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MAN6910 | Business Process Management Part A | Management

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1) Introduction to Business Process Management

Compare the two improvement movements of business process reengineering (BPR) and the more modern approach of business process management (BPM) by answering the following questions in a short essay of around 500-800 words:
a) Describe the benefits and shortcomings of BPM vs BPR?
b) Explain which phase of the BPM life cycle does BPR discard entirely and why that particular phase is not necessary in BPR?
c) Explore and describe ways of how BPR and BPM could be combined in a company’s long-term continuous improvement methodology?
Hint: Focus on stating facts backed up by evidence, rather than superficial descriptions.

2) Foundations of BPMN
Create a 2 column table stating the exercise number in one column and your answer letter in the other column:

2.1)How would you connect 2 BPMN pools with each other and how would you connect elements within one of these pools?

    A) A start event and an event-based decision element
    B) Message flows and sequence flows
    C) 2 data objects and message flows
    D) Sequence flows and message flows

2.2) Which connection elements in the following BPD are associations
    A) There are no associations
    B) The connection element going into and out of the open as well as the approved vacation request
    C) The two connection from the request manager approval activity to the start and end event in the manager pool
    D) All the connections between the HR department and the Employee
    E) The two little circle arrows

2.3) Assume for the following BPD that all start events are triggered at once (i.e. they all get a token). How many times will D be executed before the process ends?

    A) 1 time
    B) 2 times
    C) 3 times
    D) 4 times
    E) 0 times, the process model is wrong

2.4) Which BPMN element would normally be used to represent entities from a hierarchical organisational chart?

    A) The sequence flow connecter
    B) An annotation stating the organisational entity
    C) The Pool and Lane elements
    D) Activities with the label same label as the organisational chart element
    E) This cannot be done in BPMN, UML models must be used for this.

2.5) What kind of BPMN construct is used to reverse, restore or counter a previous activity?
    A) Offset
    B) Reciprocal
    C) Transaction
    D) Compensation
    E) Complex gateways

2.6)What are the only elements which can be connected after this element?
    A) Any BPMN element
    B) Any intermediate events
    C) This is a UML element and not part of BPMN
    D) Receiving Message, Timer, Condition, Signal Events and Message receiving tasks
    E) Only message throwing events and tasks

2.7) A BPD usually represents which three of the following symbol categories

    A) Swimlanes
    B) Flow Objects
    C) Vision and Mission elements
    D) Connecting objects
    E) Class Diagrams
    F) Fishbone diagrams

2.8) Which of the following phases are NOT part of the Business process Life cycle?
    A) Process Identification
    B) Process Duplication
    C) Process Elimination
    D) Process Discovery
    E) Process Monitoring
    F) Process Mirroring
    G) Process Colouring

2.9) What is the purpose of modeling a hierarchy in Business processes?
    A) to model the processes used to accomplish an organization's goals
    B) to present the hierarchy of the information processed by an organization
    C) to represent composition and decomposition of processes in a hierarchical manner
    D) to depict the hierarchy of interactions that occur between different business processes

2.10) A subprocess must fulfil two conditions. These are (select 2)
    A) It makes up part of the overall business process
    B) It is the lowest level of child sub-processes of a parent process
    C) It has at least one parent process and cannot be further decomposed into sub-processes
    D) It breaks down the parent process into one or more child business process diagrams that contain other low-level sub-processes or tasks.

2.11)    How many times will the subprocess loop for until complete if the generated number happens to be 300?
    A) It will not loop at all
    B) 5 times
    C) 9 times
    D) 7 times
    E) 10 times

2.12) How many work orders will be created by the subprocess “create work orders”, if a customer purchase order with 20 items listed is received?
    A) 1 work order
    B) 2 work orders
    C) 20 work orders
    D) 100 work orders
    E) It will loop indefinitely because there is no loop maximum defined.

2.13) If a process token reaches a terminate end event, it…
    A) triggers a collapse of all the subprocesses below the current level only
    B) stops all the parent processes but not itself
    C) it waits for all the subprocesses to finish normally but cancels the process at its current level
    D) stops the entire process at the same level as well as all subprocesses

2.14) If the non-interrupting timer boundary event attached to the activity “review admissions” is triggered, it means that
    A) stop reviewing admissions and perform the activity downstream from the timer event
    B) send a timestamp signal to the process engine to stop the process
    C) perform the activity downstream from the timer event without interrupting the review activity
    D) restart the review task because the time ran out

3) Intermediate BPMN

3.1)
Explain in detail the following BPD textually. What does it do, when would it start and how long could it run for? Where would one expect to find such a process description?

