Business Process Modelling for Desklib

This article discusses Business Process Modelling in the context of Desklib, an online library for study material. It covers various processes and diagrams used in different scenarios such as hardware retailer's shipment process, pizza delivery, ship procurement process, handling orders, hotel check-in and check-out, and more. It also highlights the importance of collaborative intelligence and business intelligence in improving business outcomes. The article concludes with a case study on IBM's rationale for change.

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Business Process Modelling

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Week 3:
In the figure given below the BPM of the Hardware retailer’s shipment process is depicted.
Diagram 1: Hardware Retailer’s Shipment Process
There are various steps involved in the shop of the hardware retailer which are shown in the
diagram are described in details during the shipment process. These stages or steps need to be
followed while shipping the goods to the respective customers. There are a total of three lanes
which are present in the single pool of the hardware retailer. These three lanes are the logistic
manager, clerk and the warehouse worker who take charge of their own allotted works. The
receipt of the goods by the customers is the part which has been hidden here in the stages
depicted in the diagram. The first step is when the clerk starts the work of shipping the goods.

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The kind of the delivery, either normal or a special one, has to be decided by the clerk in the
beginning. The retailer worker of hardware does the work of goods’ packaging while the other
works are being carried out simultaneously so that the goods are ready for delivery. There is also
some paper work involved here where the clerk asks for price quotations from different carriers
so that the special shipments can be carried out at the cheapest prices. In case of the deliveries
which are normal, there might also be the need to check the requirements for any kind of extra
insurance. The insurance part is dealt completely by the logistics manager. The work of the
warehouse workers start after this who carry the goods to the place for pick-up of the shipment
and complete all the required paper work for the purpose of packaging and shipment.
Private process: There is no private process involved.
Events for the Start and End: The goods to ship- begin the event and the gods which are
available for pick up- end the event.
Sequence flow and activities: All the processes take place in a proper sequence and they have a
flow.
Exclusive gateways: After the clerk takes the decision of whether the delivery is special or a
normal one and the paper works along with assignment of carriers is completed, the exclusive
gateway is used. In this case just single activity transverse is possible.
Intermediate events: Steps involved
Process, Public, Pools, Lanes within pools: A single pool exists or hardware retailer and within
that process there are three different lanes.
Message flow: The flow of message is not present as there takes place only flow in a sequence.

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Collaboration process: This process is a single business process.
Sub-process: Sub processes within this single business process are absent.
Parallel gateways: After the main process starts, the parallel gateways are made use of. They are
also in use before the process ends.
Human v/s system pool: There is only one pool in this business.
Week4:
The collaboration between the two different pools of the business which are taking place is
reflected in this week’s activity:

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Diagram 2: Process of Pizza Delivery
The process of pizza delivery is dependent on the demand coming from the hungry target
customers who crave to have pizza and hence place order for it (Mukhejee, 2013). The customers
start awaiting the arrival of their ordered pizza. The two events which are likely to place here are
either the delivery of the pizza or the re-ordering of the pizza after an hour’s wait. The clerk gets
all the queries from their customers for their pizza delivery. Customer handling in this case is the
task of the clerk. According to Singh (2017), the customer process can end once the pizza
reaches them and they make the required payment for it after which they eat and enjoy their
pizza. The process on the side of the pizza vendor ends once they deliver the pizza and get the
payment for the same.
Private Processes: The customer ordering the pizza
Start and End Events: The event starts when the customers are hungry and craving to have pizza.
The process ends when the customers eat the pizza and feels satisfied about it.
Public Processes, Pools and Lanes: There are 2 pools in this business: the customer pool and the
vendor pool. There latter has three lanes within it which comprise the clerk, the chef and the
delivery boy (Breyfogle, 2017).
Message Flows: There are messages flowing throughout from ordering the pizza and receiving it
and paying for it is the cash flow taking place between the customer and the vendors.
Collaboration Processes: There is collaboration between the pizza vendor and the customer
buying the pizza.
Sub-processes: There are no sub processes.
Parallel Gateways: There are no other parallel gateways.
Human versus System Pools: The pizza vendor pool and the pizza customer pool.

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Diagram 3: Ship Procurement Process
The customers [place the order for the goods in the beginning and this is checked to find out its
availability. The shipment of the article which is available takes place directly and then begins
the financial process which also incorporates a sub process. However there are instances when
the good is not available and in such cases it has to be procured which is then a sub process. This
can lead to two major events where either the product is delivered late or it is not delivered at all.
The information is then provided to the customers.
Private Processes: This has a single process.
Start and End Events: Starts with receipt of an order and ends with the delivery of the order.
Flows in Activities and Sequence: Message flow is completely absent and there exists sequence
flow takes place.
Exclusive Gateways: There are no exclusive gateways here.

