Business Process Analytics and Change: Crater Lakes Caravan and Camping Park

This assignment focuses on the business process modelling and aligning the utilization of the successful development model for Crater Lakes Caravan and Camping Park. The analysis would help in listing the significant management of the operations for the lake and imply the development of the successful information processing.

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:

1BUSINESS PROCESS ANALYTICS AND CHANGE
Executive Summary
The following assignment had been developed for understanding the concept of developing the
business process modelling and aligning the utilization of the successful development model.
The implication of the effective management model would help in listing the successful
management of the innovative process. The analysis would help in listing the significant
management of the operations for the lake and imply the development of the successful
information processing. The assignment had been helpful for ensuring the deployment of the
innovative and effective management process.

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.....................................................................................................4
2.3 Case function matrix..............................................................................................................4
2.4 Process Model for Laundry, Toilet, and Shower Usage/Maintenance..................................5
2.5 Process Model for Customer’s Park Entering and Exit Process............................................5
2.6 7PGM discussion for Laundry, Toilet, and Shower Usage/Maintenance.............................6
2.7 7PGM discussion for Customer’s Park Entering and Exit Process.......................................6
2.8 Cycle time for Laundry, Toilet, and Shower Usage/Maintenance........................................7
2.9 Cycle time for Customer’s Park Entering and Exit Process..................................................7
2.10 Redesign for Laundry, Toilet, and Shower Usage/Maintenance.........................................9
2.11 Redesign for Customer’s Park Entering and Exit Process...................................................9
3.0 Conclusion.................................................................................................................................9
4.0 Bibliography............................................................................................................................11

3BUSINESS PROCESS ANALYTICS AND CHANGE
1.0 Introduction
The business process modelling is helpful for aligning the management of the successful
development and integration. The analysis had been helpful for taking care of activities and
integrating the significant management of the factors implying the utilization of the improved
factors. The business process modelling has been helpful for implying the management of the
successful integration and development. The business process modelling would be helpful for
integrating the management of the factors for forming the successful integration and
development. The following assignment has been integrated with the analysis of the process
management of the activities for the organization. The business process modelling had been
helpful for forming the cohesive development factors.
2.0 Business Process Modelling Report for Crater Lakes Caravan and Camping Park
2.1 Process categorisation model
The process categorisation model would be developed considering the standard
categorisation model. The processes of the Crater Lakes Caravan and Camping Park would be
effectively managed for ensuring the development of the successful integration and operations.
The model has been divided into customer entering and exiting process, information collection
and provision process, and park’s operational process. The activities would be implied for the
development of the successful integration and development. The following is the process
categorization model for Crater Lakes Caravan and Camping Park,

4BUSINESS PROCESS ANALYTICS AND CHANGE
Figure 1: Process categorisation model
(Source: Created by the author)
2.2 Capability maturity model
The capability maturity model would be helpful for determining the development of the
successful analysis of the improved management operations. The model would help in listing the
5 step model of initial, repeatable, define, managed, and optimizing. The four types of process
include standard consisted process, continuous improvement process, predictable process, and
analysing process. It would be helpful for developing consistent process defining of the operation
alignment. The following is the process categorization model for Crater Lakes Caravan and
Camping Park,

5BUSINESS PROCESS ANALYTICS AND CHANGE
Figure 2: Capability maturity model
(Source: Created by the author)
2.3 Case function matrix
The activities of the operations of Crater Lakes Caravan and Camping Park has been
developed using the step by step decomposition of the work process. The activities identification
has been done for the park and the two main work package has been considered for identifying
which of the activity falls under which section. The two work package for the project includes
Laundry, Toilet, and Shower Usage/Maintenance and Customer’s Park Entering and Exit
Process. The case function matrix had been shown below,
Activities Laundry, Toilet, and Shower
Usage/Maintenance
Customer’s Park
Entering and Exit
Process
Cleaning and Maintenance of
Laundry, Toilet, and Shower X
Use of Laundry, Toilet, and
Shower X
Water Supply X

