ITECH 5404 BUSINESS PROCESS ANALYTICS AND CHANGE
Assignment 2: Team Process Design Case
Study
Overview
The purpose of this task is to provide students with practical experience in working in teams utilising
process design techniques to develop an as-is process model and recommended to-be process model.
Timelines and Expectations
Percentage Value of Task: 20% (35 marks)
Due: Week 11 – Friday, September 28, 2018 at 4:00 pm
Minimum time expectation: Preparation for this task will take approximately 20 hours
Learning Outcomes Assessed
The following course learning outcomes are assessed by completing this assessment:
K1. Analyse and evaluate various project management methodologies utilised on IT projects.
K3. Investigate and evaluate a variety of strategies for coordinating IT project change.
S1. Apply project planning and selection techniques.
S2. Demonstrate theoretical and practical implementation of leadership, team building, and performance
management approaches for IT projects.
S3. Utilise decision making and problem solving approaches to resolve and pre-empt range of problems on IT
projects.
S4. Apply delegation and negotiation techniques in order to manage organisations, stakeholders, and team
members on IT projects.
A1. Construct written and verbal approaches to developing and presenting IT project documentation.
A2. Implement a systems thinking approach to managing IT projects.
A3. Utilise analytical tools to model, analyses, comprehend and design business processes
Assessment Details
Background
Business Process Management (BPM) is the art and science of overseeing how work is performed in
an organization to ensure consistent outcomes and to take advantage of improvement opportunities. In
this context, the term “improvement” may take different meanings depending on the objectives of the
organisation. Typical examples of improvement objectives include reducing costs, reducing execution
times and reducing error rates. Improvement initiatives may be one-off, but also display a more
continuous nature. BPM is about managing entire chains of events, activities and decisions that
ultimately add value to the organisation and its customers. These “chains of events, activities and
decisions” are called processes.
CRICOS Provider No. 00103D
itech 5404_02_assignment_2018-17.docx
Page 1 of 4
ITECH 5404 BUSINESS PROCESS ANALYTICS AND CHANGE
Requirements
In this assignment, you will be required to form teams of approximately four (4) people. One team member is to be
elected the team leader for the duration of the assignment. Teams will prepare a business report based on a
process case study and should use their own initiative regarding any assumptions and cycle times if needed.
An electronic copy of a case study will be available from your tutor or course lecturer.
The report should contain details of the following tasks:
a). Provide a description and application of a process categorisation model (e.g. Porter or Earl).
b). Provide a description and application of the Capability Maturity Model (CMM).
c). Apply Dijkman et al’s (2011) technique discussed in lectures to prepare a case function matrix and
identify all associated processes.
d). Using appropriate software, model any two (2) of the processes identified in part (c).
e). Provide an explanation of how each of the models created in part (d), adhere to Mendling et al’s (2010)
7PMG guidelines discussed in the week lecture.
f). Consider each model produced in part (d), calculate the process cycle time for each of the two (2)
processes modelled. Any assumptions made should be documented in the report.
g). Use redesign techniques by Reijers and Mansar (2005) discussed in lectures, to identify any two (2)
design flaws in the as-is models created in part (d). Use heuristics and any appropriate product-based
design approaches and display the impact of any heuristic measures on the Devil’s Quadrangle. Any
assumptions made should be documented in the report.
h). Select one of the models created in part (d) for automation. Apply the five (5) step method to transform
the model into executable form.
A suggested template for the above report is provided. You can use it as a guideline for presenting your business
report. For assistance in report writing techniques, see: http://unilearning.uow.edu.au/report/4b.html
A suggested report structure is as follows.
