School of Computing and Information Systems

Business Process Management

ISYS90081

Assignment 2 Specification
Business Process Analysis and Redesign
Semester 2, 2022

Due date: 11:59pm, Sunday 16 October 2022 (firm)

[Week 12]
Weight: 30%

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Business Process Management
ISYS90081

ASSIGNMENT INSTRUCTIONS

OVERVIEW:
Working in groups of 2-3 students, you are required to analyse and redesign the main
processes of the Production core process at Stonehaven, Inc. For this assignment, you must
use the models provided on Canvas alongside this file, do not use the models you
submitted for Assignment 1. The report you will produce will be used by Stonehaven, Inc.
managers to trigger a process improvement project aimed at implementing the redesign
changes you have recommended, after consultation with relevant stakeholders. This
means your report must be easy to understand and convincing. Specifically, you need to:
Process Analysis
• Calculate the cycle time efficiency of the as-is value chain (start-to-end), report the
results using the template provided on Canvas (“ISYS90081 Assessment 2 – CTE
Template”). Note: you should make assumptions regarding the processing times of
the activities (if information is missing in the case study). For example, you can use
your own estimate if the processing time of an activity in the as-is model is not
explicitly mentioned in the case study. In this case, you must write down your
assumption.
• Perform a value-added analysis and a waste analysis of the as-is process model, as
we explained in our lectures and tutorials.
• Based on the above analysis, identify two major issues in the as-is process, and
prepare their issue register. Major issues are those having the highest (negative)
impact on process cost, cycle time, or quality. Hence, focus on those issues that
may have the highest potential impact. Note: in the issue register, include a row in
which you will record any assumptions you make when information is insufficient.
• Analyse the possible causes of only the issue that has the highest impact (out of
the two you selected), using a cause-effect diagram or why-why diagram.
Process Redesign
• Propose three changes to the as-is process, to eliminate or reduce the impact of
the two identified major issues. For each change, indicate:
o Which issue(s) are being addressed by the proposed change?
o What does the change involve? (What will be added or dropped in the
process? What will be done differently?)
o What is the qualitative and/or quantitative impact on performance (For
example, what performance measure(s) do you hypothesise will be
improved as a result of the proposed change?)

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o Which Redesign Heuristic(s) or BPR principle(s) does your proposed

changes relate to? NOTE: changes that require the application of multiple
redesign heuristics (2 or more) or multiple BPR principles, should be
considered as a single change if they address the same issue. An example
of proposing three changes:
▪ Change-1, you address Issue-1 by applying redesign heuristics;
▪ Change-2, you address Issue-2 by applying redesign heuristics;
▪ Change-3, you address Issue-1 by applying BPR principles.
When addressing the same issue by applying different methods, you may
obtain the same result (i.e., to-be process model).
• Draw a pick-chart and prioritise your changes based on their impact and difficulty
to implement. Note: make assumptions if information is missing. If so, document
those assumptions.
• Use these changes or a subset thereof to draw the “to-be” process model for each
of the changes (i.e., 1 change = 1 or more models).

HAND-IN REQUIREMENTS:
You need to produce a short report, which includes the above items and follows the
structure shown in the Appendix (see below). The report must not exceed a total of 20
pages, including any figures, appendices, and front matter. The report must not exceed
3500 words from the start of the Introduction to the end of the Conclusion and includes
the Executive Summary and words in tables/registers (but excludes Flow Analysis). This
word-limit is an upper bound, you are not required to write exactly 3500 words. A good
report can be concise as long as it covers all the requirements.
You must submit the soft copy of your report (PDF only accepted) via Canvas. The front
page of your report must be the group declaration, which can be electronically signed.
The following conventions MUST be used for the submission files:
o Report name: “ISYS90081 S1-2022 A2 – Group leader student-ID”

Failing to follow any of these requirements may attract a mark penalty of up to -10 marks
(I.e., 10%) of the total marks.

Note that although you are not required to submit the .BPMN files of your to-be process
model, you are required to integrate CLEAR pictures of your to-be process model in the
flow of your report. You may include only pictures of the parts of the process that were
changed.

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ISYS90081

OBJECTIVES: This assessment relates to the following Unit Objectives:

1. Elaborate an awareness of the issues concerning the modelling, analysis and
redesign of business processes;
2. Demonstrate knowledge of different techniques for qualitative and quantitative
process analysis, and approaches for transactional and transformational business
process redesign;
3. Complete the analysis and redesign tasks independently and within groups;
4. Appreciate the social and organisational impacts of Business Process Management
projects and effectively communicate this appreciation to stakeholders;
5. Work effectively in leadership roles within a team project and demonstrate an
awareness of the state of the art in business process management.

ASSIGNMENT RULES
LATE SUBMISSIONS: Late submissions will NOT be marked and will thus attract a mark of
0/100. Therefore, you are strongly advised to submit your report, even if it is a draft only,
by the due date.
EXTENSIONS: An extension to the due date of the assignment may only be granted on
medical/compassionate grounds. All requests for extensions must be in writing with
appropriate documentation (e.g., a medical certificate clearly stating the actual condition,
the period of illness, and the length of the illness – which must be for a continuous period
of 5 days or more prior to the due date of the assignment) to be received in the latest 48
hours before the due date. Requests for extensions based on medical grounds of less than
5 continuous days will be rejected. Further, reasons such as busy schedules, other
commitments, machine downtime, unexpected work pressures, interstate travels for
work, unawareness of the due date of the assignment, corrupted discs, etc. will not qualify
as a basis for requesting an extension.

