifecycle scenarios, including process diagrams, waiting times, cycle times, and work in progress (WIP) calculations. The document also explores potential improvements, identifies impacts, and presents To-Be models for process optimization, including a fishbone diagram and process flowcharts. The document provides a valuable resource for students studying BPM and related topics, offering insights into process analysis, improvement strategies, and BPMN modeling.

4) Advanced BPMN/BPM Lifecycle
Scenario 4.A
PART B
Task 4A.1

Task 4A.2)
Step Performer Classification
new request Client BVA
Submit client VA
Register client VA
Request waiting Level NVA
Check new request known Level 1 BVA
re-submit Client NVA
Communicate resolution Level 1 BVA
Forward level 1 Tracking system NVA
Forward to level 2 Tracking system NVA
New request Wait for
evaluation
Level 2 NVA
Evaluation Level 2 VA
Prioritize request Level 2 VA
Pick-up Level 2 NVA

Research and resolution Level 2 VA
Writes Resolution Level 2 BVA
Fetch resolution Level 1 NVA
Send problem resolution Level 1 NVA
Test resolution out come client BVA
Email test result client NVA
Resolved Client BVA
unresolved Client VA
Forward unresolved Level 1 NVA
Prioritized Level 2 VA
Task 4A.3).
Waiting time Processing time
60 5
120 10*0.2
1200 5
1200 20
20 5
1200 120
10 20
2 2*0.2
Average =3812 Average=177.4
Cycle time =waiting time +Processing time.
Cycle time =3812+177.4.
CT=3989.4
TCT=177.4
Cycle Time (CT)=
177.4/3989.4
=4.4%
Theoretical Cycle Time (TCT)
Cycle Time (CT)

Task 4A.4).
WIP= arrival rate is 50 per day =50/25*60=125
WIP =125*3812
=498675 minutes
Task 4A.5).
Level 1 staff cannot resolve some request because those request require some specific skill.
Level I staff gives wrong information to clients because they do not understand some request.
The time to process request is long one request has to wait for some time to be processed.
Proposal.
Reduce on number of level 1 staffs.
Level 1 employees should be trained.
Task 4A.6).
Name explanation Assumptions Qualitative
impact
Quantitative
Impact

Resolution not
solved
Level 1 cannot
resolve some
technical
request
Need to train
and equip them
with required
skills
Poor service
deliver because
of wrong
information
level 1 provides
Incorrect
information
Level 1 gives
wrong
information to
clients because
they do not
understand
some requests
Level on should
not give out
wrong
information
Clients receive
in correct
information
leads to poor
reputation of
company
Inexperience Level 1 have
work for short
period of time in
company and
not used to
technical
requests
Level 1 need to
have worked for
over 2 years
2 years
Long waiting
time
One process
takes a lot of
time to process
another
Waiting time
need to short
Too long
waiting time
leads to
bottleneck
Long processing
time
There is lot of
time taken
during
processing
request
50 request takes
about 30
minutes to
process each
50*30=1500
Pending issues Some issues are
not resolved due
to a lot of time
is waited on
waiting.
30 request are
pending per day
to be resolved
30

Task 4A.7)

Scenario 4.B.
Task 4.B.1:

Task 4.B.2:

Task 4.B.3a:
a)
Name explanation Assumptions Qualitative
impact
Quantitative
Impact
Cover Payment
not made
On verification
by ABC about
insurance
cover
All windshield
should be
insured at $200
per annum
200
No windshield
repair
Customer lacks
insurance
cover and
Repair shop
does not want
to take risk
All customer
should have
windshield
cover
Windshields
are not repaired
Delay repairing
process
Repairing
process is
delayed by
ABC and agent
because their
phones not
available
Use
messengers to
deliver
information
and employ 1
messenger per
customer
1
Claim invalid Claim is not
paid and
verified is
invalid
Pay claim for
windshield
Repair shop
takes a risk to
repair
windshield
because can
lose customer
to competitors

Task 4.B.3b:.

Figure 1 Diagram below shows Fishbone diagram of process
Task 4.B.3c identify impacts.
Impacts of claim being invalid a client vehicle cannot be repaired.
Delay communication leads to repair shop to take risk of repairing client vehicle and not being
paid.
No windshield cover impact abc cannot confirm it .
Task 4.B.4 B To-Be Model.
a. Time. Spending a lot of time to reach ABC
Cost. Client should pay direct repair shop incase claim invalid

b. Figure 2 Diagram below shows To-Be process diagram of scenario 4B.
References.