3.2)Review the business process model in figure A on page 6. In its current form it contains various modeling errors:

    1) Find at least 15 mistakes and highlight them.
    2) Explain in tabular form why the identified “mistake” is a mistake using the rules of BPMN and/or the BPMN 2.0 Specification.
    3) Correct the identified mistakes in a new BPMN model

3.3)Transform each of the following process descriptions into BPMN Diagrams modeled from the company perspective.
A) At the receipt of a customer complaint, the customer service agent verifies if the complaint information (such as original invoice, description of the failure report, serial number etc.) sent by the customer is complete in the customer relationship management module (CRM). If the information is incomplete, the customer service agent requests the missing information. If the customer has still not sent the necessary information, the complaint is declined by the customer service agent. In the other cases, the customer service agent holds enough information to process the complaint.

B) Sue, who has been unemployed for 2 years now, decides to send out applications to multiple companies in her city which offer suitable job positions. At one of the companies she applied to, once the application has been received, it will be checked for completeness.

In case the application is erroneous, a request for further documents would be send out to Sue. Sue would then be given 7 workdays to resubmit her documentation. Once here resubmitted documents have been received, they be checked for completeness again and go through the same steps again. If no documents have been received after the 7 days, the company would try to call Sue to enquire if she still would like to apply for the job. If that is the case, she would be given another 7 days before she would receive another phone call. If Sue withdraws her application in one of the phone calls, the company would then return her application pack to her and the process ends.

In case the application is complete, the company would evaluate Sues suitability for the job position. If the company thinks the job would not fit Sue, they will return her job application pack to her. If the evaluation is positive on the other hand, her evaluation will be added to the list of possible applications. They will receive in invite in a different process.

3.4)Calculate a competitive offer for the following process project proposal:

While working as the managing process analyst (MA) at Crazy Process Rookies - Consulting (CPR- Consulting) and leading your small team of process analysts you receive a different RFP (request for proposal):

The team has grown from when you first started to 4 lead analysts (LA) and 8 consultant analysts (CA) as well as 2 young analysts (YA). The lead analysts are more experienced and well-educated in all parts of the process analysis life cycle. All have between 5-8 years BPM Experience. The consultant analysts are established, comfortable in process analysis and workshops with 2-5 years of experience. Young analysts are straight out of university, usually with a bachelor’s degree. They have very little client site experience. You yourself have been in the BPM game for more than 10 years and you know all the ins and outs. The internal charge rates (ICR) for the different consultant levels are as follows: MA – 180AUD/h; LA – 160AUD/h; CA – 100AUD/hour; YA – 80 AUD/hour. CPR Consulting charges their client’s different external day rate for these experience levels. They are 1500 AUD for MA, 1300AUD for LA, 1000AUD for CA and lastly 900AUD for the young analysis.

One day, you receive a phone call from Runnings in the Joondalup asking for an RFP for a process documentation project. Runnings specialises in sportswear. The RFP document explains, that there is a need to have 26 processes mapped out in 5 different departments:
    • 6 processes are in Department A
    • 8 Processes are in Department B
    • 4 Processes are in Department C
    • 6 Processes are in Department D
    • 2 processes are in Department E

Department E is a sub-department of department D, meaning that some people from Department D also manage and run the 2 processes in department E during their work hours. Employees have said that their team cannot discuss department D’s and E’s processes at the same time or the will run into time management problems incurring fines. There an no other interdependencies between departments.

All the processes in department A and C considered medium complexity as people have attempted to document them in excel forms and other simple flow chart notations. Department B’s processes are the core processes of the company and highly specialised. Therefore, they are categorised as very high complexity. The processes in department D and E are short and therefore considered as simple and low complexity.

Simple processes involve around 10 main activities with 2 roles, medium complexity processes are assumed to have around 15-20 activities operated by 4-6 roles. Information to these workflows is known to be kept in various word documents, excel sheets, non-standardised flowcharts and as intangible knowledge. Complex processes, on the other hand can have 25-30 main activities executed by 6-9 roles. Documentation about their core processes is likely to be outdated.

Process Owner X is responsible and accountable for processes in Departments A, B and C while process owner Y is responsible and accountable for processes in Department D and E. Process Owners have the authority to approve validated and verified process models.

The scope of the project is to create the 26 AS-IS processes, have them quality assured and lastly published in their internal Business Process Repository and announced through the internal notification system, so that every staff member can access it. Project start is set to be May 1st, 2019 and Runnings wants this project to be completed within 3 months.

The offer must be a fixed (all-in) price offer. Runnings always expects high quality work from their partners. In return, their employees are young and eager to discover their processes as they see the benefits of process management and will accept proposed meeting invites straight away.

Your Client Manager at CPR expects a project margin of at least 28% from this project, otherwise you have to justify your deviation from it. Luckily for you, you overheard a conversation of your long-time competitor ‘Rapid Process
Management’ during the council project talking about this Runnings project. Their Project Manager mentioned their offer will be around 450’000AUD all in.

The standard working week in Australia is 38 hours per week (7.6 hours per day), usually worked Monday to Friday. Work beyond that amount is overtime and attracts a premium (Treat Public Holidays as normal work days if they fall on a weekday).
    A) What is your project sales price, internal project cost and project revenue?
    B) What is your project team size?
    C) What is your project duration?
Include a screenshot of your project calculation as well.

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