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Microsoft Word - MITS5507-Assignment_03.docx MITS5507 Assignment 3 MITS5507 Business Process Management Case Study Assignment April 2020 MITS5507 Assignment 3 Copyright © 2015-2018 VIT, All Rights Reserved. 2 Case Study Assignment (Team Assignment) - 30% (Due week 12) This assignment is to be completed in teams of 3 or 4 members. You should begin by submitting (at the end of week 7 the signed group participation form at the end of this document. This form needs to be completed and signed by all group members. Once submitted, the teams will remain fixed and no member additions or deletions will be allowed unless by approval of your subject coordinator. Any person not part of a group by the end of week 7 will be assigned randomly to a group by your lecturer. There will be no changing this. Objective(s) The objective of this assignment is to apply the knowledge and experience acquired with BPMN diagrams and Business Process Management concepts gained through the lectures and activities to a simulated industry Case Study Problem. You will need to employ analytical skills for this Case Study to discover existing problems and re-design the business processes. INSTRUCTIONS Your task is to model, analyze, re-design and automate the processes for the company case study attached to this assignment (Scenario contained within this document). A narrative description of the “as is” process is given in the case study below. You must take this description as the basis to analyze the process, identify improvement alternatives and to design a to- be process. If you find that the description below is not detailed enough, you can make your own assumptions. But any assumptions must be reasonable and documented. The first step is to understand the “as is” process model. To this end, you are asked to design a detailed BPMN process model reflecting the current state of the process. This BPMN model should not only deal with the “normal course” of action, but it should also show how different types of errors or exceptions are handled, including changes, cancellations and over-due invoices. Next, you should identify wastes in the process as well as major issues. The latter should be assessed and documented in an issue register. The “issue register” should include the following columns: Issue Priority Number, Issue Name, Short Description, Data/Assumptions, Quantitative Impact and Qualitative Impact. The issue register should not be an inventory of every possible issue you can think of. Instead, you should focus on major issues that capture the concerns expressed by the customers, staff and management stakeholders. MITS5507 Assignment 3 Copyright © 2015-2018 VIT, All Rights Reserved. 3 Based on the identified issues, you should then design a “to-be” process model in BPMN and explain what changes you are proposing and how would these changes address the identified issues, and/or how they would contribute to achieving the company’s strategic goals. In addition to proposing a “to-be” process model, your team must build a mock-up application using a business process management system (e.g. Signavio Workflow Accelerator). The purpose of this mockup application is to demonstrate how the to-be process could be automated and how would this automation affect the way the participants in the process do their work. This will be a, “demonstrator”. You can should keep it simple. Submission Guidelines All submissions are to be submitted through turn-it-in. Drop-boxes linked to turn-it-in will be set up in the Unit of Study Moodle account. Assignments not submitted through these drop- boxes will not be considered. Submissions must be made by the due date and time (which will be in the session detailed above) and determined by your Unit coordinator. Submissions made after the due date and time will be penalized at the rate of 10% per day (including weekend days). The turn-it-in similarity score will be used in determining the level if any of plagiarism. Turn- it-in will check conference web-sites, Journal articles, the Web and your own class member submissions for plagiarism. You can see your turn-it-in similarity score when you submit your assignment to the appropriate drop-box. If this is a concern you will have a chance to change your assignment and re-submit. However, re-submission is only allowed prior to the submission due date and time. After the due date and time have elapsed you cannot make re-submissions and you will have to live with the similarity score as there will be no chance for changing. Thus, plan early and submit early to take advantage of this feature. You can make multiple submissions, but please remember we only see the last submission, and the date and time you submitted will be taken from that submission. Your document should be a word or pdf document containing the following sections 1. A title page including the full names of all team members 2. An executive summary 3. The “as-is” process model 4. Waste analysis 5. Issue register MITS5507 Assignment 3 Copyright © 2015-2018 VIT, All Rights Reserved. 4 6. A description of changes your team suggests making to the “as is” process. For each proposed change, you should explain why you suggest that change, and which issue(s) it would help to solve, or how would the change help to address the company’s goals 7. The “to-be” process model 8. A cost analysis of the difference between the two models, including any assumptions you have made to do this. 9. You should also share your “as-is” and “to-be” Signavio BPMN diagrams with your instructor 10. Additionally, in week 12, each group may be required demonstrate to their instructor the mock-up application developed using a business process management system (e.g. Signavio Workflow Accelerator). MITS5507 Assignment 3 Copyright © 2015-2018 VIT, All Rights Reserved. 5 Scientific General Consulting Case Study Scientific General Consulting (SGC) is a small business in Melbourne's West, which was established in January of 2012 and currently operates from an office in the Footscray area, Emily Hoordoor is the owner of the business and she has four permanent employees. Her business provides coaching to individuals and organisations in areas of teamwork, leadership and personal performance coaching. The coaching is conducted by Emily and a team of coaches who work on a session by session basis. The other coaches operate as subcontractors. SGC started as a home-based business with Emily as sole operator. Originally, most of Emily’s work came from recommendations from other consulting agencies and associates. Some of her work also came through her LinkedIn account. The amount of work grew to the point that Emily could not handle it all by herself and she would sometimes have to recruit other coaches to take on or help her with some of the work. Seeing an opportunity, the Scientific General Consulting business was begun and has blossomed ever since. A website was created as well as a Facebook presence. The business has grown to the point that she is now providing work to other coaches through her business on a regular basis. There is roughly a 50:50 split between one-to-one work where a coach deals with one person at a time and group sessions, where a company might, for example, run a teamwork workshop for several of its employees simultaneously. Over time, Emily hired a full-time receptionist and personal assistant. There is a part time bookkeeper to manage the accounts. Later, she hired a “coaching administrator” on a part time basis. His job was to coordinate the work required amongst clients and the coaches when coaching requests came in. A client relations manager deals directly with clients and coaches in the organisation and follow up of coaching sessions. SGC has a basic website which describes the business and its coaching services, a page with the main people and coaches involved with SGC, testimonials from happy clients and a “Contact us” page for enquiries. The website is not the main source of attracting business and possibly lacks the polish and finesse that one would expect from a professional quality website. Organisational structure, culture and strategies Scientific General Consulting (SGC)’s goals are socially and educationally driven. They want to help those in need through understanding the needs of those that they wish to support in training. They also have a genuine desire to improve their clients’ career opportunities and professional standards. At SGC, the great majority of employees believe that the organisation demonstrates high levels of trust, care, recognition and support amongst members. Within groups in the organisation, people feel that they have flexibility, good opportunities to participate and that they can express their opinions freely. Overall , people are friendly, committed to the organisation and there is good teamwork within groups. Individuals appear to be motivated towards innovation. The organic organisational form, as described by Burns and Stalker (1961), is a structure which is appropriate to dealing with rapidly changing conditions. SGC, being a coaching MITS5507 Assignment 3 Copyright © 2015-2018 VIT, All Rights Reserved. 6 service provider, is highly governed by regulatory authorities. However, it can be seen that the company operates in an organic structure, based on the following characteristics (Burns & Stalker, 1961): • Fluid, adaptable, and open to change. • specialised job functions. • Few management layers. • Decision making is not centralised to management • Minimal ‘micro-management’ of employees By organising itself in this way, SGC benefits from free flows of information, decentralised authority whereby employees are able to participate in decision making activities, and a highly adaptable, dynamic environment (Chimoriya, 2015). One of the main problems within the organization is that the organic structure can be a disadvantage to SGC, by way of