Title page
Executive summary
Table of contents
1.0 Introduction
2.0 Business Process Modelling Report for: [insert case study name] *
2.1 Process categorisation model *
2.2 Capability maturity model *
2.3 Case function matrix *
2.4 Process Model for: [insert process name 1] *
2.5 Process Model for: [insert process name 2] *
2.6 7PGM discussion for: [insert process name 1] *
2.7 7PGM discussion for: [insert process name 2] *
2.8 Cycle time for: [insert process name 1] *
2.9 Cycle time for: [insert process name 2] *
2.10 Redesign for: [insert process name 1] *
2.11 Redesign for: [insert process name 2] *
2.12 Automation *
3.0 Conclusion
4.0 References
CRICOS Provider No. 00103D
itech 5404_02_assignment_2018-17.docx
Page 2 of 4
ITECH 5404 BUSINESS PROCESS ANALYTICS AND CHANGE
* denotes individual student contributions, all other sections are to be completed by the team
Tasks should be distributed evenly amongst team members. The processes in parts (d), (e), (f) and (g) should be
completed by two (2) different students. Each student is required to undertake a minimum of three (3) tasks.
Each team member’s sections should be clearly labelled with their name. If this is not done, marks will be
averaged across the team members.
A quality team report will demonstrate a synthesis of content, knowledge, skills and ideas acquired from lectures,
tutorials and academic authors with details from the case study provided.
Academic Presentation
Team reports should be presented as a business or management style report, in accordance with:
•
General Guide to Referencing: https://federation.edu.au/__data/assets/pdf_file/0020/313328/FedUniGeneralGuide-to-Referencing-2016ed.pdf
•
General Guide to Writing and Study Skills:
http://federation.edu.au/__data/assets/pdf_file/0018/190044/General-Guide-to-Writing-and-Study-Skills.pdf.
Submission
Team reports should be submitted in electronic format by the team project leader via moodle (one per team).
Marking Criteria/Rubric
Criteria
Marking Scale
Poor
Excellent
1 ..........................
5
Team content – Report executive summary, introduction and
conclusion
Team referencing – In-text referencing and bibliography
Team quality – Academic writing and report presentation
Individual – Task 1
Individual – Task 2
Individual – Task 3
Individual – Innovation **
Total
[35 marks]
Total Worth
[20%]
0
0
0
0
0
0
0
0
0.0%
** Innovation marks may be awarded for evidence of additional tasks by any individual student, for example
identification of a third process, etc.
Feedback
Feedback and marks will be provided in Moodle. Marks will also be available in FDL Marks.
Plagiarism:
CRICOS Provider No. 00103D
itech 5404_02_assignment_2018-17.docx
Page 3 of 4
ITECH 5404 BUSINESS PROCESS ANALYTICS AND CHANGE
Please refer to the Course Description for information regarding plagiarism, late assignments, extensions, and
special consideration. A reminder all academic regulations can be accessed via the university’s website, see:
http://federation.edu.au/staff/governance/legal/feduni-legislation
CRICOS Provider No. 00103D
itech 5404_02_assignment_2018-17.docx
Page 4 of 4
Assignment 2: Team Process Design Case Study
Name
Course Title
Instructor
Date
TEAM PROCESS DESIGN CASE STUDY
1
Executive Summary
Business Process Modeling is a quality management tool that is part of modern Business
Process Management (BPM). The tool depicts the current processes of an organisation in a
formalised way for analysis or improvement. This report describes the steps involved in
developing a business process model. The case study used in creating the model is for Crater
Lakes Caravan and Camping Park. In doing that, the process categorisation model, as well as the
Capability maturity model, are first defined. The case function matrix is also designed to represent
the case types and business functions for the various business processes within the business. In
addition, a discussion of how the two models developed have adhered to the 7PGM has also been
done. The cycle times for each model have also been calculated. Finally, the two models are
redesigned to address flaws that may be in the developed processes.
TEAM PROCESS DESIGN CASE STUDY
1
Table of Contents
Executive Summary ........................................................................................................................ 1
1.0
Introduction .......................................................................................................................... 1
2.0
Business Process Modelling Report for Crater Lakes Caravan and Camping Park ............ 1
2.1.
