Capstone Project

Business Process Management

Submitted by: P.Sai Kiran(Roll no. 70),

PGDIE class of 2011,NITIE
2/1/2011
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Table of Contents

1 Brief history of business process management……………………..3

1.1 Definitions………………………………………………………….9

1.2 Business process life cycle…………………………………………16

1.3 Classification of business processes………………………………...22

2 Conclusions…………………………………………………………...26

3 References…………………………………………………………….27
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CERTIFICATE
This is to certify that Mr. P. Sai Kiran, student of Post Graduate Diploma in Industrial
Engineering (PGDIE)- 39th Batch of National Institute of Industrial Engineering (NITIE) has
successfully completed his Capstone Project titled as:―”Business Process Management”. The
Project was successfully completed under my guidance and supervision.

His hard work is deeply appreciated.

I wish him all the best in his future life.

Prof. Hema Date,

Project Guide
NITIE, Mumbai
Date
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ACKNOWLEDGEMENT

“Too often we are so preoccupied with the destination, we forget the guiding light”

I take this opportunity to extend my sincere thanks to National Institute of Industrial

Engineering, Mumbai for providing me an excellent opportunity to earn exposure and garner
knowledge in the field of management. I wish to extend my sincere and heartfelt gratitude to
Prof. Hema Date, who guided, supported, motivated and encouraged me during entire tenure of
the project. I would also like to thank professor for giving me the practical insights of theoretical
fundamentals which were missing in text books & which plays a crucial role in any project. I
also thank entire NITIE faculty and staff for coordinating capstone project for NITIE students.
Last but not the least I would like to express my profound gratitude to each and every one of my
friends and batch mates who contributed directly and indirectly in successful completion of this
project.

P. Sai Kiran,
PGDIE – 39,
NITIE, Mumbai
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1.Brief history of business process management

The next big thing(or how mystification begins)

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Vendors and consultants all latch on to new ideas, which are often extremely
good, and hype them up until the idea matures and is able to be used or
implemented in a sustainable way

BPM hype cycle

The BPM hype cycle in the figure below shows a summarized view of how the
process cycle has progressed over the last two decades.
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Fig. BPM hype cycle

What is mystifying about BPM?

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The Ice Berg Syndrome

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Why is it important to improve business processes before

automating them

So What’s the Problem?

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Why do automated solutions fail to deliver expected benefits?

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Definitions :

As an example consider a simple ordering process. In the ordering process ,

an order is received, an invoice is sent, payment is received, and the ordered
products are shipped.
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both concurrent branches have completed.

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els and business process instances.

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called process Orchestrations.

Each business process is enacted by one organization, and business processes can
interact with each other. The business processes of the buyer and the reseller can,
for instance, interact with each other in the following way.
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The interactions of business processes are specified in a process

choreography.The term choreography indicates the absence of a central agent
that controls the activities in the business processes involved. The interaction
is achieved by sending and receiving messages. In order to realize correct
interactions, the interacting business processes need to agree on a common
choreography before they start interacting.
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1.2 Business Process Lifecycle

communicate efficiently and refine and improve them.

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to a halt.
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cation area of process mining.

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ducted and the concepts used in this endeavour.

1.3 Classification of Business Processes

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actment of the business processes.

2. Conclusions

None of the management trends of TQM, BPR

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3.References

1. Mathias Weske, “Business process management: Concepts, Languages,

Architectures”
2. John Jeston, John Nelis, “Business process management: practical
guidelines to successful implementations”
3. Howard Smith, Peter Finger, “Business process management: The third
wave”