1. Read the given “Analysis Notes” in file “Analysis Notes 2019.dcox” to understand how the OE/S process works, and give a textual description of your designed OE/S process including involved process roles, activities, documents, etc. Extra research work is highly suggested, if you are not familiar with sales business processes. (Minimum 400 words)
2. Create the corresponding BPMN diagram(s) for the described business process, including necessary activities, events, messages, data, etc. (Minimum 20 meaningful and non-trivial activities).
3. Create a business process integration plan using the template introduced in our course to show how the created business process should be integrated into the current IT systems and organisational body of the host company. Make reasonable assumptions if needed. (Minimum 300 words)
4. Put all above contents into a report. Your report should also contain sections of executive summary, introduction, conclusion, and references (APA6 or Havard style).
Page 2 of 5 ITECH 5404 Business Process Analytics and Change Assignment 2 Group assignment (up to 5 students in a group) Background You and your team members work as process architects for a consulting company. A client has asked you to for help them to formally model their Order Entry / Sales (OE/S) process into BPMN diagram(s) and plan for the implementation. Some materials regarding the OE/S process have been provided to your team, yet they may not be sufficient. Your team is expected to finish the following tasks. Tasks 1. Read the given “Analysis Notes” in file “Analysis Notes 2019.dcox” to understand how the OE/S process works, and give a textual description of your designed OE/S process including involved process roles, activities, documents, etc. Extra research work is highly suggested, if you are not familiar with sales business processes. (Minimum 400 words) 2. Create the corresponding BPMN diagram(s) for the described business process, including necessary activities, events, messages, data, etc. (Minimum 20 meaningful and non-trivial activities). 3. Create a business process integration plan using the template introduced in our course to show how the created business process should be integrated into the current IT systems and organisational body of the host company. Make reasonable assumptions if needed. (Minimum 300 words) 4. Put all above contents into a report. Your report should also contain sections of executive summary, introduction, conclusion, and references (APA6 or Havard style). Submission Soft copy: Your report in an MS Word file, plus your BPMN file. Presentation Give an oral presentation in class covering tasks 1-3 (with the help of a PowerPoint file). Length: 10 minutes Marking Criteria for ITECH 5404 BPAC Assignment 2 Report 2019, S2 Weighting 25% HD [80-100%] DI [70-80%) Credit [60-70%) Pass [50-60%) Fail [<50%] oe/s="" process="" description="" 15%="" in="" addition="" to="" di="" standard,="" innovative="" design="" is="" applied="" to="" your="" oe/s="" process="" to="" make="" it="" more="" effective="" and/or="" efficient.="" very="" good="" understanding="" of="" oe/s="" process,="" process="" is="" designed="" in="" a="" professional="" manner.="" comprehensive="" process="" description,="" covering="" all="" key="" elements="" for="" oe/s="" process.="" clear="" understanding="" of="" oe/s="" process,="" logical="" process="" design.="" process="" description="" is="" relatively="" comprehensive,="" covering="" most="" key="" elements="" of="" the="" process.="" acceptable="" attempt="" to="" describing="" a="" specific="" oe/s="" process.="" the="" description="" includes="" major="" activities,="" roles,="" etc.,="" of="" the="" process,="" though="" is="" vague="" or="" general="" in="" some="" parts.="" little="" or="" no="" understanding="" of="" oe/s="" process="" and="" process="" design,="" or="" a="" lot="" of="" copied="" or="" over="" general="" stuff.="" bpmn="" diagram="" 55%="" in="" addition="" to="" di="" standard,="" creative="" process="" design="" is="" shown="" in="" the="" bpmn="" diagram.="" no="" mistakes="" with="" bpmn="" element="" use.="" correct,="" neat="" and="" tidy="" presentation.="" exact="" mapping="" to="" process="" description.="" good="" use="" of="" bpmn="" elements="" and="" diagram="" presentation.="" no="" mistakes="" or="" only="" some="" minor="" mistakes.="" good="" mapping="" to="" the="" oe/s="" process="" description.="" acceptable="" attempt="" to="" drawing="" a="" bpmn="" diagram.