E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN

Dr. Tuan Truong

STUDENT WORKBOOK
CLASS CODE: …………………… TERM:………………
Group member: 1.
2.
3.

Page | 1
 E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN
Dr. Tuan Truong

WORK PERFORMANCES

MODULE NOTES INSTRUCTOR CONFIRM

Page | 2
E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN
Dr. Tuan Truong

Page | 3
 E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN
Dr. Tuan Truong

MODULE 1: INTRODUCTION TO SYSTEM

EXERCISE 1.1

Choose a system and identify the following:

 Elements

 Interconnections

 Purpose - system behavior

Could your group also identify its inputs and outputs?

EXERCISE 1.2

 Use the system in the previous exercise and identify its stocks, flow.

 How would you change the system and why?

Page | 4
 E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN
Dr. Tuan Truong

MODULE 2: SYTEM AND US

EXERCISE 2.1

Does anyone have any examples of hierarchy forgetting its purpose is to help subsystems do their jobs better? (Discuss with your members)

EXERCISE 2.2

Pick a system and identify the following:

 Input and output

 Behaviors

 Boundary

 Delays

How about its limits?

EXERCISE 2.3

Discuss through examples of 3 different traps of system and how your group can prevent them?

Page | 5
 E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN
Dr. Tuan Truong

MODULE 3: BUSINESS AND ITS SYSTEM

EXERCISE 3.1

Find an organization and identify its term. Draw its system

Công ty công nghệ Apple

Goals: Tạo ra những sản phẩm công nghệ đổi mới, tăng cường hệ sinh thái sản phẩm và dịch vụ của Apple mang lại trải nghiệm cho người dùng tốt nhất.

Objectives: Trở thành thương hiệu công nghệ được yêu thích và đáng tin cậy nhất trên thế giới:

- Duy trì vị thế dẫn đầu trong ngành công nghiep điện thoại thông minh.

- Phát hành các mẫu Iphone mới với tính năng đột phá hơn vào mỗi năm.

- Tăng doanh số Mac và thiết bị đeo.

Strategy:

- Nâng cấp cải tiến các tính năng sản phẩm: Tạo ra các sản phẩm có thiết kế độc đáo và trải nghiệm người dùng với hệ điều hành IOS liền mạch.

- Tạo ra một hệ sinh thái các sản phẩm và dịch vụ liên kết chặt chẽ với nhau: Tạo ra một hệ sinh thái khép kín, có thể chuyển đổi tài liệu giữa các thiết bị Apple một cách dễ dàng, sử dụng AirDrop để chia sẻ

file, và sử dụng iCloud để đồng bộ dữ liệu.

Business Model: (ẢNH)

EXERCISE 3.2

Identify 2 departments/processes in an organization that have a relationship with each other.

Identify input and output of these business units

Page | 6
 E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN
Dr. Tuan Truong

EXERCISE 3.3

Organization and management level

EXERCISE 3.4

Draw a business process

EXERCISE 3.5

Redraw the purchasing process at Ford and identify the following:

a. Who are the actors in this process?

b. Which actors can be considered as customers in this process?

c. What value does the process deliver to its customers?

d. What are the possible outcomes of this process?

Page | 7
 E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN
Dr. Tuan Truong

MODULE 4: BUSINESS ARCHITECTURE

MINI PROJECT 1

1. What are the specific tasks to be accomplished by your shop’s employees? How many employees do you need? Draw an organization chart based on employee tasks (incl. management tasks). Each position on
the chart will perform specific tasks or be responsible for particular outcomes. Should the chart resemble a pyramid, a wheel with hub and rim, or rather a network? Why?
2. Three years later, your business is successful, and you want to open a second shop three miles away. What challenges would you face running your business at two locations? Think about ensuring standards of
work and quality, decision making regarding the business, indicators for the shops’ economic success. Draw an organization chart that shows both business locations.
3. Five years later, your business has expanded to five locations in two cities in the same country. How do you keep in touch with them all? How do you as the CEO coordinate and control what is going on in
them? Draw an updated organization chart and explain your rationale for it.
4. Twenty years later, you have 75 business locations in five European countries. What issues and problems do you have to deal with through organization structure? Think about hierarchy,
centralization/decentralization, your, i.e. the CEO’s span of control, effective reporting of business results to headquarter, effective communication from headquarter. Draw an organization chart for your
organization, indicating who is responsible for customer satisfaction, and explaining how information will flow through this enlarged organization.

Draw the structure map here

Stage 1

Stage 2

Stage 3

Stage 4

Page | 8
 E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN
Dr. Tuan Truong

EXERCISE 4.1

Assignment: Pick an organization and redraw its business process architecture (using the BPA guidelines).

EXERCISE 4.2

Draw core, support, and management processes of a university?

