Business Process Analytics and Change: Crater Lakes Caravan and Camping Park
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This report covers the case study of Crater Lakes Caravan and Camping Park and the implication of business process modeling. It also includes the redesign of two processes of the park.
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Running head: BUSINESS PROCESS ANALYTICS AND CHANGE Business Process Analytics and Change: Crater Lakes Caravan and Camping Park Name of the Student: Name of the University: Author’s Note:
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1BUSINESS PROCESS ANALYTICS AND CHANGE Executive Summary The report had considered the case study for the involvement of the activities and listing the utilization of the effective operations and development. The assignment had covered the case study of Crater Lakes Caravan and Camping Park and the implication of business process modeling. The assignment had also formed the implication for the re-engineering of the design of the two processes of Crater Lakes Caravan and Camping Park. The analysis of the model using CMM and process categorization model had been done collectively.
2BUSINESS PROCESS ANALYTICS AND CHANGE Table of Contents 1.0 Introduction................................................................................................................................3 2.0 Business Process Modelling Report for Crater Lakes Caravan and Camping Park..................3 2.1 Process categorisation model.................................................................................................3 2.2 Capability maturity model.....................................................................................................5 2.3 Case function matrix..............................................................................................................7 2.4 Process Model for Laundry, Toilet, and Shower Usage/Maintenance..................................8 2.5 Process Model for Customer’s Park Entering and Exit Process............................................9 2.6 7PGM discussion for Laundry, Toilet, and Shower Usage/Maintenance.............................9 2.7 7PGM discussion for Customer’s Park Entering and Exit Process.....................................10 2.8 Cycle time for Laundry, Toilet, and Shower Usage/Maintenance......................................10 2.9 Cycle time for Customer’s Park Entering and Exit Process................................................11 2.10 Redesign for Laundry, Toilet, and Shower Usage/Maintenance.......................................12 2.11 Redesign for Customer’s Park Entering and Exit Process.................................................12 3.0 Conclusion...............................................................................................................................13 4.0 Bibliography............................................................................................................................14
3BUSINESS PROCESS ANALYTICS AND CHANGE 1.0 Introduction The implication of the business process diagram would be helpful for easing the management of the successful integration development. The use of business process diagram would be helpful for considering the analysis of the factors for integrating the utilization of the factors for integration and management (Forsgren, 2016). The utilization would also be helpful for analysing the management of the functional management. The use of the business process management would be effectively for analysing the formation of the improved communication development. The activities of the development model would be helpful for considering the integration management. The alignment of the business process activities and identification of thefunctionalmanagementactivitieswouldhelpinlistingtheimprovedoperational development. 2.0 Business Process Modelling Report for Crater Lakes Caravan and Camping Park 2.1 Process categorisation model The process categorization model for the park has been divided into customer process and integrating the functional process management. The activities like cleaning and utilization of toilet and shower and laundry by the campers, rubbish is picked and disposed, powered and non- powered sites and cabins are checked, cleaned if needed, and grass is mown by grounds maintenance staff are the responsibilities of the staffs of park. The customer check-in, signing register, entering details of the driver(s) current driver(s) license, and their vehicle(s) registration is the part of operations in responsibility of effective alignment. The following is the process categorization model for Crater Lakes Caravan and Camping Park,
