Accounting Information Systems: A Case Study of Y Not Flowers, Inc. (YNF)

This case study analyzes the sales process of Y Not Flowers, Inc. (YNF) using BPMN activity model and REA UML Class model. It also discusses the risks and weaknesses of YNF in context to COSO's principles.

Running head: ACCOUNTING INFORMATION SYSTEMS
Accounting Information Systems: A Case Study of Y Not Flowers, Inc. (YNF)
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1ACCOUNTING INFORMATION SYSTEMS
Table of Contents
1. BPMN activity model and REA UML Class model for Sales Process of YNF..........................2
1.1 BPMN activity model for the Sales Process..........................................................................2
1.2 REA UML Class Model for the Sales Process......................................................................3
2. Analysis on risks and weaknesses of YNF..................................................................................3
References........................................................................................................................................5

2ACCOUNTING INFORMATION SYSTEMS
1. BPMN activity model and REA UML Class model for Sales Process of YNF
1.1 BPMN activity model for the Sales Process

3ACCOUNTING INFORMATION SYSTEMS
1.2 REA UML Class Model for the Sales Process
2. Analysis on risks and weaknesses of YNF
In context to COSO’s principle 16 for monitoring activities mentioned by King (2016),
the organization does not considers a mix of ongoing and separate evaluations due to which there
are various problems being faced in their business process. During the sales process, proper
communication strategies are not being followed and there is little scope for evaluation of the
existing process. It has been identified that the organization is handling information related to the
sales process with the help of excel and there is no proper information system which is making
the process complex. Basically, there is also no internal control system in the organization so
ongoing and separate evaluations is not possible for the sales process (Chang et al., 2014). The

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evaluation has also not been carried out on their sales process so that they can adjust it according
to their requirements. Hence, it is suggested that they should carry out separate evaluations
periodically so that they can acquire feedback and improve their sales process with the help of
new information system.
According to the COSO’s principle 17 for monitoring activities stated by King (2016), it
has been identified that the organization does not have suitable communication procedure for
delivering the internal control deficiencies to the senior management or higher authorities. The
issues or problems being faced while conducting the sales process are not communicated
effectively to the senior management or higher authorities of the business so there is no measure
taken for the internal control deficiencies (Garcia-Holgado et al., 2015). There is no scope for
corrective actions as the deficiencies within the sales process are not being communicated
properly. Hence, it is suggested that the deficiencies within the sales process should be
monitored on a timely basis as the management is not well aware of those and there is no proper
process being followed to mitigate the issues within internal control system of the organization.

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References
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Garcia-Holgado, A., García-Peñalvo, F. J., Hernández-García, Á., & Llorens-Largo, F. (2015,
July). Analysis and improvement of knowledge management processes in organizations
using the business process model notation. In Annual Conference of the Global
Innovation and Knowledge Academy (pp. 93-101). Springer, Cham.
King, A. M. (2016). A guide to COSO's framework: an important, practical resource to help your
transition to the updated COSO internal control framework. Strategic Finance, 97(10),
12-13.
Roeser, T., & Kern, E. M. (2015). Surveys in business process management–a literature
review. Business Process Management Journal, 21(3), 692-718.
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,
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of Business Transformation Management Methodology (pp. 137-172). Routledge.