Business Analysis Report: Parramatta City Council Car Park System

This report provides a business analysis of the Parramatta City Council car park system, focusing on stakeholder identification and analysis. It details the various stakeholder groups involved, including the car parking agency, employees, customers, and council members. The report outlines the objectives and business requirements of the system, covering aspects like ticket issuance, payment handling, and barrier control. Furthermore, the report develops plans for quality assurance testing, emphasizing the role of technicians in monitoring system performance and ensuring operational efficiency. Finally, it proposes strategies for change management, including automated and non-automated methods for communicating changes to stakeholders. The analysis aims to improve the car park's operational efficiency, customer satisfaction, and adherence to council policies.

Running Head: BUSINESS ANALYSIS
Business Analysis
Student’s Name
University Name
Author’s Note

2
BUSINESS ANALYSIS
Table of Contents
1. Identification of stakeholder groups.........................................................................................3
2. Conducting stakeholder analysis..............................................................................................4
3. Steps for Quality Assurance testing.........................................................................................7
4. Change management needs......................................................................................................9
5. Reference List.........................................................................................................................11

3
BUSINESS ANALYSIS
1. Identification of stakeholder groups
In this context, the car parking agency that has been contracted with Parramatta City Council can
be considered to be the major stakeholder group. However, there are other groups as well like the
employees concerned with issuing of tickets, handling of payments as well as controlling the
barriers and lastly managing the car parks. External stakeholders there are two major types of
users, namely the ordinary users paying for their individual car park when they are using it and
second period is the season ticket holders who paid amount in advance to the car parking
Agencies for parking their car regularly for 3 or 6 or 12 months of the Year. Nevertheless, the
procedures like entry of date and time of the entrance and exit of the cars in human readable
forms, issuing of the tickets are done automatically by the Machines installed in the car parking
station. There is a servicing agency associated with the process who conducts the procedures of
checking these facilities regularly and taking them away from servicing if any issue is detected in
any of these machineries. This group of services people also comes under the category of
stakeholders. Analysing the case study, it can be detected that there is a group of officers who
accept payment from the customers in case they are liable to pay fine, or they are supposed to
make any form of manual payments. These are the overall major group of stakeholders for the
organisation. There is a policy information reforming team in the carpark agency who new
updates the policy for the customers in the car parking station according to the guidelines of the
Council. This group is also considered to be a major lot of stakeholders. They are directly liable
to be with the customers as the customer behaviour as direct directly upon the changes they are
introduced by them. Nevertheless, in context, members of The council who analyses the current
progress of the car parking station and implements new policies is also part of a different
stakeholder group associated with this facility. Other members sections of the council like the

4
BUSINESS ANALYSIS
agency or the wing associated with analysis of current car safety needs of the society so that
based on the identification of those needs, new policy for car parking can be implemented, are
also supposed to be a group of important stakeholders. There are other outstanding job roles
performed by various stakeholders’ groups for the car parking station also. Nevertheless agency
required for assessment of the ticket prices and estimation of the yearly level income of the
property station and duly report that to the Council is also another major stakeholders group
directly associated with operations of the car parking station under the Parramatta City Council
Hayes 2018). Nevertheless, it should also be specified that almost equivalent in importance to the
group of stakeholders associated with the task of conducting day to day operations are the
members of the security agency which performs the major role of guarding the cars parked at the
car parking station. We should not forget the attendant who is position at the exit point of the car
park station. His role is crucial from the perspective that he compares the customer information
on the receipt barcode which is with the customer in order to extract the customer data against
which he has been charged along with the original customer data that has been recorded by the
facility at the entrance position of the car park station. All the systems which he operate are fully
automated, he still need to keep an eye on the day-to-day operations of almost every individual
cars that are Park at the station. This is because if some technical error comes into place, he has
to use his own expertise, knowledge as well as recognition of the particular customer in order to
determine what charges he or she is supposed to pay to the car parking station.
2. Conducting stakeholder analysis
all the major operations of day to day activities in this car parking station is conducted by
automated facilities, there is the different group of stakeholders who is always concerned for
maintenance of each of these facilities and also maintaining communication across the various

