With the increasing competition companies need to optimize their processes this can be done using business process modelling. Business process modelling is an activity that aims to deliver services to the customers by defining it by some steps. In this report, many articles and journals are studied regarding business process modelling and how it offers benefits to an organisation. The issues that are faced by an organisation due to business process modelling are analysed. The article studied also covers different business process model. It can be stated that business process modelling is one of the priority for businesses. The issue faced by business process modelling is to have a detailed understanding of the data which is sometimes not possible (Rosemann and vom Brocke, 2015). It identifies all the current activities so that analyses could be done for improvement. It also increases the speed of processes by reducing the overall cycle time.
Literature Review
According to (Recke and Mendling, 2016). , every organisation executes processes. Business process modelling is a practise that generally aims to model, measure, optimise and improve business processes. It basically emphasises operational efficiency that is achieved by automation. It helps in reducing the overall cost of the processes. Business process management modelling improves the overall performance of a business. This approach is used to improve the overall quality by implementing processes to enhance customer satisfaction. In the journal, author stated that business process modelling is a well-defined and disciplined approach that is used to identify, design and execute all the business process (Rosemann and vom Brocke, 2015). It helps in achieving the target and creates better business values by supporting the organisation to meet the objective. It has enabled various enterprises to understand the issues so that possible alteration could be made It is done by representing the problem domain using flow charts, Gantt chart that helps in having a visual view. It showcases the entire situation in which a business operates. It is used to visualize the working of business operations so that improvement can be done. This creates visual model for all the operations to be implemented (Recke and Mendling, 2016). It supports the business to align all the new strategies in an appropriate manner so that overall performance could be enhanced. It helps in overcoming the issues that are faced stakeholders to understand the demand.
(Source: https://www.itacanet.com.br/index.php/en/bpm-en.html)
In the views of (Müller, Schmiedel, Gorbacheva and Vom Brocke, 2016), Business Process management is divided into many categories that help businesses to optimize the overall design. It is a management cycle that first focuses on designing the processes to ensure that operations are completed in an effective manner. The other category is modelling that ensures that how processes will operate under different circumstances. Business process modelling also helps in designing problems so that business workflow can be managed. It can be said as a method through which business processes communicate with each other by understanding the users of business (Müller, Schmiedel, Gorbacheva and Vom Brocke, 2016). It reduces the errors between business and IT department. It has helped in overcoming various challenges as it monitors and controls all the processes by gathering the information. It is beneficial for every organisation as has offered transparencies in the working environment by offering self-service processes to the customers (Conger, 2015). It has reduced manual cost of an organisation by reducing the error rate. On the other hand, it has increased the capacity and decision making power of an organisation. Business process lifecycle cover design, configuration, monitoring, adjustment and diagnosis phase. In the design phase process is designed so that it can be coded and monitored by management to find out the changes that are needed (Conger, 2015).
According to (Schmiedel, Vom Brocke and Recker, 2014), business process modelling is basically used to improve the efficiency of all the processes with the motive of reducing ad hocs from the network. The goal of business process modelling is to manage all the processes so that better services are delivered to the customers. It supports the organisation by achieving all the operational efficiency (Schmiedel, Vom Brocke and Recker, 2014). Thus, in the journal it was mentioned that business process management is a set of well-defined rules that are used to improve the business processes by creating or designing more effective rules. It works on a predicable patter by focusing on on-going and repetitive process (Krumeich, Weis, Werth and Loos, 2014).
(Source: https://www.google.co.in/url?sa=i&rct=j&q=&edata-src=s&source=images&cd=&ved=2ahUKEwiKwsqpxd3dAhUHgI8KHWWhB9YQjRx6BAgBEAU&url=https%3A%2F%2Fkissflow.com%2Fbpm%2Fbusiness-process-management-overview%2F&psig=AOvVaw3O4t9XznAYJWVEGo5aeF2U&ust=1538218695128789)
The business process management lifecycle is covered in the above five steps that are displayed.