Process categorisation model ............................................................................................... 1
2.2.
Capability maturity model ................................................................................................... 2
2.3.
Case function matrix ............................................................................................................ 3
2.4.
Process Model for Check-in................................................................................................. 7
2.5.
Process Model for Personal Information Recording ............................................................ 8
2.6.
7PGM discussion for Check-in ............................................................................................ 9
2.7.
Cycle time for check-in process model .............................................................................. 10
2.8.
Cycle time for Personal Information Recording process model ........................................ 11
2.11.
Automation for the Personal Information Recording process model ............................. 13
3.0
Conclusion ......................................................................................................................... 14
4.0
References .......................................................................................................................... 16
TEAM PROCESS DESIGN CASE STUDY
1
1.0 Introduction
In this fast-changing world, there is no guarantee that what worked yesterday will work today, or
that which works today will still work tomorrow. As such, organisations need to be constantly
moving with trends and refining their processes to stay in business. For that reason, smart
managers do not leave things to chance; they will regularly engage their team to monitor their
business processes for any improvement. One important tool in the management of business
processes is Business Process Modeling. According to Presutti and Mawhinney (2013), business
Process combines the disciplines of process mapping, process discovery, process simulation,
process analysis, and process improvement.
2.0 Business Process Modelling Report for Crater Lakes Caravan and Camping Park
2.1. Process categorisation model
Categorization and classification have been around for a long time. It reduces the
complexity of a body of work easily as it exposes patterns and structures to provide a clearer
picture of the area of interest, serving to assist in understanding the relationships and acting as a
baseline for subsequent work (Rosing, Scheel & Scheer, 2014). In business, process
categorisation is important since it enables one to identify the critical process to address. One of
the most valued concepts in categorization is Michael Porter’s value chain model. The value
chain model is appreciated in today’s market since it tells how one can achieve product
differentiation by evaluating the chain of events which occur within a company. According to
Presutti and Mawhinney (2013), the porter ’s value chain was the real breakthrough in
management thinking. That is because it introduced the idea of linkages and provided an orderly
TEAM PROCESS DESIGN CASE STUDY
2
way of evaluating all activities a company carries out and how they relate, which is important for
analysing the sources of competitive advantage.
2.2. Capability maturity model
After a business has mapped out its processes and how they relate to each other, there
will be a need to improve the processes. The Capability Maturity Model (CMM) is a way to
develop and refine an organisation's processes. Broadly, CMM refers to a process improvement
approach that is based on a process model (Harmon, 2010). There are five levels in CMM;
•
Level 1 - Initial
At this level, the success of the organisation depends on the competence and heroics of the
people in the organisation and not on the use of proven processes. As such, the chaotic and
disorganised environment ensures that success cannot be repeated.
•
Level 2 - Repeatable
Basic project management processes are established to track cost, schedule, and functionality.
While successes at this level are repeatable, the processes may not repeat for all the projects in
the organisation.
•
Level 3 - Defined
At this stage, the organisation’s set of standard processes is established and improved over time.
These standard processes are used to establish consistency across the organisation. In addition,
the organisation’s management establishes process objectives based on the organization’s set of
standard processes and ensures that these objectives are appropriately addressed.
•
Level 4 - Managed
TEAM PROCESS DESIGN CASE STUDY
3
At this level, an organisation sets a quantitative quality goal for both software process and
software maintenance. Also, through the use of precise measurements, management can
effectively control the software development effort. In particular, management can identify ways
to adjust and adapt the process to particular projects without measurable losses of quality or
deviations from specifications.
•
Level 5 - Optimizing
This stage is concerned with the regular improvement of the processes through both incremental
and innovative technological improvements. That is because the business seeks to optimise its
processes to meet its needs.
2.3. Case function matrix
A business process architecture is a means to structure a collection of business process models.