5
BUSINESS ANALYSIS
stakeholder groups regarding the progress of the car parking station. It is a business service
sector and therefore there are several people associated with accounting, operations as well as
management of the overall facility. Firstly it can be highlighted that the objectives of the
business system operations department of the car parking station which is directly handled by the
City Council of Parramatta includes issuing of tickets, handling of payments and controlling the
barriers as well as management of other aspects regarding car parking like recording problem of
the grievances of customers, issuing the season tickets as demand by the customers and
monitoring the service level agreements with the security Agency that Guards cars parked in the
car parking slots of the station.
However it can also be specified that the role played by the security Agency in properly
deploying the security agents and ensuring proper communication with them so that the security
agents are able to inform them about any progress regarding security concerns in the corporate
stations, is also commendable. There is not only one security agent, but a dedicated team of crisis
management in the agency who is immediately called upon if any immediate crisis like theft or
disaster management need is observed in the car parking station. In this context, the internal
crisis management team of the Council is also need to be considered as a measure group of
stakeholders, who acts as a Advisory Committee during the need of crisis. Communicate with the
various crisis management teams of different departments of the Council so that crisis situations
can be faced with confidence. There is also another team of technicians which handles the
operating system of the property station which controls the entry as well as exit of the cars from
the parking station as well as managers the process of payment of the customers before entrance
at the station (Karbab et al. 201). This group is not directly associated with the regular operations
but they have a regular basis duty of checking if the facilities involved for the above mentioned

6
BUSINESS ANALYSIS
procedures are working in proper condition or not. They have two major roles to play in this in
case if the service is running under automated facility, they have to keep a constant check on
order and if the machineries are in proper condition for the next working hours. Secondly, if
there is any discrepancy in terms of the operation of the automatic facilities employed by the
corporation, immediate call placed on the concerned department from the end of the team of
technicians. in order to understand the working capacity as well as the working condition of the
machineries, the team of technicians comes on multiple rounds on the car parking stations.
The two category of customers namely the ordinary customers as well as the season ticket
holding customers are also highly recognised customer groups. However, they are not directly
linked with the business processes in spite of the fact that their contribution in this context is the
largest. So far as the business procedures related to the customers are concerned, the ordinary
customers are liable for paying to the car parking station every time they land their car in the
station and the season ticket holders are liable to pay a fixed volume of money in advancement
for a contract of 3 months, 6 months or at large 12 months for a specific car parking slot of the
property station (Pugh, L., 2016). The liabilities of the customers also include the development
of a proper understanding of the functioning of the entry barrier. They have to press the press
button display which is flashing on the control pillar for generation of a ticket. The ticket display
is not mandatory for the seasonal customers and they can simply enter their season ticket into a
dedicated slot on the pillar and a onetime deduction of fees from the prepaid volume of money is
done from their card.
Although the pay station of the car parking station is fully automated, there is a dedicated group
of employees who is Managing the system there. After acceptance of payment when the
customer is leaving with his or her car the customers need to insert date into a slot for generation

7
BUSINESS ANALYSIS
of the barcode. After completion of the payment, the role of the stakeholders of this facility is is
over. The last most important role played by an individual stakeholder is that of the attendant
who is standing at the exit point of the car park station. His role is to compare the storage
information of the barcode by means of a barcode reader along with that of the storage device
inserted within the control pillar that has been storing the information of the customers since that
time he has pressed the button for lifting of the barrier and kept his car into the dedicated slot. the
job role of the attendance is social science at times will the facilities are not working properly, he
has to manually check information and at times we also need to determine the fees that is
payable by a customer. Sometimes the barcode scanner is not detecting information property or
at other times, although rarely the facility at the entrance of the Park station providing exact data.
in that case the attendant has rely on his own perception, experience and knowledge about the
individual customer and compare that with the data provided by any one of the facilities which
has been providing correct customer data in order to determine the fees that the customer is liable
to pay.
3. Steps for Quality Assurance testing
The major stakeholder groups which can be associated with the process of quality assurance
testing have been highlighted in the first section of the report only. Nevertheless, to mention
again, the first group of people responsible for Quality Assurance is the group of technicians who
will be constantly monitoring the issuing of tickets, handling of payments as well as the
controlling of barriers to entry and exit of cars in to and from the facility of the car parking
station. This group will be liable to keeping check through cctv cameras regarding how each and
every customer transaction is going on at the car parking station. In case of any technical failure,
the system is monitored in such a way that the main shutter for the barrier will fall down making