In the opinion of (Recker, 2017), incorporating business management in an organisation have helped millions of business to control the work flow and processes in an effective way. The benefits of using business process modelling are to create, map and analyses the processes so that improvement can be done. It is an approach that graphically presents the way through which business can conduct their process. Business process management is also facing various issues like gaining support of top management, investment cost of the software. The issue at strategic level arises due to lack of understanding on process orientation. Lack of awareness and difficulty in understanding process orientation is an issue that can be resolved by determining the benefits of products and services (Davenport, 2015). In business process modelling an organisation lacks a common mind-set when vendors are promoting to BPM technology.
In the views of (Berg and Kilambi, Siebel Systems Inc, 2014), Business process modelling faces various issues at the tactical level also as there exists a gap between operational practices and strategic objective. One of the major forces for business process modelling is improving the customer relationship. It is a tool that is used to monitor the process structure in a real time. From the research, it was found that business process modelling helped an organisation to improve the efficiency, versatility and customer satisfaction. It has helped in standardizing the things that support an organisation to gain global brand name. BPM plays an important role while making changes in an organisation (Berg and Kilambi, Siebel Systems Inc, 2014). It supports employees to work together in an organisation. It helps in documenting the business processes as it provides a path that can to be carried by an organisation. It increases the overall efficiency of the operations by educating the staff so that employees get detail understanding of the processes. Business process modelling defines the responsibility of every person so that they can understand their responsibility and work accordingly (Brocke and Rosemann, 2014). BPM is a technology as it helps in enforcing a process regarding how they will be performed. It depicts the flow of work that need to be followed in an organisation, once the flow of work is decided it is implemented (Brocke and Rosemann, 2014).
According to (Schmiedel, vom Brocke and Recker, 2015), a survey was carried out on business process management that includes various tools and techniques that are used in an organisation. In the survey it was found that it is treated as a system that defines and creates of processes that will be followed to support the operational processes. In the survey, it was analysed that more than 60% of processes are documented and are completed using business process modelling (Schmiedel, vom Brocke and Recker, 2015). Business process modelling is used to optimize the performance by mapping the activities step by step. It is a critical part of an organisation as it manages all the processes by creating a baseline for improvement.
According to (Vom Brocke, Petry and Gonser, 2016), business process modelling deals with high and low level of mapping that redefines the processes for improvement. It is beneficial for an organisation as processes are monitored regularly and improvement is done at every stage. The part of business process modelling covers business process improvement that means mapping and analysis of a single process. It supports the organisation by eliminating all the challenges and the main function of business process modelling is improving the efficiency and productivity to increase the overall profit. It finds out the best practise that needs to be undertaken so that no conflicts are caused and a positive work environment is created (Vom Brocke, Petry and Gonser, 2016). Business process modelling use the techniques to model existing processes so that inefficiencies could be found and potential improvements could be found. Later, new processes are designed so that improved process could be developed.
According to (Hammer, 2015), in the journal it was found that business process modelling aligns operations with business strategy. This is done by aligning the actual business processes with the business strategy. It facilities the organisation by mapping the business processes with overall strategy. On the other hand, the article depicts that business process methodology improves the communication between the different departments so that smooth functioning between the processes take place. It improves operational efficiencies of an organisation by reducing the process cycle time. It was mentioned that one of the major benefit is identifying the competitive advantage so that processes of business can be stimulated and improvement could be done. It offers advantages as well as disadvantage to an organisation like re-designing the process can affect the flexibility of workers as they will not be able to do work in their own style (Vom Brocke, Schmiedel, Recker, Trkman, Mertens and Viaene, 2014). On the other hand, it offers a way to the employees through which processes need to be completed. It helps an organisation to identify all the operations to determine that operations are in compliance with regulations.
In the views of (Lohmann and Zur Muehlen, 2015), from the research it was found that importance of business process modelling is increased with increasing competition and rapid changes in the market. It is a recursive activity that improves the business processes by changing the old process by understanding the organisational components. It ensures maximum possibility to explore processes that can never happen in reality. It also minimizes risk of changes in planning process and provides opportunities for generating new and innovative ideas. It also enables customers to interact and compare the simulations so that better understanding is gained. It offers various challenges like it is a time consuming process to build a versatile model. Integrating business process modelling in an organisation is difficult as it requires special training (Hammer, 2015). From the paper it was found that business process modelling is used to assist people by offering them a direction that needs to be followed. It helps in understanding all the current business processes so that new possibilities could be generated. The only drawback of using business process modelling in an organisation is that it requires over analysis. This can sometimes lead to miscommunication between the users.
