INF30005 Business Process Management Supplementary Assessment

INF30005 Business Process Management Supplementary Assessment for James Cooke
©Swinburne University of Technology Dr. Xuemei Tian 1
Swinburne University of Technology
Faculty of Business and Law
INF30005 Business Process Management
SP4 2019
Assessment due Monday, 22nd Feb. @ 9:00 am AEDST
Weight: Pass / Failure
Your submission should include:
Submit one copy of the report and the modelling file via Supplementary Assessment Report Submission Links.
Case Study
Case Study: Building Equipment Rental Request Case study (Detailed case description can be found in appendix.)
Your Tasks
Your work should include three parts.
Part 1: Level 2 Business Process Modelling (please note that all models and tables will be in appendix):
• Based on the case description attached, you shou construct the current process using the Level 2 BPMN diagram(s). (A set of level 2 AS-IS models should be in the report appendices).
• Design new process(es) (TO-BE models) using BPM level 2 modelling which addresses the problems you have identified, and you suggest can feasibly be implemented. (A set of level 2 TO-BE models should be in the report appendices). • All level 2 models should be labelled correctly in the model file (for example, a Bizagi file include all models).
Please note that you should be able to add assumptions to fulfil the case. Such as if equipment inspection failed, clerk should be able to request equipment re-sent. If invoice does not match, financial clerk should discuss with supplier…….These information may not in the case description, but based on your business knowledge and research, you should be able to add these details.
Advice on modelling format:
The following requirements are for the as-is and to-be model(s).
• Model the process in BPMN using the modelling software. You have to copy all models into your report appendix. The original modelling file also required to submit through the modelling submission link.
Supplementary Assessment
Analysing and Designing Process Modelling
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• Each diagram should occupy no more than one page, Landscape!!!.
• All models in the file must be printable as they are, within margins and all diagram elements legible. Layout your diagrams to ensure all contents are readable when your submission is printed on A4 paper. Check the final result is readable. Indecipherable content cannot be assessed and will attract a mark of zero.
• The models must be formatted logically and elegantly. The models should adhere to the qualities mentioned in lectures.
• You must have a clear layer of processes which should include main and a set of sub-processes.
• The process modelled should match what you have described in your analysis report. If the suggested solutions do not impact how your models look, you need to provide a brief explanation.
• The views of models must be consistent with each other, enabling the whole analysis to make sense.
Part 2: Business Process Problem identification and Improvement Recommendation
Step 1: you should provide a review (aimed at the management and staff of the organisation) on analysing the current business process(es) – Building Equipment Rental process, their prospective problems and issues based on your understanding and knowledge. At least 3 major issues.
Step 2: You are required to provide recommendations for the possible changes to the business process or to the way they are managed which you consider will add value to their business and why they are more efficient and effective compared with the existing model.
You should carefully read the diagrams and link them to the key issues and consider if there are possibilities to alter the diagrams based as a result of your recommendations for solving problems (for example, combine the tasks, reduce double handling…). If so, you should provide the new to-be process diagram(s). If not, then should indicate why they do not affect.
For solving problems/issues, you also need to consider the resources and performance. For example:
1. Where is the process bottleneck?
2. How to better organize staff and allocate jobs to achieve 80% utilization?
You don’t need to provide accurate numbers; general discussion and analysis will be efficient.
For each issue/problem selected, state the Best Practices (these can be selected from Appendix 1) you will apply (if one exists). For each Best Practice, describe how it is applied and explain how your solution solves or improves the issue identified. Document your analysis can be summerized in a table using the following format:
a) The issue being considered.
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b) Best Practice employed. Choose from the Best Practices discussed in the lectures.
c) Please describe how the Best Practice is applied to the process and how it addresses the problems.
d) Describe the possible advantages and any other issues addressed at the same time.
e) Any disadvantages.
a. Issue
b. Best Practice/
c. Application Description and/or Solution Explanation
d. Advantages
e. Disadvantages
Note: This table should only be used to summarize your discussions. The table can be put in an appendix. Detailed discussion should be in the report.