8
BUSINESS ANALYSIS
it possible for any other car to enter the car parking station. at most instances this is a warning
signal for the group of technicians to come to visit the technical malfunctioning of the facility.
However, in order to remain full proof regarding the system since this is the biggest and the
busiest car parking station of the Parramatta City in the weekdays. Nevertheless, this group of
stakeholders, namely the group of technicians responsible for management of these mechanical
facilities should be coming for around of the carpet installation to Ice everyday in order to ensure
two things. Firstly, they have to look out for the fact that the facilities are in proper working
condition and secondly we have to ensure that the facility has worked properly throughout the
day so that no entry or exit have been missed out.
This is a quality control management process from the perspective of the management body of
the agency. However, since the customer also comprises of one of the most important
stakeholder groups, there should be quality control measures faceted towards the benefit of the
customers also. In this context, analysing the case study, it can be reflected that two major
changes can be introduced. The first desirable change in this context is to hang a larger and more
bright Display Board situated on top of the facility of the car parking station with a marking of
“car park full “so that no new customer enter the yard of the car park station after the facility has
been filled. Secondly, the customers have to dedicate a lot of time while checking out from the
facility. On their weekdays, the customers can be in a hurry while entering or exiting the car park
station with their cars. In this context it can be specified that the customers have to stop two
times while making payment for using the car park facility. At first we have to approach the
payment station, manually in order to make payment and collect the receipt and in the second
States they have to meet the attendant at the exit point of the facility (Cummings, Bridgman and
Brown 2016). They have to take the responsibility of reassuring that they have made proper

9
BUSINESS ANALYSIS
payment against the services that they have enjoyed. in this context, two major changes for
proper Quality Assurance can be suggested. the first desirable change please that there can be a
process implemented for manual fees collection whenever the customer comes in for the second
time to collect his car from the dedicated car parking slot. In this context, there can be 10 to 12
collectors allocated for the task of collecting the money from the customers keeping their cars in
the 12 dedicated car parking slots.
Lastly, it can be communicated that there is a strong need of appointment of most security
agencies for reversing the contract with the two security agencies so that a 24 hours security
check on the cars can be ensured.
4. Change management needs
In the initial part of Change management, the Lewin's change model can be highlighted here.
There are three stages of this model, namely unfreeze, change and freeze. In this context, it can
be argued that the model can be implemented for addressing the problems like automated facility
management, scheduling of visits payable by the security agents and sending communicative
information to the customers, like putting up a boat for indicating that the facility has been full or
demanding payment from the season ticket holders by sending them personal email or messages
highlighting that their payment dates are arriving. In this context, it can be specified here that in
the initial phase that is during the unfreezing phase, the duties of The Change management team
is only collecting information regarding how the different group of stakeholders are reacting
about the currently employed facilities in context to the issues identified for Change management
in the above paragraph. Nevertheless, after recording the opinion of various stakeholder groups,
The Change management team need to decide whether there should be any resistance coming
from any of the stakeholder groups in implementing the change. In case if Change management

10
BUSINESS ANALYSIS
seems to be smooth and there is no resistance, then alternative system should be employed. In the
first case, the organisation should ensure that there are technicians as well as experts available in
the car parking Station 24 hours for the seven days of a week so that anytime if the facilities
show up any problem, there should be instant support to recover from it. It is evident that, the
concerned technician’s agency will demand a new contract to be formed for this kind of service.
However this should not be a big deal for the Council since the car parking station employs a
reputed agency of technicians. The second desirable change that is to be implemented during the
second stage that is the changed phase is that there should be at least 3 security agencies
communicated under the security contract. Each of them will be liable to send one security agent
at three different shifts of the day. Thirdly, regarding the updating of software for providing
information to the customers regarding payment renewal for making payments for the daily
customers, there should be a new and integrated software system which will accept advance
payment from the regular customers also. They can enter money in any dedicated slot of the
control pillar, when they are coming with their car. Lastly, the customers should be provided
with the advantage of making flexible payments. If they feel that they are in a hurry when they
are coming in with their cars they can make payments to a dedicated payment collector who will
be charging the fees from the customer when they are leaving the facility with their cars.

11
BUSINESS ANALYSIS
5. Reference List
Hayes, J., 2018. The theory and practice of change management. Palgrave.
Pugh, L., 2016. Change management in information services. Routledge.
Litman, T., 2018. Parking Management Strategies. In Parking Management Best Practices (pp.
86-225). Routledge.
Karbab, E., Djenouri, D., Boulkaboul, S. and Bagula, A., 2015, May. Car park management with
networked wireless sensors and active RFID. In 2015 IEEE International Conference on
Electro/Information Technology (EIT) (pp. 373-378). IEEE.
Cummings, S., Bridgman, T. and Brown, K.G., 2016. Unfreezing change as three steps:
Rethinking Kurt Lewin’s legacy for change management. Human relations, 69(1), pp.33-60.