• Internal Code :
  • Subject Code : INF30005
  • University : Swinburne University of Technology
  • Subject Name : Business Process Management

Assessment

Declaration: 

I hold a copy of this assignment that can be produced if the original is lost/damaged. To the best of my belief, no part of this assignment has been copied from any other student’s work or from any other source except where the due acknowledgement is made in the text. No part has been written for me/us by any other person, except where such collaboration has been authorised by the lecturer concerned.

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 Date:

Executive summary

This report is an extensive study of business process management. The report will draw major issues from the case study of Maroondah hospital and thus, frame its business process amendments. It is branched into three major sections. The initial section of the study will bring forward a picture of the latest business process management trends adopted in organizations by making use of authentic journals and articles. In the second section of the study, issues of Maroondah hospital will be identified and the need for fixing them will be addressed. In the third section of the study, key business process management and notation diagrams will be depicted. In the concluding section, the major underpinnings of the study will be highlighted.

Contents

Introduction 

Overview of business management process 

Statement of problems 

Current issues 

Inefficiency of processes due to issues 

Need for fixing the issues 

Opportunities after fixing them 

BPMN diagrams 

Conclusion 

References

Introduction

This report maintains a key theme of business process management and is aimed at analysing the core business processes of Maroondah Hospital. Business process management is a vital discipline that falls under operations management. Business process management is incorporated into business in order to analyse, measure and augment the business activities. As per the provided case study, Maroondah Hospital is a metropolitan teaching hospital located in ring road east. The service bundle of the organization comprises of a wide array of services such as critical care services, general medicine, specialist medicine, ambulatory services, specialist surgery and associated services. The current system that is implemented in the organisation comprises of numerous flaws including low efficiency, long waiting duration, ineffective disease management and inefficient collaboration of internal and external units. This study will examine and thus, elaborate all the gaps in business process management of the organisation. It will emphasize why the key issues faced by the organisation need to eliminated and what are the opportunities after resolving them. 

Overview of business management process

Business process management is a discipline that undertakes the key activities of a business involving the amalgamation of automation, modelling, controlling, execution, measurement and managing the flow of processes.  It incorporates a combination of tactics that are used to manage business activities. Program management is sometimes used interchangeably with business process management; however, both are entirely different terminologies.  Program management is related to the management of a group of projects that are interdependent. Both management terminologies differ from each other in terms of predictability and repeatability. Business process management undertakes to comprehend all the key assets of an organization and incorporates the development of the assets to broadcast and distribute value-added products as well as services to customers. According to Chang (2016), the approach followed in business process management is closely related to that followed in total quality management and methodologies of continual improvement.  As stated by the scholars Rosemann and vom Brocke (2015), business process management involves the improvement of an organization's end to end initiative commercial processes.

As per their statement, business process management has evolved in organizations that emphasized achieving clarity in the strategic direction, assembling and aligning all the resources and increasing efficiency of the routine operations (Vom Brocke and Mendling 2018). As per the professionals of the business process management, it is a disciplinary tactic that is aimed at designing, executing and controlling all processes of a business involving both automated and non-automated processes. As per the opinion shared by the scholars Noe et al. (2017), traditionally the concepts of business process management adhered to the facets of performing tasks, managing departments and controlling outputs. From the early 20th century, business processes management has started incorporating job shop scheduling. With accelerating advancements in the technology of information technology, businesses have started mingling information technology driven software to manage business processes. Advancements in business process management have accelerated by the automation software and processes. According to Harmon (2019), business process management tools such as SIPOC, CTQ, histograms and process flows are used by organizations to visualize, measure, analyse, improve and control the processes of the business.

According to the Harmon, (2019), in the year 2012, business processes have undertaken the aspect of business compliance of organizations. Combined machine learning has aided in combining artificial intelligence with the management of business processes. He argues that incorporation of artificial intelligence has replaced effective manual management of the processes and has lead to fewer employment figures in companies. In contrast to this, researchers have laid prominence on the positive impact of artificial intelligence which has inculcated artificial intelligence capabilities into business process platform and has aided in predictive analysis and proactive application behaviour. Scholars Vom Brocke et al. (2016), state that clerical processes in businesses have been automated by robotic process automation. Robots are employed in businesses to replicate human behaviour and perform repeated procedures with efficaciousness. In contrary to this, researchers argue that robotic process automation cannot replace business process management in terms of the documentation process and can only complement the process management. Another significant trend that is being followed in business process management is the replacement of the graphical method of representation of business processes. Business process modelling and notation is gradually losing its relevance and is bluing replaced by the latest version of business process modelling and notation 2.0. Other vital trends involve the development of low code apps, smart contracts, prolonged collaboration and usage of real-time analytics (Rahimi et al. 2016). 