="" the="" diagram="" generally="" follows="" bpmn="" specification="" to="" represent="" the="" described="" oe/s="" process,="" though="" may="" contain="" mistakes="" somewhere.="" little="" or="" no="" understanding="" of="" bpmn="" or="" the="" diagram="" is="" over="" simple.="" integration="" plan="" 20%="" in="" addition="" to="" di="" standard,="" in-depth="" analysis="" is="" conducted="" on="" some="" specific="" aspects="" of="" the="" deployment="" for="" the="" particular="" process,="" and="" corresponding="" and="" meaningful="" solutions="" are="" also="" provided.="" very="" appropriate="" assumptions="" and="" descriptions="" of="" the="" host="" organisation’s="" infrastructure.="" systematic="" process="" of="" integration,="" technically="" and="" organisationally.="" reasonable="" assumptions="" and="" descriptions="" of="" the="" host="" organisation’s="" system="" and="" organisational="" infrastructure.="" some="" minor="" mistakes="" or="" vagueness="" may="" exist.="" acceptable="" attempt="" to="" planning="" the="" process="" integration.="" most="" parts="" of="" the="" plan="" are="" presented="" with="" specific="" content.="" some="" assumptions="" or="" parts="" can="" be="" vague,="" incomplete,="" or="" general.="" little="" or="" no="" understanding="" of="" process="" integration="" or="" the="" plan="" is="" over="" simple.="" professional="" presentation="" 10%="" all="" elements="" are="" present="" and="" very="" well="" integrated.="" clear="" logic="" flow.="" excellent="" english="" expression="" and="" spelling.="" excellent="" use="" of="" creditable="" sources.="" accurate="" referencing.="" components="" present="" with="" good="" cohesion.="" clear="" writing="" style,="" without/almost="" without="" misspellings="" or="" grammatical="" errors.="" extremely="" good="" effort="" components="" present="" and="" mostly="" well="" integrated.="" generally="" clear="" writing="" style,="" with="" very="" few="" misspellings="" or="" grammatical="" errors.="" good="" effort="" made="" but="" not="" outstanding="" most="" components="" present="" and="" adequately="" integrated.="" sometimes="" clear="" writing="" style,="" with="" some="" misspellings="" or="" grammatical="" errors.="" made="" some="" effort="" e.g.="" web="" searches="" only="" argument="" is="" confused="" and="" disjointed.="" report="" lacks="" structure.="" report="" is="" much="" too="" long="" or="" too="" short="" lacks="" clarity="" with="" many="" grammatical="" and="" spelling="" errors="" very="" little="" attempt="" to="" reference.="" lazy="" effort="" with="" inaccuracies.="" marking="" criteria="" for="" itech="" 5404="" assignment="" 2="" presentation="" 2019,="" s2="" weighting="" 10%="" hd="" [80-100%]="" di="" [70-80%)="" credit="" [60-70%)="" pass="" [50-60%)="" fail=""><50%] oe/s process description 15% in addition to di standard, innovative design is applied to your oe/s process to make it more effective and/or efficient. very good understanding of oe/s process, process is designed in a professional manner. comprehensive process description, covering all key elements for oe/s process. clear understanding of oe/s process, logical process design. process description is relatively comprehensive, covering most key elements of the process. acceptable attempt to describing a specific oe/s process. the description includes major activities, roles, etc., of the process, though is vague or general in some parts. little or no understanding of oe/s process and process design, or a lot of copied or over general stuff. bpmn diagram 45% in addition to di standard, creative process design is shown in the bpmn diagram. no mistakes with bpmn element use. correct, neat and tidy presentation. exact mapping to process description. good use of bpmn elements and diagram presentation. no mistakes or only some minor mistakes. good mapping to the oe/s process description. acceptable attempt to drawing a bpmn diagram. the diagram generally follows bpmn specification to represent the described oe/s process, though may contain mistakes somewhere. little or no understanding of bpmn or the diagram is over simple. integration plan 20% in addition to di standard, in-depth analysis is conducted on some specific aspects of the deployment for the particular process, and corresponding and meaningful solutions are also provided. very appropriate assumptions and descriptions of the host organisation’s infrastructure. systematic process of integration, technically and organisationally. reasonable assumptions