The above research is done by considering the case of large as well as small firs. Mostly, business process modelling is used in large firms as it helps in offering a view to the company that need to be followed. The main purpose of designing business process modelling is to improve the performance by using tools (Krumeich, Weis, Werth and Loos, 2014). It is implemented to improve the overall efficiencies by streamlining the processes and boosting up the quality. It is basically used to make all the complex situations easy by designing a well-defined process.
Conclusion
It can be concluded from the above research that, business process modelling is an important part for an organisation. Business process management can be said as a framework that is used to create value to the business. It can be stated that business process modelling divides processes so that objective of an organisation could be achieved. It helps in defining the work flow of an organisation between different levels. In this report, the benefits that are faced by business process modelling are discussed along with its challenges. It is a technology that helps in enforcing a process regarding how it will be performed. It depicts the flow of work that need to be followed in an organisation, once the flow of work is decided it is implemented so that speed of process is improved.
References
Berg, E. and Kilambi, K., Siebel Systems Inc, 2014. Method and apparatus to facilitate development of a customer-specific business process model. U.S. Patent 8,639,542.
Brocke, J.V. and Rosemann, M., 2014. Handbook on business process management 2: strategic alignment, governance, people and culture. Springer Publishing Company, Incorporated.
Conger, S., 2015. Six sigma and business process management. In Handbook on Business Process Management 1 (pp. 127-146). Springer, Berlin, Heidelberg.
Davenport, T.H., 2015. Process management for knowledge work. In Handbook on Business Process Management 1 (pp. 17-35). Springer, Berlin, Heidelberg.
Hammer, M., 2015. What is business process management?. In Handbook on business process management 1 (pp. 3-16). Springer, Berlin, Heidelberg.
Krumeich, J., Weis, B., Werth, D. and Loos, P., 2014. Event-driven business process management: Where are we now? A comprehensive synthesis and analysis of literature. Business Process Management Journal, 20(4), pp.615-633.
Lohmann, P. and Zur Muehlen, M., 2015, August. Business process management skills and roles: an investigation of the demand and supply side of BPM professionals. In International Conference on Business Process Management(pp. 317-332). Springer, Cham.
Müller, O., Schmiedel, T., Gorbacheva, E. and Vom Brocke, J., 2016. Towards a typology of business process management professionals: identifying patterns of competences through latent semantic analysis. Enterprise Information Systems, 10(1), pp.50-80.
Recker, J. (2017). Business Process Modeling- A Comparative Analysis*. Available from https://pdfs.semanticscholar.org/cdd5/1a86660b2571254b1b04e9e78e947ed82da2.pdf Accessed on 18 sept 2018
Recker, J. and Mendling, J., 2016. The state of the art of business process management research as published in the BPM conference. Business & Information Systems Engineering, 58(1), pp.55-72.
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.
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.
Schmiedel, T., vom Brocke, J. and Recker, J., 2015. Culture in business process management: how cultural values determine BPM success. In Handbook on Business Process Management 2 (pp. 649-663). Springer, Berlin, Heidelberg.
Vom Brocke, J., Petry, M. and Gonser, T., 2016. Business process management. In A Handbook of Business Transformation Management Methodology (pp. 137-172). Routledge.
Vom Brocke, J., Schmiedel, T., Recker, J., Trkman, P., Mertens, W. and Viaene, S., 2014. Ten principles of good business process management. Business process management journal, 20(4), pp.530-548.
Waworuntu, J. and Tangkawarow, R. (2017). A Comparative of business process modelling techniques. Available from https://iopscience.iop.org/article/10.1088/1757-899X/128/1/012010/pdf Accessed on 18 sept 2018.
Wong, W.P., Tseng, M.L. and Tan, K.H., 2014. A business process management capabilities perspective on organisation performance. Total Quality Management & Business Excellence, 25(5-6), pp.602-617.
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