REVIEWS: We will generally not remark assessments. All assessments will receive brief
feedback highlighting the major weaknesses found in the report. Further feedback will be
given during the lectures, highlighting the most common mistakes. If additional feedback
is required, the student should contact their marker to schedule a consultation. However,
if it is a unique situation where you feel that you have not been marked fairly, you must
submit a written request to the tutor and Kameron Chan (by email) detailing the reasons
for mark review.

STUDENT MISCONDUCT AND PLAGIARISM: Any action or practice on your part which
would defeat the purposes of assessment is regarded as misconduct. The penalties for
student misconduct are provided in the Student Rules. Plagiarism (i.e., copying from

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someone else’s assignment, in whole or in part, with or without adaptations, is considered

a serious student misconduct. Any assignment that falls into this category will attract a
mark of 0/100 and the students will be reported to the Student Misconduct Committee for
further disciplinary action.

GROUP FORMATION: You must work in a group of 2-3 students. It is expected that students
form groups based on their own contacts. Tutorials can be a way to form groups, but there
is no need for group members to attend the same tutorial. Groups consisting of more than
3 members will NOT be allowed. All the group members will get the same mark.

When you team up with other students, make sure you share the same objectives and
expected commitment to do well in this assignment.

Any 1-person group submission will be penalised with a loss of 10 points, regardless of the
reason that forced you to submit as a 1-person group unless a group member dropped out
of the subject and you have notified the teaching team at the earliest opportunity.

GROUP DISPUTES: Students will be responsible for resolving their own group disputes. The
teaching team shall NOT be involved in these disputes.

EXPELLING GROUP MEMBERS: Students may decide to expel a group member if this person
has not actively contributed to the assignment deliverables for two consecutive weeks
(evidence must be provided that this is the case, e.g., by showing that the student has been
unreachable via email). Written notice must be sent to the student to be expelled 5 days
in advance, using the student’s Unimelb email (messages on social networks such as
Facebook and WhatsApp are NOT an official communication means for this purpose). The
student can only be expelled from a group if the student does not respond to this written
notice with a valid justification within 5 business days, or if they accept to be expelled.

SUBMISSION: Each submission must contain a declaration, signed by all group members,
stating that they have viewed the final version of the assignment that is to be submitted
and that it is their original work (see Appendix B). Electronic signatures are accepted.
Failure to do this may result in that student not receiving a mark.

GETTING FEEDBACK: The teaching team will be available to answer specific questions about
the assignment specifications and/or the process description, but not to pre-mark
assignments. Lecturers and tutors will NOT read report drafts and review detailed models
prior to the submission of the assignment, since this defeats the purpose of a formal
assessment. Please do not ask.

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APPENDIX A – SAMPLE STRUCTURE FOR ASSIGNMENT 2 REPORT

▪ Declaration by group members (see template in Appendix B)

▪ Cover page (must include the author names and student IDs)
▪ Executive summary
▪ Table of contents
▪ Introduction
▪ Process Analysis
o Cycle time efficiency
o Value-added analysis (as a list of steps and their classification)
o Waste analysis (as a list of wastes for each type)
o Issue registers – see Appendix C
o Why-why or Cause-effect diagram
▪ Process Redesign
o Description of each proposed process change – see Appendix D
o Prioritisation of changes based on their impact and difficulty – including
Pick-chart
o To-be process model
▪ Conclusion

See the Marking Criteria for instructions on the content of each section.

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APPENDIX B – DECLARATION TEMPLATE

By submitting this assignment, we are aware of the University rule that a student must not
act in a manner which constitutes academic dishonesty as stated and explained in the
Melbourne Policy Library. We confirm that this work represents our team’s effort, we have
viewed the final version and we confirm that this does not contain plagiarised material.

Full Name Student Number Signature

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Business Process Management
ISYS90081

APPENDIX C – EXAMPLE OF ISSUE REGISTER

Issue name Drugs not in stock

Priority 2

Description Prescription not fulfilled because drugs are not in stock

Assumptions 5% of the prescriptions fall in this category.
3% of customers per year (on average) experience twice this issue.

Qualitative Customers are dissatisfied when their prescription is not fully

impact fulfilled, this may lead them to switching to another pharmacy.
Quantitative Number of unique customers = 4 mln / 5 = 800,000
impact Probability of a customer becoming dissatisfied = 0.03
Probability of a customer not coming back = 0.03 * 0.20 = 0.006
Number of customers leaving our service = 800,000 * 0.006 = 4,800
Prescriptions potentially lost (because fulfilled by other pharmacies)
= 4,800 * 3 = 14,400
Potential loss = $50 * 14,400 = $720,000

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APPENDIX D – EXAMPLE OF PROCESS CHANGE

Change No. 1
Issue(s) Drugs not in stock
addressed
Description An easy-to-do check during drop-off and data entry is to verify if all
required components for the prescription are in stock. Therefore,
this change prescribes to move this check to the front of the process,
so that the customer can be notified on the spot.
Impact on Improvement in quality of service: less dissatisfied customers.
performance Reduction of loss of sales due to customers switching to other
pharmacies.
Heuristics or BPR Heuristics 4 (Resequencing)
principles used

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