A case matrix is, therefore, a two-dimensional representation of the business processes that exist
in an organisation and the relations that they have with each other. The steps involved in this
approach include;
1. Identifying the case types.
2. Identify functions for case types.
3. Construct one or more case/function matrices.
4. Identify processes.
From the case study, the following case types should appear in the process architecture for Crater
Lakes Caravan and Camping Park.
•
Product types; Powered, non-powered sites, and cabins.
TEAM PROCESS DESIGN CASE STUDY
4
•
Customer types; short and long-term.
The Business functions for Crater Lakes Caravan and Camping Park include;
•
Sign a register
•
Inform emergency services
•
Provide details of diver license and
•
Check empty accommodations are
vehicle registration
locked
•
Park map provided
•
Tennis court and basketball backboard
•
Explain locations of amenities and
•
Borrow basketballs
sites
•
Hire tennis racquets.
•
Swipe key provided
•
Record and sign out borrowed
•
Use of swipe key demonstrated.
•
BBQ, Toilets, and shower blocks.
•
Indoor heated pool
•
Water
•
Free internet access and movie library
•
Electricity
•
Record and sign out movies
•
Laundry
•
Return movies
•
Washing machines and Driers
•
Confidential camper’s information
•
Small fridge
•
Cleaning toilet and shower blocks
•
Cleaning laundry
•
Rubbish disposal
•
Photograph ID
•
Emptying of park waste bins
•
Loyalty Card
•
Cleaning and grass mowed after the
•
Complete required paperwork
departure
•
Pay stay fees
•
A full park security round
•
pre-booking offer
•
Minimize noise
•
Discounts provided
•
Visitors leave
•
Discount and loyalty card discount
•
Gateways closed
equipment
form
•
Enter information into a secure
database
checks
TEAM PROCESS DESIGN CASE STUDY
5
From the case study, and the consequent Case matrix included in the next page we can
identify several processes.
1. Check-in
2. Provision of shared amenities.
3. Cleaning
4. Security
5. Recreation and leisure activities.
6. Personal Information Recording
7. Fees payment
TEAM PROCESS DESIGN CASE STUDY
Business Funcions
Check-in
Sign a register
Provide details of diver license and
vehicle registration
Park map provided
Explain locations of amenities and sites
Swipe key provided
Use of swipe key demonstrated.
Shared amenities are
provided
BBQ, Toilets, and shower blocks.
Water
Electricity
Laundry
Washing machines and Driers
Small fridge
Cleaning
Cleaning toilet and shower blocks
Cleaning laundry
Rubbish disposal
Emptying of park waste bins
Cleaning and grass mown after depature
Security
A full park security round
Minimize noise
Visitors leave
Gateways closed
Inform emergency services
Check empty accomodations are locked
Recreation and leisure Tennis court and basketball backboard
Borrow basketballs
Hire tennis racquets.
Record and sign out borrowed equipment
Indoor heated pool
Free internet access and movie library
Record and sign out movies
Return movies
Personal Information Confidential camper’s information form
Enter information into a secure database
Photograph ID
Loyalty Card
Complete required paperwork
Fees payment
Pay stay fees
pre-booking offer
Discounts provided
Discount and loyalty card discount checks
6
Non-powered
Long-term
Short-term
X
X
Powered
Long-term
Short-term
X
X
Long-term
X
Cabin
Short-term
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
TEAM PROCESS DESIGN CASE STUDY
2.4. Process Model for Check-in
7
TEAM PROCESS DESIGN CASE STUDY
2.5. Process Model for Personal Information Recording
8
TEAM PROCESS DESIGN CASE STUDY
9
2.6. 7PGM discussion for Check-in
The first guideline according to Mendling, Reijers, and van der Aalst, (2010) is using as
few elements in the model as possible. In the check-in model, there are ten elements which are
okay since larger models are considered difficult to understand and also have a higher likelihood
of error in comparison to smaller models. Secondly, the model also has minimal routing paths
per element. That makes it easy to understand. The third requirement of having a single start and
end event has however not been met. That is because the model has two end events. That was
however necessary, considering that campers cannot be accommodated unless the driver or
drivers, provides a current copy or driver’s license and vehicle registration. The Fourth guideline
has also not been met. That is because the split connector used in the model does not have a split
joiner. That should, however, not be taken to mean the model has an error. The fifth guideline
has been met since no 0R connector has been used in the model. No only OR models prone to
error, but they are also ambiguous. The naming guidelines of events and activities in the model
have also been followed. Verb-object activity labels. Lastly, the seventh guideline, which
requires a model to be demolished if it has more than 50 elements has also been met. That is
because, from the first guideline, we can see that the model in question has only ten elements.