and descriptions of the host organisation’s system and organisational infrastructure. some minor mistakes or vagueness may exist. acceptable attempt to planning the process integration. most parts of the plan are presented with specific content. some assumptions or parts can be vague, incomplete, or general. little or no understanding of process integration or the plan is over simple. oral presentation 20% team members are poised and have clear articulation. every team member speaks and participates at a very high and balanced level. speakers demonstrate good volume, and eye contact. enthusiasm and confidence is clearly exuded. perfect time management. team members are audible and/or fluent on the topic. all team members speak and participate at a high and balanced level. good volume, postures, gestures, and eye contact at most of the time. observable enthusiasm and confidence. the presentation fits into the time allotment. presentation is very clear and with a smooth logic flow. team members are mostly audible and/or fluent on the topic, but:1) not all team members speak and/or participate at a high and balanced level; 2) speakers demonstrate fair volume and/or eye contact is broken with audience; 3) light discomfort with public speaking is exuded; and/or 4) the presentation slightly goes over the allotment. good clarity and logic flow. the communication to audience is marginally acceptable, but: 1) team members are sometimes inaudible and/or hesitant and rely on notes; 2) slightly unbalanced team member speak/participation; 3) minimum gestures, postures, and eye contact; 4) discomfort with public speaking is exuded. 5) imperfect time management. acceptable clarity and logic flow. team members are often inaudible and/or hesitant and rely heavily on notes. speakers make distracting gestures with little or no audience eye contact. a high level of discomfort with public speaking is exuded. the presentation goes over the allotment. poor clarity and logic flow. analysis notes for the order entry / sales process the client company is a typical retailing company which procures products from suppliers and sells them to customers. the order entry/sales (oe/s) process includes the some main steps in the order-to-cash process, viz., presales activities, sales order processing, picking and packing the goods, and shipping. in addition, the oe/s process also handles the billing and processes customer payment. functions of the oe/s process the oe/s process reflects an interacting structure of people, equipment, activities, and controls that is designed to achieve certain goals. the primary function of the oe/s process is to create information flows that support the following: · repetitive work routines of the sales order department, credit department, and shipping department. the oe/s process does these by capturing, recording and communicating sales-related data. for example, we need to know the identity of the customer and what the customer has ordered. these data will be used to determine the total amount of the order to decide whether credit should be granted and to inform workers in the warehouse that certain goods need to be picked and transported to the shipping department. · decision needs of those who manage various sales and marketing functions. the oe/s process help marketing managers to make decisions by generating information like customer preferences, market demand changes, etc. obviously, in addition to these managers, any number of people within a given organisation may benefit from the information generated by the oe/s process. organisational setting figure 1 and table 1 present the relationship between the oe/s process and its organisaitonal enviornment. the figure shows the various information flows, depicted as documents, generated or captured by the oe/s process. the information flows are superimposed onto the organisational structures that are related to the oe/s process and the multiple entities with which the oe/s process interacts (customers, carriers, other business processes such as billing/accounts receivable/cash receipts [b/ar/cr] and general ledger). fig. 1. information flowchart of oe/s process table 1. description of horizontal information flows flow no. description 1 customer places order 2 sales order department requests credit approval from credit department 3 credit department informs sales order department of disposition of credit request 4 sales order department acknowledges order to the customer (4a), and notifies the warehouse (4b), shipping (4c), and the b/ar/cr oe/s="" process="" description="" 15%="" in="" addition="" to="" di="" standard,="" innovative="" design="" is="" applied="" to="" your="" oe/s="" process="" to="" make="" it="" more="" effective="" and/or="" efficient.