6BUSINESS PROCESS ANALYTICS AND CHANGE
Washing Cost Collection X
Customer Registration X
Submission of Voter Card X
Smart Key Provision X
Information Providing to the
customers X
Clearing of Payment X
Exit of the customers X
2.4 Process Model for Laundry, Toilet, and Shower Usage/Maintenance
The process model for laundry, toilet, and shower usage/maintenance is shown below,
Figure 3: Process Model for Laundry, Toilet, and Shower Usage/Maintenance
(Source: Created by the author)
2.5 Process Model for Customer’s Park Entering and Exit Process
The process model for customer’s park entering and exit process is shown below,

7BUSINESS PROCESS ANALYTICS AND CHANGE
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 involves the activities of laundry, toilet, and shower cleaned if needed,
cleaning and utilization of toilet and shower and laundry by the campers, powered and non-
powered sites and cabins are checked, rubbish is picked and disposed, and grass is mown by
grounds maintenance staff. The 7PGM model has been developed with consideration of the
activities and aligning the model with seven step clarification management process. The decision
matrix would help in understanding the alignment development for easing the development
model.
2.7 7PGM discussion for Customer’s Park Entering and Exit Process

8BUSINESS PROCESS ANALYTICS AND CHANGE
The 7PGM model involves the activities of the process includes customer check-in,
entering details of the driver(s) current driver(s) license, vehicle(s) registration, gates are locked
@22:00, park security round @21:30, signing register, staff provide park map to customer
explaining locations of BBQ facilities, cabins, camping sites, laundry, mini-golf, rubbish
disposal, shower blocks, swimming pool, tennis courts, toilet, and recreation room, visitors have
to clear their accounts, and visitors leave the park @ 21:45. The 7PGM model is helpful for
integrating the successful management of the decision model for integrating the successful
development model. The integration of the model is helpful for easing the development of
factors with the decision model for the account clearance and information access.
2.8 Cycle time for Laundry, Toilet, and Shower Usage/Maintenance
The activities of the processes involves cleaned if needed, cleaning and utilization of
toilet and shower and laundry by the campers, powered and non-powered sites and cabins are
checked, rubbish is picked and disposed, and grass is mown by grounds maintenance staff. The
calculation of the cycle time for Laundry, Toilet, and Shower Usage/Maintenance is shown
below,
Activities Time
Cleaning Session (a) 30 mins
Rubbish pickup and disposal(b) 45 mins
Site cleaning(c) 5 mins
Mowing of site(d) 10 mins
Cleaning the cabins(e) 45 mins
Total Time (S=a+b+c+d+e) 135 mins

9BUSINESS PROCESS ANALYTICS AND CHANGE
2.9 Cycle time for Customer’s Park Entering and Exit Process
The activities of the process includes customer check-in, entering details of the driver(s)
current driver(s) license, vehicle(s) registration, gates are locked @22:00, park security round
@21:30, signing register, staff provide park map to customer explaining locations of BBQ
facilities, cabins, camping sites, laundry, mini-golf, rubbish disposal, shower blocks, swimming
pool, tennis courts, toilet, and recreation room, visitors have to clear their accounts, and visitors
leave the park @ 21:45. The calculation of the cycle time for Customer’s Park Entering and Exit
Process Maintenance is shown below,
Activities Time
Early time(a) 10 mins
Entering information in database(b) 10 mins
Photograph ID(c) 5 mins
Required paperwork(d) 5 mins
Providing details(e) 5 mins
Explanation(f) 5 mins
Staff demonstration(g) 5 mins
Total time(S=a+b+c+d+e+f+g) 45 mins

10BUSINESS PROCESS ANALYTICS AND CHANGE
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)
Figure 6: Devil’s Triangle for redesign model
(Source: Created by the author)
2.11 Redesign for Customer’s Park Entering and Exit Process
Figure 7: Redesigned Model for Customer’s Park Entering and Exit Process
(Source: Created by the author)