2.7. 7PGM discussion for Personal Information Recording
Just like in the previous model, this model also adheres to the first rule of using as few
elements in the model as possible. The fact that it has eight elements makes it easy to understand
an also less prone to error. Also, every element in the model has the minimum routing path. That
makes it easy to understand also since the higher the degree of an element in the process model,
the harder it becomes to understand the model. The third guideline has also been met since the
model has a single start event and a single end event. That eases analysis and understanding of
TEAM PROCESS DESIGN CASE STUDY
10
the model. The fourth guideline has not been met. That is because the two-split connectors that
have been used do not have a joining connector of the same type. While the model might not be
considered to be as structured as possible in such a case, it surely does not mean that the model is
wrong. The fifth guideline, which advice on avoiding OR routing elements has also been
followed. As noted by Mendling, Reijers, and van der Aalst, (2010), Models that have only AND
and XOR connectors are less susceptible to errors. The sixth guideline has also been observed
since the naming of activity assumes a verb + noun structure while that of events follows a noun
+ past-participle verb structure.
2.8. Cycle time for check-in process model
Assuming that all the average activity times for all involved activities are available. That is,
𝐴𝑐𝑡𝑖𝑣𝑖𝑡𝑦 𝑡𝑖𝑚𝑒 = 𝑤𝑎𝑖𝑡𝑖𝑛𝑔 𝑡𝑖𝑚𝑒 + 𝑝𝑟𝑜𝑐𝑒𝑠𝑠𝑖𝑛𝑔 𝑡𝑖𝑚𝑒)
Activity description
A. Sign register
B. Provide details of driver license and vehicle
registration
C. Camper denied booking
D. Provide park map
E. Explain locations of amenities and sites
F. Provide swipe key
G. Demonstrate use of a swipe key
𝐶𝑦𝑐𝑙𝑒 𝑡𝑖𝑚𝑒 = 𝑇𝐴 + 𝑇𝐵 + 𝑇𝐷 + 𝑇𝐸 + 𝑇𝐹 + 𝑇𝐺
𝐶𝑦𝑐𝑙𝑒 𝑡𝑖𝑚𝑒 = 2 + 5 + 2 + 5 + 2 + 5 = 21 𝑚𝑖𝑛𝑢𝑡𝑒𝑠
Activity time (in minutes)
2 (assumed)
5
2 (assumed)
5
2 (assumed)
5
TEAM PROCESS DESIGN CASE STUDY
11
2.9. Cycle time for Personal Information Recording process model
Assuming that all the average activity times for all involved activities are available. That is,
𝐴𝑐𝑡𝑖𝑣𝑖𝑡𝑦 𝑡𝑖𝑚𝑒 = 𝑤𝑎𝑖𝑡𝑖𝑛𝑔 𝑡𝑖𝑚𝑒 + 𝑝𝑟𝑜𝑐𝑒𝑠𝑠𝑖𝑛𝑔 𝑡𝑖𝑚𝑒)
A.
B.
C.
D.
E.
F.
G.