="" very="" good="" understanding="" of="" oe/s="" process,="" process="" is="" designed="" in="" a="" professional="" manner.="" comprehensive="" process="" description,="" covering="" all="" key="" elements="" for="" oe/s="" process.="" clear="" understanding="" of="" oe/s="" process,="" logical="" process="" design.="" process="" description="" is="" relatively="" comprehensive,="" covering="" most="" key="" elements="" of="" the="" process.="" acceptable="" attempt="" to="" describing="" a="" specific="" oe/s="" process.="" the="" description="" includes="" major="" activities,="" roles,="" etc.,="" of="" the="" process,="" though="" is="" vague="" or="" general="" in="" some="" parts.="" little="" or="" no="" understanding="" of="" oe/s="" process="" and="" process="" design,="" or="" a="" lot="" of="" copied="" or="" over="" general="" stuff.="" bpmn="" diagram="" 45%="" in="" addition="" to="" di="" standard,="" creative="" process="" design="" is="" shown="" in="" the="" bpmn="" diagram.="" no="" mistakes="" with="" bpmn="" element="" use.="" correct,="" neat="" and="" tidy="" presentation.="" exact="" mapping="" to="" process="" description.="" good="" use="" of="" bpmn="" elements="" and="" diagram="" presentation.="" no="" mistakes="" or="" only="" some="" minor="" mistakes.="" good="" mapping="" to="" the="" oe/s="" process="" description.="" acceptable="" attempt="" to="" drawing="" a="" bpmn="" diagram.="" the="" diagram="" generally="" follows="" bpmn="" specification="" to="" represent="" the="" described="" oe/s="" process,="" though="" may="" contain="" mistakes="" somewhere.="" little="" or="" no="" understanding="" of="" bpmn="" or="" the="" diagram="" is="" over="" simple.="" integration="" plan="" 20%="" in="" addition="" to="" di="" standard,="" in-depth="" analysis="" is="" conducted="" on="" some="" specific="" aspects="" of="" the="" deployment="" for="" the="" particular="" process,="" and="" corresponding="" and="" meaningful="" solutions="" are="" also="" provided.="" very="" appropriate="" assumptions="" and="" descriptions="" of="" the="" host="" organisation’s="" infrastructure.="" systematic="" process="" of="" integration,="" technically="" and="" organisationally.="" reasonable="" assumptions="" and="" descriptions="" of="" the="" host="" organisation’s="" system="" and="" organisational="" infrastructure.="" some="" minor="" mistakes="" or="" vagueness="" may="" exist.="" acceptable="" attempt="" to="" planning="" the="" process="" integration.="" most="" parts="" of="" the="" plan="" are="" presented="" with="" specific="" content.="" some="" assumptions="" or="" parts="" can="" be="" vague,="" incomplete,="" or="" general.="" little="" or="" no="" understanding="" of="" process="" integration="" or="" the="" plan="" is="" over="" simple.="" oral="" presentation="" 20%="" team="" members="" are="" poised="" and="" have="" clear="" articulation.="" every="" team="" member="" speaks="" and="" participates="" at="" a="" very="" high="" and="" balanced="" level.="" speakers="" demonstrate="" good="" volume,="" and="" eye="" contact.="" enthusiasm="" and="" confidence="" is="" clearly="" exuded.="" perfect="" time="" management.="" team="" members="" are="" audible="" and/or="" fluent="" on="" the="" topic.="" all="" team="" members="" speak="" and="" participate="" at="" a="" high="" and="" balanced="" level.="" good="" volume,="" postures,="" gestures,="" and="" eye="" contact="" at="" most="" of="" the="" time.="" observable="" enthusiasm="" and="" confidence.="" the="" presentation="" fits="" into="" the="" time="" allotment.="" presentation="" is="" very="" clear="" and="" with="" a="" smooth="" logic="" flow.="" team="" members="" are="" mostly="" audible="" and/or="" fluent="" on="" the="" topic,="" but:1)="" not="" all="" team="" members="" speak="" and/or="" participate="" at="" a="" high="" and="" balanced="" level;="" 2)="" speakers="" demonstrate="" fair="" volume="" and/or="" eye="" contact="" is="" broken="" with="" audience;="" 3)="" light="" discomfort="" with="" public="" speaking="" is="" exuded;="" and/or="" 4)="" the="" presentation="" slightly="" goes="" over="" the="" allotment.="" good="" clarity="" and="" logic="" flow.