Business Process

Management
[BSIN 103]

GIU – Spring 2025 – Lecture 2

Business Process Management Lifecycle
& Business Process Reengineering (BPR)

Dr. Ayman Al-Serafi

Teaching Assistants: Ahmed Elnager & Youssef Elsawi

Outline
1. Business Process Management (BPM)
Lifecycle
2. Business Process Reengineering (BPR)
3. Example of BPR
4. Conclusion

Q&A
BSIN 103 - GIU - Dr. Ayman Alserafi 1-2
 Perspectives on Information
Systems
Information system:
• Set of interrelated components
• Collect, process, store, and distribute information
• Support decision making, coordination, and control

The
information
system
implements
procedures

Processes!

© Pearson Education
BSIN 103 - GIU - Dr. Ayman Alserafi 1-3
Business Process
Management Lifecycle
Evaluation:
Process Mining
Business Activity Monitoring

M. Weske: Business Process Management,

1

© Springer-Verlag Berlin Heidelberg 2007

Evaluation

Design:
Administration Business Process
Enactment: and Design & Identification and
Operation Enactment Modeling
Monitoring Stakeholders Analysis
Maintenance
3 Analysis:
Validation
Simulation
Configuration Verification

2
Configuration:
System Selection
Implementation
Test and Deployment

Fig 1.5. Business process lifecycle

BSIN 103 - GIU - Dr. Ayman Alserafi 1-4
BSIN 103 - GIU - Dr. Ayman Alserafi 1-5
Design and Analysis
 Surveys on process and their organizational and
technical environment are conducted

 Based on these surveys, processes are identified,

reviewed, validated, and represented by business
process models

 Explicit process models expressed in graphical notation

facilitate communication about these processes, so that
stakeholders can
 communicate efficiently
 refine and improve them

BSIN 103 - GIU - Dr. Ayman Alserafi 1-6

Design and Analysis II

Three good reasons for making

models
1. Gain Insights
 For a better understanding of a
system

2. Analysis
 Validation and verification

3. (Requirements) Specification
 A blueprint of construction
BSIN 103 - GIU - Dr. Ayman Alserafi 1-7
Business Process Example:
Making Ad Campaign

BSIN 103 - GIU - Dr. Ayman Alserafi 1-8

Business Process Example:
HR Applicant test

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Business Process Example:
HR Recruitment

A business
process can
become very
complex,
that’s why
we need to
have a sub-
process.

BSIN 103 - GIU - Dr. Ayman Alserafi 1-10

Design and Analysis III
 Investigate languages to express business process models

 Business Process Modelling is more than just a design

diagram:
 validation, simulation, and verification techniques are used
during this phase

 Once initial design is developed, it needs to be validated

(using workshop)

BSIN 103 - GIU - Dr. Ayman Alserafi 1-11

Configuration
 Once process model is designed and verified, the process
needs to be implemented

 There are different ways for it:

 As a set of policies and procedures that enterprise has to
comply with
 Realization with or without Business Process Management System
(BPMS)
 BPMS is software that automatically implements and monitors the BPM
lifecycle.
 Can include Simulation, Workflow automation and enactment, etc.
 Information System is configured according to organizational
environment
 It includes interaction of employees with system
 And integration of existing software systems with BPMS

BSIN 103 - GIU - Dr. Ayman Alserafi 1-12

Enactment
 Once configuration is completed, process instances can be enacted

 Enactment encompasses the actual runtime of the business process

 BPMS actively controls the execution of instances as defined in process

models
 i.e. activities are performed according to the execution constraints specified in process
model
 Can send alerts and create task assignment
 Can automate the execution of a task

 Monitoring component visualizes the status of process instances

 Information is valuable, for instance to respond to a customer request that inquires about
the current status of his case

 During enactment, valuable execution data is gathered, typically in some form of

log file
 Log files consists of ordered sets of log entries, indicating events that have occurred during
processes

BSIN 103 - GIU - Dr. Ayman Alserafi 1-13

Evaluation

 Uses the information available to evaluate and

improve process models and their implementations
 E.g., duration of process, number of exceptions, bottleneck
activities in the process, etc.

 Execution logs evaluation

 Business activity monitoring
 For instance, it can identify that a certain activity takes too long
due to shortage of resources required
 Process Mining
 If applied on traditional IS, process models can be generated
 Reverse engineering of a business process from the log files

BSIN 103 - GIU - Dr. Ayman Alserafi 1-14

Administration and
Stakeholders
 Numerous artefacts at different levels of abstraction that needs
to be organized and managed
 E.g., documents shared between activities

 A well structured repository with powerful query mechanisms is

essential
 E.g., database, enterprise system (IS), etc. used in the business process

 Classification of roles of Stakeholders

 Process Designer; modeling processes by communicating with domain
experts
 Process Participant (e.g., employee responsible to execute an activity)
 Process Responsible (e.g., the manager)
 Business Engineer / Consultant; domain experts, non technical
 System Architect
 Developers
 Etc…

BSIN 103 - GIU - Dr. Ayman Alserafi 1-15

Outline
1. Business Process Management (BPM)
Lifecycle
2. Business Process Reengineering
(BPR)
3. Example of BPR
4. Conclusion

Q&A
BSIN 103 - GIU - Dr. Ayman Alserafi 1-16
 Business Process Change :
As-Is Vs To-Be Business Process

Source: https://www.visual-paradigm.com/tutorials/as-is-to-be-business-process.jsp

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Business Process Improvement

Source: https://fluxicon.com/blog/2014/02/how-is-process-mining-different-from/

BSIN 103 - GIU - Dr. Ayman Alserafi 1-18

 Information systems and structural change types

• Automation: Mechanizing procedures to speed

up the performance of existing tasks

• Rationalization of procedures: Streamlining of

standard operating procedures

• Business process reengineering: Analysis &

redesign of business processes
to optimize workflows

• Paradigm shift: Radical reconceptualization of

nature of the business / organization

BSIN 103 - GIU - Dr. Ayman Alserafi 1-19

Business Process Reengineering

1. Reorganizes work flows

2. Combining steps to eliminate
redundant paper-intensive tasks
3. Large payoff from IT investment if
processes are redesigned by applying
technology

BSIN 103 - GIU - Dr. Ayman Alserafi 1-20

USING INFORMATION
SYSTEMS!

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•Systems as Planned Organizational Change

Steps in effective reengineering

(A) Determine which business processes should be improved,

(B) Identify and describe existing process

(C) Understand how much the process (costs) and how long it takes (time)

(D) Determine which methods can improve process

BSIN 103 - GIU - Dr. Ayman Alserafi 1-22

Outline
1. Business Process Management (BPM)
Lifecycle
2. Business Process Reengineering (BPR)
3. Example of BPR
4. Conclusion

Q&A
BSIN 103 - GIU - Dr. Ayman Alserafi 1-23
 THANK YOU FOR
YOUR ATTENTION
NEXT WEEK: Introduction to
Business Process Modelling

NEXT TUTORIAL: Introduction to

BPMN