Activity description
Complete Confidential camper’s information form
Enter information into a secure database
Take Photograph ID
Offer loyalty Card
Forgo Loyalty Card
Accept Loyalty Card
Complete required paperwork
Activity time (in minutes)
10
10
5
2 (assumed)
1 (assumed)
1 (assumed)
5
𝐶𝑦𝑐𝑙𝑒 𝑡𝑖𝑚𝑒 = 𝑇𝐴 + 𝑇𝐵 + 𝑇𝐶 + 𝑇𝐷 + 𝑇𝐸 + 𝑇𝐹 + 𝑇𝐺
𝐶𝑦𝑐𝑙𝑒 𝑡𝑖𝑚𝑒 = 10 + 10 + 5 + 2 + 1 + 1 + 5 = 34 𝑚𝑖𝑛𝑢𝑡𝑒𝑠
2.10.
Redesign for check-in process model
With optimisation becoming the goal of every established business, and with the business
trends ever-changing, business will have to regularly come up with improved models for their
processes regularly business processes redesign (BPR) has proved to be one of the ways to boost
business performance and raise customer satisfaction (Mohapatra, 2009). In redesigning the
check-in process model for Crater Lakes Caravan and Camping Park, the adopted approach will
be an exploitative one. That will seek to identify the flaws in the model without questioning the
current process structure. The two areas that can be addressed to improve this model have to do
with merging of tasks or parallelism and resequencing.
In merging of tasks, the two tasks that I would consider to merge for better resource
utilisation and reducing the process cycle time of time is the provision of the park map and
explanation of the location of various sites and amenities within the park. In addition, provision
TEAM PROCESS DESIGN CASE STUDY
12
of swipe key and demonstration of how it is used could also be merged. As for parallelism, using
an AND connector after the driver provides the license and vehicle registration information,
tasks such as the issuance of park map and swipe key can be run concurrently. The impact of
both of these measures on the Devil’s quadrangle will increase in time as the administrative staff
will be able to save more time that they can spend on other value-adding tasks in the business.
As such, flexibility will also improve, allowing the staff to handle larger groups of campers.
2.11.
Redesign for Personal Information Recording process model
In redesigning the Personal Information Recording process model, the two areas that I
have noted can have a significant impact on the Devil’s quadrangle for Crater Lakes Caravan and
Camping Park are with regards to automation and elimination of tasks (Mansar & Reijers, 2005).
Redesigning the task where campers have to come in 10 minutes early to fill out a confidential
camper’s information form, to allow for automation is required. Enabling campers to complete
the form online can make a big reduction in the process cycle time. That way, administrative
staff will not have to enter the information manually in the database but will instead be saved
automatically once the camper completes the online form. As for the elimination, widening the
information that campers are required to provide, can help eliminate the task of completing
paperwork once a long-term camper accepts the loyalty card. That way, such a step will be
redundant and hence eliminated. The impact of these two measures on the Devil’s quadrangle
includes flexibility and cost savings. Eliminating paperwork from the process ensures will save
costs with regards to managing of paperwork since the database will be able to manage all the
information. Moreover, the process becomes more flexible since employees can handle a large
group of campers efficiently, especially during peak seasons.
TEAM PROCESS DESIGN CASE STUDY
13
2.12.
Automation for the Personal Information Recording process model
Automation should be in sync with the objectives of the business and also ensure costeffectiveness and quality. Process automation refers to the resolution to automate any
conceivable part of procedural work that is contained within a business process from the simple
tasks to the complex processes (Mohapatra, 2009). To automate the check-in process model for
Crater Lakes Caravan and Camping Park, various steps will need to be applied.
The first step requires identifying the automation boundaries. Considering that not all
processes can be automated, noting the what the BPMS can coordinate parts of the process is
crucial. Tasks can be either automated, performed by the BPMS itself or by an external service
(Script tasks, receive tasks, send tasks and service Tasks), manual, or a user task. In the model,
User tasks; Enter information into a secure database, Take Photograph ID and Offer loyalty
Card.