You also need to consider approaches (methodologies), Lean, Six Sigma & Lean Six Sigma. Which of them is best suited for substantially improving the case business Process(es), and why? You will also need to provide a discussion summarising how the case business Processes will be impacted and changed, after adopt the methodology, how the processes be operated.
Advice on Best practices:
• Of the Best Practices mentioned in the lesson overview, only the Customer, BP Operation and Behaviour Best Practices affect the BPMN diagram. The other Best Practices, especially the Organization/Resources Best Practices, have little or no effect on the diagram. Therefore it is advisable to apply Customer, BP Operation and Behaviour Best Practices before Process Automation, and the rest after. However, you should do this in the interests of simplifying the process and therefore, the diagram.
• Many of the Best Practices apply to a specific part of the process. It must be clearly stated how and where the Best Practice is applied in the process, preferably in column c. For example, if applying the Activity Elimination Best Practice, it must be clear what activity is being eliminated.
• Your applications of cited Redesign Best Practices form a set of recommendations for process improvement. Your recommendations must be consistent as a whole. That is, they must all be able to be applied together to obtain a consistent and coherent To-Be process.
• To address a single problem, it might be necessary that more than one Best Practice will be required. Also, once a Best Practice is applied potentially more than one problem will be addressed.
Part 3: Logical Automated Business Processing:
In the report part, you need to discuss if automation is one of the solutions for the current business process’ problems/issues. You should include key advantages, disadvantages, challenges and limitations and how important it is to consider automation in the long-term business process improvement practices.
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In the modelling part, you should transform one of the current BPMN level 2 AS-IS model(s) into a logical automated model that shows how the process can be automated by a process engine (BPMS). It should clearly show how each participant communicates with the process engine and what data is transmitted. For this assignment, to present a logic automation model, you only need to consider the ‘happy’ path when everything goes smoothly or a sub-process.
Advice for logical Automated Design
• The automated design model must contain one Executable pool (for the process engine). In the executable pool, you may have service or script tasks, gateways and intermediate message events. It will require BPMN Level 2 elements (BPMS lane).
• The automated logical design model will, in general, have many non-executable pools, one for each internal participant, generally human. Non-executable pools may contain just process fragments. Level 1 BPMN is acceptable. For the non-executable pools, it is not necessary to include start event and end events.
• A non-executable pool interacts with the executable pool (BPMS) by Message Flows. A Message flow will connect with a Message Event in the executable pool and a task in the non-executable pool.
• The logical automated design model will also have many white-box pools, one for each external participant. An external participant may interact with either an internal participant in a non-executable pool or directly with the process engine in the executable pool via a user interface, such as a website.
Assignment Submission Requirements
Just submit a single MSWord. Archives with multiple files and subfolders will not be accepted.
• A word-processed report of around 3000 +/- 10% words which includes:
o Executive Summary (not included in the word count)
o Table of Contents (not included in the word count)
o Introduction
o The main body which includes:
▪ Key issues/problems discussion (at least 3 major ones)
▪ Your analysis of identified solutions for the key problems
▪ Your recommendations (as described in Part 2)
▪ A summary is providing a holistic picture of how you have approached the problems or opportunities and of how the Process will be improved if your recommendations are implemented.
▪ Discuss if automation is a future solution, why or why not (part 3).
▪ Assumptions and limitations.
▪ A change management plan (how you manage changes).
o Conclusion
o References (not included in the word count)
You MUST use the Harvard Referencing style throughout your report and include an accurate list of references at the end of the report. You can access the correct style from the library: Harvard System (http://www.swin.edu.au/lib/guides/harvard_system.pdf )
o Appendices: All models and model explanations (not included in the word count)
• Pages of the report should have appropriate headers and footers and should include printed page numbers and the number of pages in the document (i.e. page number/total number of pages)
• Size 12 and 1.5 line space
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• The cover sheet which includes:
o All members’ full names and student IDs
o Your tutor’s name and time of the tutorial class.
o Unit code and name, assessment number, due date and % weighting
Late assignments may result in a lower grade for the assignment in terms of the University’s Extensions and Late Penalties policies. Please refer to the unit guide for further details.
Any request for an extension must be directed to the convenor before the assignment due date. You must include appropriate supporting documentation such as a doctor’s certificate or a letter from your employer. These forms may be scanned and emailed to the convener.