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4BUSINESS PROCESS ANALYTICS AND CHANGE Figure 1:Process categorisation model (Source: Created by the author)
5BUSINESS PROCESS ANALYTICS AND CHANGE 2.2 Capability maturity model The capability maturity model The following is the process categorization model for Crater Lakes Caravan and Camping Park,
6BUSINESS PROCESS ANALYTICS AND CHANGE Figure 2:Capability maturity model (Source: Created by the author)
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7BUSINESS PROCESS ANALYTICS AND CHANGE 2.3 Case function matrix The case function model is implied for the easing the management processes and the functional management can be implied for executing the activities like cleaning and utilization of toilet and shower and laundry by the campers, rubbish is picked and disposed, powered and non- powered sites and cabins are checked, cleaned if needed, and grass is mown by grounds maintenance staff. The customer would have to execute the activities like customer check-in, signing register, entering details of the driver(s) current driver(s) license, and their vehicle(s) registration. The staff of the park would provide park map to customer explaining locations of camping sites, cabins, laundry, toilet, and shower blocks, BBQ facilities, rubbish disposal, swimming pool, mini-golf, tennis courts, and recreation room. Moreover, the visitors have to clear their accounts, visitors leave the park @ 21:45, park security round @21:30, and gates are locked @22:00. The following is the case function matrix for the definition of the work at Crater Lakes Caravan and Camping Park, Activities Visitor Processes and Functions CraterLakes Caravanand CampingPark Processesand Functions Cleaning and utilization of toilet and shower and laundry by the campersXX Rubbish is picked and disposedX Poweredandnon-poweredsitesandcabinsare checked, cleaned if neededX Grass is mown by grounds maintenance staffX Customer Check-InX Signing RegisterX
8BUSINESS PROCESS ANALYTICS AND CHANGE Enteringdetailsofthedriver(s)currentdriver(s) license, and their vehicle(s) registrationX Staffprovideparkmaptocustomerexplaining locations of camping sites, cabins, laundry, toilet, and showerblocks,BBQfacilities,rubbishdisposal, swimmingpool,mini-golf,tenniscourts,and recreation room X Visitors have to clear their accounts Visitors leave the park @ 21:45X Park Security Round @21:30 Gates are locked @22:00X 2.4 Process Model for Laundry, Toilet, and Shower Usage/Maintenance The process model for would include the activities of the process customer check-in, signing register, entering details of the driver(s) current driver(s) license, and their vehicle(s) registration, visitors have to clear their accounts, park security round @21:30, visitors leave the park @ 21:45, and gates are locked @22:00. The following is the diagram for the process model for laundry, toilet, and shower usage/maintenance, Figure 3:Process Model for Laundry, Toilet, and Shower Usage/Maintenance (Source: Created by the author)
9BUSINESS PROCESS ANALYTICS AND CHANGE 2.5 Process Model for Customer’s Park Entering and Exit Process The process model for customer’s park entering and exit process activities of the process includes activities of cleaning and utilization of toilet and shower and laundry by the campers, rubbish is picked and disposed, powered and non-powered sites and cabins are checked, cleaned if needed, and grass is mown by grounds maintenance staff. The following is the diagram for the process model for customer’s park entering and exit process, Figure 4:Process Model for Customer’s Park Entering and Exit Process (Source: Created by the author) 2.6 7PGM discussion for Laundry, Toilet, and Shower Usage/Maintenance The 7PGM model for the process of Laundry, Toilet, and Shower Usage/Maintenance has been lined for developing the activities of the process. The activities included in this process are cleaning and utilization of toilet and shower and laundry by the campers, powered and non- powered sites and cabins are checked, cleaned if needed, and grass is mown by grounds maintenance staff. It is aligned for integrating the processes for using the successful alignment of the functions can be listed for easing the formation and development model.