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Intermediate Events: There is absence of events which are intermediate
Public Processes, Pools and Lanes:
Flow of Message: Message flow is not involved here.
Collaboration Processes: There is no collaborative process present here
Sub-processes: There are sub processes present in case of procurement and financial statement.
Parallel Gateways: The parallel gateways are missing here
Tasks: Process Steps
System Pools versus the Human pools
Week 5:
Diagram 4: Handling Orders
The above given figure depicts proper handling of the order along with the product shipments of
certain goods. The event starts with taking down the quotations from different parties. The users
give an order for the approval of the order after this. Furthermore there is a gateway to this which
has two ways: one in which the order is approved and the other in which the order is terminated.
The two processes of handling of the order and the shipment go hand in hand after the order is
approved. The event ends after the completion of the two processes and a proper review by the
user.

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Private process: The private process for the buyer is only one
Events for start and end: The start of the event is marked by the receipt of an order and the end is
marked by its delivery.
Flow of Activities and sequence: There is a linked sequence flow.
Exclusive gateways: After the order is approved the exclusive gateway is used
Tasks involved in the process of intermediate events: The intermediate events are not present
Process, Public, Pools and the lanes within: There is a single pool of buyer
Flow of Message: Message flows within the same pool
Collaboration process: No collaboration process
Sub-process: There are no sub-processes
Parallel gateways: After the order is approved the parallel gateways are used
Human v/s system pool: There is only one human pool of the buyer
Week6 & Week7:
In this case study which is given about the JKHL enterprise, the aim is raising the cross sale of
their products. This in turn is expected to increase their market sales as well. In the
organizational chart the focus is on the activities of the JKHL enterprise. The banking transaction
is shown in the BPMN diagram which covers the case study. From the first stage of reaching the
bank to the last stage of completing the transaction and leaving the bank is the, the entire process
flow is shown in the BPMN diagram. There are many flows and processes involved. There are

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various diagrams used here like the class diagrams which show the Enterprise Architecture.
There is also the entity relation diagram which links the EA model to the data artifacts. JKHL
enterprise’s impact analysis diagram is also shown which enables us to understand the
relationship between the different enterprise elements of the architecture model (Hlupic &
Vreede, 2005). This also illustrates the alterations in the complexity and the scope of the
enterprise. This also highlights the customer facing skills and use of 4 solution steps like
discover, study board, experience and manage. The working of the EA and the BPM must be
connected and collaborated. There is coordination needed in artifact access, link targeting
through http and the URL.
Week 8
The scenario of this stay in the hotel concentrates on the check in and the check outs of the
guests who visit the hotel. There are point of sale systems and night audit processes involved
here. The data processes are identified through the business entities’ work (Keshari, Chang &
Sheddon, 2017). There are two kinds of business entities which are present here. These include
the:
Folio: Every customer’s record is tracked and monitored here. All check in and check out details
are also registered under the system here.
Charge: Restaurant charges, room charges, etc. are all recorded here in this entity for every
guest. Check-in process, room charges process, process of the night audits, POS charge
processes, process of check out, are 5 segments of the process at a hotel scenario. The status of
the guest is active after the check in. There is room charge created for all the rooms. For food,
and other charges for theamenities the customers use the POS system. The audit is generated by

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the night auditor. The folio system is activated for the check out of the guests. All the bills are
being added and calculated under this entity when the customers are active. The segments
change with the changes in the status of the respective entities. There are a total of 5 pools within
the sub activity.
Week 9
A medium-sized organization, Mas venue Services gives the security and venue services to
almost 230 people. Their main aim is to enhance their hospitality and protect their assets. There
is vocational education and training provided at Mas as well. At New South Wales they have
their Education and training Accreditation board. There are 3 activities of Mas fo0r which CBPE
has applied.
 Requesting the staff: On the busy days there is requirement of staff filling. There is a
roster available for the active 70 % staff as well as the 10 % inactive staff. There are sub-
contractors for the same work which include the 20 % staff population. The staff
requirements are being fulfilled by the collaborative web based system. The CWBS gets a
request for extra staff requirement. From this particular or preferred industry is selected
for staff supply. The staff request goes to second level. There is a mutual benefit of this
process as the company’s staff requirement is met and the company providing the sub-
contractors also gets business.
 Advertising the Performed services: The advertising for Mas takes place on the yellow
pages directory. They also promote their business through the word of mouth as well as