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Appendix 1
Case study: Building Equipment Rental Request Process
W&T Living Design is a construction company specialising in public works construction (roads, bridges, pipelines, tunnels, railroads, etc). Within W&T Living Design, engineers (site engineers) work at construction sites. When a site engineer requires a piece of equipment (truck, excavator, bulldozer, water pump etc.), it has to be hired because W&T Living Design owns very little equipment itself. Instead, it rents equipment from specialized suppliers.
When a site engineer needs to rent a piece of equipment, they complete a form called an “Equipment Rental Request” and send it by email to a clerk at the company’s depot. The clerk at the depot receives the request and, after consulting the catalogues of various suppliers, he selects what he believes to be the most cost-effective equipment that complies with the request. The clerk then checks with the supplier whether the selected equipment is available at the required time. This is usually done by phone. If the depot clerk cannot find any suitable equipment, the request fails. The site engineer is immediately advised, and may submit a new revised request. If this happens, the site engineers have to discuss with the clerk and find a solution. The job will be on hold until the relevant equipment is found. It may lead to project delays, which could cause a cost blowout.
Once the clerk locates suitable equipment available for rental, he adds the supply details to the rental request. Every rental request has to be approved by a works engineer at the depot. If the works engineer rejects the request outright, the request fails. The site engineer is immediately advised, and may submit a new revised request.
If the works engineer approves the rental request, the clerk enters the order details into the computer purchase order (PO) template, which generates a PO for renting the equipment, with the clerk sending a copy to company’s financial department and another copy to the supplier. Once sent, the purchase order is legally binding. The clerk also records the engagement of the equipment into a spreadsheet to help track all equipment rentals.
In due course, the supplier delivers the rented equipment to the construction site, where the site engineer carries out an inspection. If everything is in order, the engineer endorses the delivery and the equipment is put to use. Otherwise the equipment is sent back. The site engineer will then advise the company’s depot where a clerk will inform the supplier that the PO is cancelled.
However, if everything is satisfactory, the site engineer signs and keeps the equipment. The supplier then sends an invoice to the company’s financial department. The invoice is received by a financial clerk. At this point, the financial clerk needs to search for the matching PO which was sent by the depot clerk. The financial clerk can then check to see the rental price quoted on the invoice is the same as
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agreed on the PO. Simultaneously, he asks the site engineer to confirm the supplier did indeed provide the equipment. After these checks, the financial clerk sends payment to the supplier according to the agreed rate and time frame.
When the rental period expires, the supplier returns to pick up the equipment. The site engineer releases the equipment to the care of the supplier. The site engineer advises the company’s depot, where a clerk will enter the return information into the spreadsheet to close the job. The clerk also needs to send a message to financial department to close the job.
If site engineers need the equipment longer then original applied for time frame, they have to complete a ‘Renew Equipment Rental Request’ form and send to the clerk at the depot at least a week before the return due date, enabling the clerk to have sufficient time to inform the supplier and re-new the rental contract.
If the suppliers agree, then the clerk will inform the financial clerk, who will pay extra rental to suppliers as per the negotiated price. However, in some cases, extensions are not possible, as the suppliers had already agreed to rent the equipment to another business. The application then fails and the equipment has to be returned on time. If necessary, the engineers have to submit a new application and the clerk has to find alternative supplier. Again, this will also lead to project delays.
Appendix 2
Business Process Redesign Best Practices (please read more details in the lecture notes, lesson overviews)
Activity Elimination
Extra Resources
Activity Composition
Generalist-specialist
Activity Automation
Empower
Re-sequencing
Foster asynchronous communication
Knockout
Integration
Control Relocation
Outsourcing
Parallelism
Interfacing
Triage
Present a standard interface to integration partners
Prioritization
Separation of Duties
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Case Manager
Buffering (subscription)
Case Assignment
Trusted Party
Customer Teams
Job Types
Flexible Assignment
Technology
Resource Centralization
Exception
Split Responsibilities
Case-based Work
Numerical Involvement
Batch-based Work
You should check the lesson 3 Overview document for best practices details.
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