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MACHAL, P.: Possibilities of application of process modelling when developing a proposal of the business process management system for a university department. Acta univ. agric. et silvic. Mendel. Brun., 2009, LVII, No. 2, pp. 61–68 Today’s global environment requires every sustained eff ort to outmatch both competition and innovation. Top organizations of all types – governments, non-profi t organizations, companies, institutions and universities try to solve the following diffi cult questions: How to improve standard of customer service and raise the productivity without concurrent growth of expense accounts. How to control risks and observe the rules without losses of entrepreneurial ( competition) benefi ts? How to stimulate all the employees to participate in innovation, development of new products and services, fi nding new markets and more effi cient satisfaction of customers? The paper deals with possibilities of procedural simulation both for the improvement and innovation of present processes, and for the formation of completely new trends of the Institute of Lifelong Education of Mendel University of Agriculture and Forestry in Brno. An important condition for the design of procedural simulation is expert activity provided by highly professional experts or consultants in the fi eld of education as well as in business matters. process management, process, activities, subprocess, Business Process Reengineering, process mo deling, SYCAT so ware Origins of Business Process Management (BPM) can be traced back to the era of establishment of fi rst production units – manufactures. The diff eren ce between individual historical periods consist above all in the fact that in individual developmental stages the managers put more or less emphasis on individual attributes of the system of management. However, it is important that each of these approaches has to deal with organisational processes because they are nothing else than a sum of logically arranged activities, resources and res pon si bili ties, which lead (and result) in a transformation of inputs to outputs. The main objective of this transformation is to be as effi cient as possible and to reach the expected level of performance. This is the main goal of any business and institution (and thus also of univerities). The present turbulent era requires also a great amount of market fl exibility so that the companies and/or institutions are forced to change and modify permanetly all their internal processes. Besides a continuous impovement of business processes, which results in an only partial progress, it is also possible to use a more radical approach, i.e. the so-called reengineering of business management processes. Davenport (1993) enumerated the following characteristic diff erences between both approaches to changes in business management processes: The method of process reengineering per se is implemented on the base of a concrete methodology and it can be said that, for the time being, there are tens of such methods available. So, for example, Hess & Brecht (1995) mentioned 15 of such methods and it can be said that they are mostly oriented to teh application of information technologies (IT).