="" the="" communication="" to="" audience="" is="" marginally="" acceptable,="" but:="" 1)="" team="" members="" are="" sometimes="" inaudible="" and/or="" hesitant="" and="" rely="" on="" notes;="" 2)="" slightly="" unbalanced="" team="" member="" speak/participation;="" 3)="" minimum="" gestures,="" postures,="" and="" eye="" contact;="" 4)="" discomfort="" with="" public="" speaking="" is="" exuded.="" 5)="" imperfect="" time="" management.="" acceptable="" clarity="" and="" logic="" flow.="" team="" members="" are="" often="" inaudible="" and/or="" hesitant="" and="" rely="" heavily="" on="" notes.="" speakers="" make="" distracting="" gestures="" with="" little="" or="" no="" audience="" eye="" contact.="" a="" high="" level="" of="" discomfort="" with="" public="" speaking="" is="" exuded.="" the="" presentation="" goes="" over="" the="" allotment.="" poor="" clarity="" and="" logic="" flow.="" analysis="" notes="" for="" the="" order="" entry="" sales="" process="" the="" client="" company="" is="" a="" typical="" retailing="" company="" which="" procures="" products="" from="" suppliers="" and="" sells="" them="" to="" customers.="" the="" order="" entry/sales="" (oe/s)="" process="" includes="" the="" some="" main="" steps="" in="" the="" order-to-cash="" process,="" viz.,="" presales="" activities,="" sales="" order="" processing,="" picking="" and="" packing="" the="" goods,="" and="" shipping.="" in="" addition,="" the="" oe/s="" process="" also="" handles="" the="" billing="" and="" processes="" customer="" payment.="" functions="" of="" the="" oe/s="" process="" the="" oe/s="" process="" reflects="" an="" interacting="" structure="" of="" people,="" equipment,="" activities,="" and="" controls="" that="" is="" designed="" to="" achieve="" certain="" goals.="" the="" primary="" function="" of="" the="" oe/s="" process="" is="" to="" create="" information="" flows="" that="" support="" the="" following:="" ·="" repetitive="" work="" routines="" of="" the="" sales="" order="" department,="" credit="" department,="" and="" shipping="" department.="" the="" oe/s="" process="" does="" these="" by="" capturing,="" recording="" and="" communicating="" sales-related="" data.="" for="" example,="" we="" need="" to="" know="" the="" identity="" of="" the="" customer="" and="" what="" the="" customer="" has="" ordered.="" these="" data="" will="" be="" used="" to="" determine="" the="" total="" amount="" of="" the="" order="" to="" decide="" whether="" credit="" should="" be="" granted="" and="" to="" inform="" workers="" in="" the="" warehouse="" that="" certain="" goods="" need="" to="" be="" picked="" and="" transported="" to="" the="" shipping="" department.="" ·="" decision="" needs="" of="" those="" who="" manage="" various="" sales="" and="" marketing="" functions.="" the="" oe/s="" process="" help="" marketing="" managers="" to="" make="" decisions="" by="" generating="" information="" like="" customer="" preferences,="" market="" demand="" changes,="" etc.="" obviously,="" in="" addition="" to="" these="" managers,="" any="" number="" of="" people="" within="" a="" given="" organisation="" may="" benefit="" from="" the="" information="" generated="" by="" the="" oe/s="" process.="" organisational="" setting="" figure="" 1="" and="" table="" 1="" present="" the="" relationship="" between="" the="" oe/s="" process="" and="" its="" organisaitonal="" enviornment.="" the="" figure="" shows="" the="" various="" information="" flows,="" depicted="" as="" documents,="" generated="" or="" captured="" by="" the="" oe/s="" process.="" the="" information="" flows="" are="" superimposed="" onto="" the="" organisational="" structures="" that="" are="" related="" to="" the="" oe/s="" process="" and="" the="" multiple="" entities="" with="" which="" the="" oe/s="" process="" interacts="" (customers,="" carriers,="" other="" business="" processes="" such="" as="" billing/accounts="" receivable/cash="" receipts="" [b/ar/cr]="" and="" general="" ledger).="" fig.="" 1.="" information="" flowchart="" of="" oe/s="" process="" table="" 1.="" description="" of="" horizontal="" information="" flows="" flow="" no.="" description="" 1="" customer="" places="" order="" 2="" sales="" order="" department="" requests="" credit="" approval="" from="" credit="" department="" 3="" credit="" department="" informs="" sales="" order="" department="" of="" disposition="" of="" credit="" request="" 4="" sales="" order="" department="" acknowledges="" order="" to="" the="" customer="" (4a),="" and="" notifies="" the="" warehouse="" (4b),="" shipping="" (4c),="" and="" the="">