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MITS5507 Assignment 1 Business Process management

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MITS5507 Business Process Management

Event Process Chain Diagram March 2020

EPC Diagram (Invividual Assignment) – 10%      (Due week 4)

This assignment is to be completed Individually.

Objective(s) MITS5507

EPC diagram, abbreviation for event-driven process chain diagram, is a flowchart based diagram that can be used for resource planning and identifying possible improvements of a business process. Businesses use event-driven process chain diagrams to lay out business process workflows, originally in conjunction with SAP R/3 modeling, but now more widely it is used by many companies for modeling, analyzing, and redesigning business processes. This will be a preliminary exercise before utilizing BPMN 2.0 on the group Project in Assignment 3.

MITS5507 Business Process Management
MITS5507 Business Process Management

INSTRUCTIONS

In this assignment you will use Signavio, (see the Activity in week 3 for creating a Signavio account) to prepare an EPC diagram for the Case Study below. Make sure to identify the organizational units and actors relevant to the case study and indicate on the EPC diagram the actor that is responsible for each task in the process.

Submission Guidelines

Your document should be a word or pdf document containing a copy of the EPC diagram you constructed in Signavio. The EPC must only be ‘one page wide’, but it may span several consecutive pages.

All submissions are to be submitted through the assignment 1 Drop-boxes that will be set up in the Moodle account for this Unit of Study. 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).

Your EPC diagram will be checked for plagiarism, and plagiarized assignment will be penalized heavily.

Case Study

Geelong University Library

Quality and service excellence is the cornerstone of the University of Geelong Library’s commitment to staff and students. Located within Geelong, regional Victoria and offshore campuses, libraries and access centres support over 60,000 students and staff, providing access to well over half a million books, over 120,000 journal titles, 650 databases (online collections of Journal articles) and 270,000+ e-books.

The handling of delays for delivering books and journals back to the library today is very inefficient. The existing IT system is able to automatically send a reminder to the customer about the delay, but the handling of the delay is done purely manually by the librarians if the customer does not return the book or journal. The management of the Library has decided that the delay process should be managed by a business process management system. A business consultant interviewed a number of librarians about how they handle delays. The interviews result in a heterogeneous view of the practice of handling delays. The (hypothetical) scenario of handling a delay can be summarized as:

A delay can be recognised automatically by the existing library management system. An email will be sent to the customer automatically, requesting them to return or renew the book. If the book has not been returned a week later, a librarian will be notified by email. The librarian looks up the delayed customer in the IT system. If there is a phone number registered, they try to call them by phone, else they write a letter telling about the delay, and that they already have received one reminder and that they will be charged a fee for the delay. If the book has not been returned a week later, the librarian will send another letter to the delayed customer informing them that they will be reported to the police for theft if the book is not returned. One more week later, if not returned, the librarian contacts their manager, who takes over. If the book is returned anytime during this period, the librarian will close this case and no further action will be taken.

If the delayed customer is a student, the manager contacts the academic registry department to suspend the student account. If the delayed customer is a staff member, the manager contacts the Personnel unit to suspend the staff payroll. After that, the manager attaches a fee payable to the customer’s account and request the customer to pay, which includes the cost of the book and a late return penalty. The case will be closed by the manager when the charged amount is paid in full. When the case is closed, the manager will notify the academic registry department or the personnel unit to lift the suspension. Occasionally, the customer might return the book and also pay the fee in full. In this case, the cost of the book will be refunded. In some other cases, the customer returns the book without paying the fee. The case remains open but the amount the customer owes will be changed. Sixty days after the delay is first identified, if the case is still open, the manager change the status of the case to “forced close” and contacts a debt collection agency by phone to collect any outstanding fee. Essaytyper