Almost I have done my assignment. you need to give me the process model for mentioned topics.

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1)For Process categorization model, you need to show the model for case study ( I written only concept of Process categorization model).

2)In Automation, you have to show the process model with automated,user and manual tasks (you need to draw the process model)

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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.
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It was a great pleasure working with you. I have detailed the process categorization for the camp and added the flow diagram of the automation process.If you have any issues please feel free to contact me.

Assignment 2: Team Process Design Case Study
Name
Course Title
Instructor
Date

TEAM PROCESS DESIGN CASE STUDY
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, is 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

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 ............................................................................................................ 4

2.4.

Process Model for Check-in................................................................................................. 8

2.5.

Process Model for Personal Information Recording ............................................................ 9

2.6.

7PGM discussion for Check-in .......................................................................................... 10

2.7.

Cycle time for check-in process model .............................................................................. 11

2.8.

Cycle time for Personal Information Recording process model ........................................ 12

2.11.

Automation for the Personal Information Recording process model ............................. 14

3.0

Conclusion ......................................................................................................................... 16

4.0

References .......................................................................................................................... 18

TEAM PROCESS DESIGN CASE STUDY
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 Modeling Report for Crater Lakes Caravan and Camping Park
2.1. Process categorization 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
way of evaluating all activities a company carries out and how they relate, which is important for
analysing the sources of competitive advantage.
For the case study, Crater Lakes Caravan and Camping Park., ac...


Anonymous
Awesome! Perfect study aid.

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