Statement of problems

As per the provided case study, Maroondah hospital is a metropolitan teaching hospital that provides numerous services involving emergency medicine, surgery, critical care services and allied health services. The general medical process of the organization of the hospital involves the procedure that is followed initiating from admittance of the patient till its discharge. The current system of treatment and diagnosis of the hospital is inefficient is providing preeminent services to the patients. Due to the increasing demands of the hospitals, the current process of the hospital is incompetent.

Current issues

On analysing the current general medical process of the organization, it can be identified that certain chief obstacles are hindering the process of provision of services to patients. Long waiting duration is one of the key issues in the current system. Patients have to wait for a long time until they are referred to the doctor. Delay in the diagnosis of the patients is another issue in the current medical process of the hospital. Limited equipment and staff is another key issue as it causes the process of disease management to be ineffective. Two cardinal issues in the hospital are the inefficiency of management causing lack of punctuality and ineffective employment of disease management technologies involving electronic patient records.

The inefficiency of processes due to issues

In the hospital, patients have to wait for a long duration which is sometimes unbearable for some patients. After registration of the patient, the doctor has the authority to decide what process to carry out with the patient. It takes a long time as the doctor examines and decides whether to decline the treatment due to being unable to help the patient or refer to some other specialists or clear the symptoms. This process is long and may result in incontinence to the patients. The second issue is failing to employ electronic patient records. This is an issue because improper management of disease and records of the patient may result in the amalgamation of all the data and result in ineffective treatment of patients.

Need for fixing the issues

Maroondah hospital has the major goal to be known in the sector of healthcare services. It aims to be a provider of high-quality services to its patents. For doing so, it needs to fix all the issues that have been identified in the above sections. It is integral for the hospital to reduce the waiting time to increase promptness and serve more patients. It will also enhance the experience of the patients and thus, they will associate loyalty to the hospital. Secondly, the incorporation of electronic records will ensure that each patient is diagnosed and treated accurately.

Opportunities after fixing them

After fixing these two issues, the organization can inflate the framework of satisfied patients. The organization has the objective to provide quality service within reasonable charges. This motive can be easily attained by fixing these issues. The hospital can also open a new branch and allocate a team of doctors over there after successful implementation of the required changes. 

BPMN diagrams

imaging showing the workflow model to the knowledge environment of a hospital

Figure 1: The mapping of the workflow model to the knowledge environment of a hospital

imaging showing exemption process in Maroondah hospital

Figure 2: Exemption process in Maroondah hospital

Imaging showing unit exception in Maroondah hospital

Figure 3: Obtaining unit exemption in Maroondah Hospital

image showing keys, gateways and respective events

Conclusion

This study has successfully shed light on all key aspects of the business process management of the hospital. The initial section of the study has built a context of business process management and has introduced all the key changes and trends that have been followed in the industries. From the second section onwards, using the case study of Maroondah hospital, key issues are identified and need to fix them and the opportunities after fixing them are acknowledged. It can be inferred from the study that the business process management of the hospital can be improved by fixing the issue of delay in diagnosis and proper employment of electronic patient records. 

References

Chang, J.F. 2016. Business process management systems: strategy and implementation. Auerbach Publications.

Harmon, P. 2019. Business process change: a business process management guide for managers and process professionals. Morgan Kaufmann.

Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M. 2017. Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

Rahimi, F., Møller, C. and Hvam, L. 2016. Business process management and IT management: The missing integration. International Journal of Information Management, 36,1 142-154.

Rosemann, M. and vom Brocke, J., 2015. The six core elements of business process management. In Handbook on business process management 1, 105-122.

Vom Brocke, J. and Mendling, J., 2018. Business process management cases. Digital Innovation and Business Transformation in Practice. Berlin et al.: Springer. 

Vom Brocke, J., Petry, M. and Gonser, T., 2016. Business process management. In A Handbook of Business Transformation Management Methodology, 137-172. London: Routledge.







 

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