11BUSINESS PROCESS ANALYTICS AND CHANGE
Figure 8: Devil’s Triangle for redesign model
(Source: Created by the author)
2.12 Automation
The development of the effective automation process would be helpful for integrating automatic
operations in laundry, toilet, and shower usage/maintenance and customer’s park entering and
exit process. The automatic processes of water supply, electric supply, automatic scan of visitor
card, fetching of visitors details, and payment platform for paying. These are the automatic
system continuation for the processes of the park.
3.0 Conclusion
It can be concluded from the assignment that the business process modelling is helpful
for managing the successful management of the activities and developing the management of the
processes. The process model for customer’s park entering and exit process and laundry, toilet,
and shower usage/maintenance had been developed for ensuring the successful integration and
management process. The activities of the process includes customer check-in, entering details of

12BUSINESS PROCESS ANALYTICS AND CHANGE
the driver(s) current driver(s) license, vehicle(s) registration, gates are locked @22:00, park
security round @21:30, signing register, staff provide park map to customer explaining locations
of BBQ facilities, cabins, camping sites, laundry, mini-golf, rubbish disposal, shower blocks,
swimming pool, tennis courts, toilet, and recreation room, visitors have to clear their accounts,
and visitors leave the park @ 21:45, cleaned if needed, cleaning and utilization of toilet and
shower and laundry by the campers, powered and non-powered sites and cabins are checked,
rubbish is picked and disposed, and grass is mown by grounds maintenance staff. The calculation
of the total time for laundry, toilet, and shower usage/maintenance had been done and it came
about to be 135 mins. The calculation of the total time for customer’s park entering and exit had
been done and it came about to be 45 mins.

13BUSINESS PROCESS ANALYTICS AND CHANGE
4.0 Bibliography
van Dongen, B., De Weerdt, J., Burattin, A., & Claes, J. (2018, January). Introduction to the 13th
International Workshop on Business Process Intelligence (BPI 2017). In Business
Process Management Workshops: BPM 2017 International Workshops, Barcelona,
Spain, September 10-11, 2017, Revised Papers (Vol. 308, p. 162). Springer.
Zimoch, M., Pryss, R., Probst, T., Schlee, W., & Reichert, M. (2017). Cognitive insights into
business process model comprehension: preliminary results for experienced and
inexperienced individuals. In Enterprise, Business-Process and Information Systems
Modeling (pp. 137-152). Springer, Cham.
Alles, M., Brennan, G., Kogan, A., & Vasarhelyi, M. A. (2018). Continuous monitoring of
business process controls: A pilot implementation of a continuous auditing system at
Siemens. In Continuous Auditing: Theory and Application (pp. 219-246). Emerald
Publishing Limited.
Armas-Cervantes, A., Van Beest, N. R. T. P., La Rosa, M., Dumas, M., & Raboczi, S. (2017,
September). Incremental and interactive business process model repair in apromore.
In Proceedings of the BPM Demo Track and BPM Dissertation Award (Vol. 1920).
Khan, A., Pohl, M., Bosse, S., Hart, S. W., & Turowski, K. (2017). A Holistic View of the IoT
Process from Sensors to the Business Value.
Jeston, J. (2014). Business process management. Routledge.

14BUSINESS PROCESS ANALYTICS AND CHANGE
Milani, F., Dumas, M., Matulevičius, R., Ahmed, N., & Kasela, S. (2016). Criteria and heuristics
for business process model decomposition. Business & Information Systems
Engineering, 58(1), 7-17.
Rosemann, M., & vom Brocke, J. (2015). The six core elements of business process
management. In Handbook on business process management 1 (pp. 105-122). Springer,
Berlin, Heidelberg.
Wang, W., Indulska, M., Sadiq, S., & Weber, B. (2017, September). Effect of linked rules on
business process model understanding. In International conference on business process
management (pp. 200-215). Springer, Cham.