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

This case study provides an analysis of Y Not Flowers, Inc.'s (YNF) accounting information systems, focusing on the sales process and associated risks. It includes a BPMN activity model and an REA UML class model to illustrate the sales process. The analysis identifies weaknesses within YNF's current systems, particularly the lack of a formal information system and reliance on Excel for data management. The study also highlights the organization's failure to adhere to COSO principles related to monitoring activities and communication of internal control deficiencies. Recommendations are made for implementing regular evaluations and improving communication channels to address these shortcomings and enhance the overall effectiveness of the sales process and internal controls within YNF.

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

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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
Chang, S. I., Yen, D. C., Chang, I. C., & Jan, D. (2014). Internal control framework for a
compliant ERP system. Information & Management, 51(2), 187-205.
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,
Berlin, Heidelberg.
Vom Brocke, J., Petry, M., & Gonser, T. (2016). Business process management. In A Handbook
of Business Transformation Management Methodology (pp. 137-172). Routledge.