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through online or website facilities. The people can avail the services through CWBS if
needed.
 Recruiting staff:For security guards’ recruitment purposes the Mas company is hiring on
monthly basis. They are made to work throughout the year or else they are enlisted under
the inactive staff list. They also do not get much shifts available for their work.
The advertisements are made in the papers by the managers and on their own websites. All the
job applications need to be analyzed before recruitment. The collaboration with the CWBS for
the purpose of recruitment makes the entire process much easier and faster. There are other
processes like the generation of higher revenue, improving the business outcome and risk
minimization is facilitated by the Collaborative business process Engineering(CBPE). Thus
using CWBS and CBPE most of the problems of business are resolved for MAS.
Week 10:
The methods and processes of using data and information in business is known as business
intelligence. This business intelligence gives a better insight to the enterprise for earning higher
profits. As stated by Nash (2010) business process changes can be informed by using the
business intelligence. The companies use it to save their money (cost effective) and also save
time and satisfy customers in a better way. Collaborative intelligence on the other hand helps in
the collaboration of different business activities within and across business organizations. In the
following diagram the call activity is illustrated and the previous activity refers to the task being
repeated before and post collaborating.

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Diagram 5:Collaborative intelligence
Week 11:
Being competitive in the market and sustaining after rivalry with Mazda is the rationale here.
Rationale for change IBM: customer satisfaction is the main aim or rationale for change IBM.

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A total of 6 departments are working at the initial stages. There are 5 steps at this phase of
initiation. The credit department in the very beginning gets a request from the sales
representative of IBM. The credit worthiness of the clients is checked in this step. This
information is then conveyed to the practice department of the business. The special requests and
the customization of the customer loans take place here. The price department further determines
the interest rates. The quote letter is written at the end by the administrative department. This
quote then goes to the field sales department for work.
The further stages are that of attempting to fix the problems through an installation of the control
desk. The sales representative queries are catered to through this desk (Steven & Grembergen,
2011). The problems of tracking, log creation, etc. are resolved here. However more solutions
are needed to address all the problems. The individual appointed for this work is one who can
cater to the problem swiftly through access to a computer system. The performance was not poor
but the system was not appropriate which is now generalized so that the process can be made
faster (Stanleigh, 2017).

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References
Breyfogle F 2017, ‘Five benefits from implementing Business Process Management’, viewed 27
October 2018, <http://www.Qualitymang.cm/blogs/14qualityblog/post>
Hlupic V &Vreede G 2005, ‘Business process modelling using discrete-event simulation: current
opportunities and future challenges’, vol.1, pp.72, International Journal of Simulation
and Process Modelling, viewed 27 October 2018,
<http://www.inderscienceonline.com/doi/abs/10.1504/IJSPM.2005.007115>
Keshari M, Chang S & Sheddon B 2017, ‘A content-analytic study of advantages and
disadvantages of process modeling’, viewed 27 October 2018,
<http://aisel.aisnet.org/cgi/viewcontent.cgi?article=1297&context=acis2003>
Mukhejee D 2013, ‘Attributed Metagraph Modelling to Design Business Process Security
Management’, viewed on 27 October 2018, vol.6, pp.41-48,
<http://www.tandfonline.com/doi/abs/10.1080/10658980601051706?
journalCode=uiss19>
Nash K 2010, ‘Business intelligence meets BPM:using data to change Business processes on the
fly’, viewed 27 October 2018, < https://www.cio.com/article/2417464/business-
intelligence/business-intelligence-meets-bpm--using-data-to-change-business-processes-
on-th.html>
Singh, D 2017,‘Five key benefits of business process modeling’, viewed 27 October 2018,
<http://www.modernanalyst.com/Resources/Articles/tabid/115/ID/1728/5-key-benefits-
of-business-process-modelng.aspx>

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Stanleigh, M 2017 ,’Increase Productivity through business Process Management’, 27 October
2018, <https://bia.ca/increase-productivity-through- business-process management>
Steven, D & Grembergen, W 2011, ‘IT Governance and Its Mechanisms’, viewed 27 October
2018,<https://pdfs.semanticscholar.org/bfba/4d861caecc29f1a53c218534944e9deeff0d.p
df>