Manual tasks; complete confidential camper’s information form, take loyalty card, forgo loyalty
card, and complete required paperwork.
The second step involves reviewing the manual tasks. A simple principle in this stage is
that “if BPMS cannot see it, it doesn’t exist”. There are two options for dealing with manual
tasks. That is either isolating them and automating every task before and after them or implement
it as a user task or through an automated task. Therefore, in the model, the best action would be
to automate some of the manual tasks such as complete confidential camper’s information form
and completing required paperwork after accepting a loyalty card, by requiring campers to
complete the form online. However, we will also have to isolate the take loyalty card and, forgo
loyalty card.
TEAM PROCESS DESIGN CASE STUDY
14
The third step, involved completing the process model. In some cases, business-oriented
process models leave out certain information because modellers consider it is not necessary for
the particular modelling requirement. In this model, no exceptions were left out. As such, the
point of completing the process model is not required.
The fourth step to apply in automation is Bring the Process Model to an Adequate
Granularity Level. This stage involves aggregating two or more consecutive tasks assigned to the
same resource or splitting them in case if they need different resources. In the model, there are
no tasks that can be refined or aggregated.
Finally, the last step is specifying execution properties. This step is concerned with how
each model element is effectively implemented by the BPMS (Mohapatra, 2009). In addition, it
specifies the process variables, messages, signals, errors, task and event variables and their
mappings to process variables among many others. Normally, this step is carried out directly
with the help of the BPMS.
3.0 Conclusion
The importance of BPM and its application in the various business processes cannot be
understated. The benefits range from improved efficiency of business processes, enforcement of
best practices and standardisation, as well as in developing a competitive advantage. This report
presents a thorough, step-by-step approach in coming up with a business process model for one
of the processes of Crater Lakes Caravan and Camping Park. Also, an evaluation of how the
developed model concurred with the seven-process modelling software was looked into. Also,
using the knowledge acquired from class discussions, the developed models were redesigned to
address the flaws using a heuristic approach. That was an important aspect of the assignment
since any Business Process Model specialist acknowledges the importance of regular
TEAM PROCESS DESIGN CASE STUDY
15
improvements of BPM’s. In conclusion, many businesses acknowledge that a modelling
approach can be suitable in one process and unsuitable for another. As such, the future direction
of BPM experts should be looking into the standardisation of modelling techniques (Hilton, Prof
& Platt, 2016).
4.0 References
Hilton, R., Prof, P., & Platt, D. (2016). Managerial Accounting: Creating Value in a Dynamic
Business Environment (11th ed.). New York: McGraw-Hill Education.
Harmon, P. (2010). Business Process Change: A Guide for Business Managers and BPM and
Six Sigma Professionals (2nd ed.). New York: Elsevier.
Mansar, S., & Reijers, H. (2005). Best practices in business process redesign: validation of a
redesign framework. Computers In Industry, 56(5), 457-471. doi:
10.1016/j.compind.2005.01.001
Mendling, J., Reijers, H. A., & van der Aalst, W. M. (2010). Seven process modelling
guidelines (7PMG). Information and Software Technology, 52(2), 127-136.
Mohapatra, S. (2009). BUSINESS PROCESS AUTOMATION. New Delhi: PHI Learning.
Presutti, W., & Mawhinney, J. (2013). Understanding the dynamics of the value chain. New
York: Business Expert Press.
Reijersa, H., & Mansarb, S. (2005). Best practices in business process redesign: an overview
and qualitative evaluation of successful redesign heuristics. Omega, 33(4), 283-306. doi:
10.1016/j.omega.2004.04.012
Rosing, M., Scheel, H., & Scheer, A. (2014). The Complete Business Process Handbook: Body
of Knowledge from Process Modeling to BPM, Volume 1. Elsevier Science.
Purchase answer to see full
attachment