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10BUSINESS PROCESS ANALYTICS AND CHANGE 2.7 7PGM discussion for Customer’s Park Entering and Exit Process The 7PGM model for the process of Customer’s Park Entering and Exit Process has been lined for developing the activities of the process. The activities included in this process are customer check-in, signing register, visitors have to clear their accounts, visitors leave the park @ 21:45, park security round @21:30, and gates are locked @22:00. The operations would be implied for the management. 2.8 Cycle time for Laundry, Toilet, and Shower Usage/Maintenance The total time required for laundry, toilet, and shower clearing and utilization would be summed for calculating the total time. The activities of the process includes, oCleaning and utilization of toilet and shower and laundry by the campers oRubbish is picked and disposed oPowered and non-powered sites and cabins are checked, cleaned if needed oGrass is mown by grounds maintenance staff The calculation of the times is shown below, ActivitiesTime Cleaning Session30 mins Rubbish pickup and disposal45 mins Site cleaning5 mins Mowing of site10 mins Cleaning the cabins45 mins Total Time135 mins
11BUSINESS PROCESS ANALYTICS AND CHANGE 2.9 Cycle time for Customer’s Park Entering and Exit Process The total time required for registering and executing the park would be summed for calculating the total time. The activities of the process includes, oCustomer Check-In oSigning Register oEntering details of the driver(s) current driver(s) license, and their vehicle(s) registration oStaff provide park map to customer explaining locations of camping sites, cabins, laundry, toilet, and shower blocks, BBQ facilities, rubbish disposal, swimming pool, mini-golf, tennis courts, and recreation room oVisitors have to clear their accounts oPark Security Round @21:30 oVisitors leave the park @ 21:45 oGates are locked @22:00 The calculation of the times is shown below, ActivitiesTime Early time10 mins
12BUSINESS PROCESS ANALYTICS AND CHANGE Entering information in database10 mins Photograph ID5 mins Required paperwork5 mins Providing details5 mins Explanation5 mins Staff demonstration5 mins Total time45 mins 2.10 Redesign for Laundry, Toilet, and Shower Usage/Maintenance Figure 5:Redesigned Model for Laundry, Toilet, and Shower Usage/Maintenance (Source: Created by the author) 2.11 Redesign for Customer’s Park Entering and Exit Process
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13BUSINESS PROCESS ANALYTICS AND CHANGE Figure 6:Redesigned Model for Customer’s Park Entering and Exit Process (Source: Created by the author) 3.0 Conclusion It can be concluded from the assignment that the analysis of the specific management of the activities for implying the successful evaluation management. The assignment had covered the impact of business process development for integrating the functional analysis of the operationsandevaluatingthefunctionalmanagement.Thealignmentofthesuccessful compilation of the project activities had been done with the help of the innovative design engineering. The business process development would be aligned for integrating the evaluation of the factors for integrating the completion of the design development. It is also crucial for improvingtheinnovationanddevelopmentmodels.Theallocationofthesuccessive management process can be achieved with the continuation of the smart project evaluation.
14BUSINESS PROCESS ANALYTICS AND CHANGE 4.0 Bibliography Bolin, J. H. (2014). Hayes, Andrew F.(2013). Introduction to Mediation, Moderation, and Conditional Process Analysis: A Regression‐Based Approach. New York, NY: The Guilford Press.Journal of Educational Measurement,51(3), 335-337. Forsgren, M. (2016). A note on the revisited Uppsala internationalization process model–the implicationsofbusinessnetworksandentrepreneurship.JournalofInternational Business Studies,47(9), 1135-1144. García-Holgado, A., García-Peñalvo, F. J., Hernández-García, Á., & Llorens-Largo, F. (2015, July). Analysis and improvement of knowledge management processes in organizations usingthebusinessprocessmodelnotation.InAnnualConferenceoftheGlobal Innovation and Knowledge Academy(pp. 93-101). Springer, Cham. Jeston, J. (2014).Business process management. Routledge. Milani, F., Dumas, M., Matulevičius, R., Ahmed, N., & Kasela, S. (2016). Criteria and heuristics forbusinessprocessmodeldecomposition.Business&InformationSystems Engineering,58(1), 7-17. Rosemann,M.,&vomBrocke,J.(2015).Thesixcoreelementsofbusinessprocess management. InHandbook on business process management 1(pp. 105-122). Springer, Berlin, Heidelberg. Sarno, R., Pamungkas, E. W., & Sunaryono, D. (2015, May). Business process composition based on meta models. InIntelligent Technology and Its Applications (ISITIA), 2015 International Seminar on(pp. 315-318). IEEE.
15BUSINESS PROCESS ANALYTICS AND CHANGE Wang,J.,Jin,T.,Wong,R.K.,&Wen,L.(2014).Queryingbusinessprocessmodel repositories.World Wide Web,17(3), 427-454.