Page | 9
 E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN
Dr. Tuan Truong

EXERCISE 4.3

Read the case in the slide

Answering the following question:

1. Which business processes should the travel agency select for improvement?

2. For each of the business processes you identified above, indicate which performance measure the travel agency should improve

Page | 10
 E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN
Dr. Tuan Truong

MODULE 5 – INFORMATION GATHERING

EXERCISE 5.1

As a process analyst working for the University of Newtown, you have been engaged by Mark Johnson, the process owner of the student admission process, in a project that aims at improving this process. In

order to model the as-is process, you start by collecting relevant information about this process. The available documentation includes the organization chart of the Office of the Deputy Vice-Chancellor (DVC) for

Student Affairs where Mark’s team sits, the UML class diagram of the student admission system which supports this process, and a set of relevant organizational policies that you extract from the university’s Web

pages. Based on this documentation, formulate initial hypotheses on how the student admission process works. Next, identify the relevant domain experts to interview and their supervisors whom you should seek

approval from.

Organizational chart of the Office of the DVC (Student Affairs)

Page | 11
E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN
Dr. Tuan Truong

Extract of the UML class diagram of the student admission system

Organizational policies for student admission

Page | 12
 E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN
Dr. Tuan Truong

MINI PROJECT 2 – STAGE 1

Use the information gathering methods in the module, formulate initial hypotheses (as-is) on a business process of an organization.

Suggestions:

 Select a business (corresponding type of selected business) in Danang City.

 Imaging and drawing a process mapping (of a business function) of a business including subprocess and related stakeholders. If it is a cross functional process, identify related department/business unit

 Identifying Who, What, Where, Why, When and How aspects of the process and problem.

 Observe the selected process.

 Take note and record evidence (conservation, interview, documents, recording…)

Page | 13
 E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN
Dr. Tuan Truong

MODULE 6: BUSINESS PROCESS IDENTIFICATION

EXERCISE 6.1

EXERCISE 6.2

EXERCISE 6.3

Page | 14
 E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN
Dr. Tuan Truong

MODULE 7 – PROCESS ANALYSIS

EXERCISE 7.1

Customers drop off their prescriptions either in the drive-through counter or in the front
counter of the pharmacy. Customers can request that their prescription be filled immediately.
In this case, they have to wait between 15 min and 1 h depending on the current workload.
However, most customers are not willing to wait that long, so they opt to nominate a pickup
time at a later point during the day. Generally, customers drop their prescriptions in
the morning before going to work (or at lunchtime) and they come back to pick up the
drugs after work, typically between 5 p.m. and 6 p.m. When a prescription is dropped off, a
technician asks the customer for the pick-up time and puts the prescription in a box labeled
with the hour preceding the pick-up time. For example, if the customer asks to have the
prescription be ready at 5 p.m., the technician will drop it in the box with the label 4 p.m.
(there is one box for each hour of the day).
Every hour, one of the pharmacy technicians picks up the prescriptions due to be filled in
the current hour. The technician then enters the details of each prescription (e.g., doctor
details, patient details and medication details) into the pharmacy system. As soon as the
details of a prescription are entered, the pharmacy system performs an automated check
called Drug Utilization Review (DUR). This check is meant to determine if the prescription
contains any drugs that may be incompatible with other drugs that had been dispensed to
the same customer in the past, or drugs that may be inappropriate for the customer taking
into account the customer data maintained in the system (e.g., age).
Any alarms raised during the automated DUR are reviewed by a pharmacist who performs a
more thorough check. In some cases, the pharmacist even has to call the doctor who issued
the prescription in order to confirm it.
After the DUR, the system performs an insurance check in order to determine whether the
customer’s insurance policy will pay for part or for the whole cost of the drugs. In most
cases, the output of this check is that the insurance company will only pay for a certain
percentage of the costs, while the customer has to pay for the remaining part (also called
the co-payment). The rules for determining how much the insurance company will pay and
how much the customer has to pay are very complicated. Every insurance company has
different rules. In some cases, the insurance policy does not cover one or several drugs in a
prescription, but the drug in question can be replaced by another drug that is covered by the
insurance policy. When such cases are detected, the pharmacist generally calls the doctor
and potentially also the patient to determine if it is possible to perform the drug replacement.
Once the prescription passes the insurance check, it is assigned to a technician who collects
the drugs from the shelves and puts them in a bag with the prescription stapled to it. After
the technician has filled a given prescription, the bag is passed to the pharmacist who
double-checks that the prescription has been filled correctly. After this quality check, the
pharmacist seals the bag and puts it in the pick-up area. When a customer arrives to pick up
a prescription, a technician retrieves the prescription and asks the customer for payment in
case the drugs in the prescription are not fully covered by the customer’s insurance.

Identify at least 3 Value-Added steps, Business value-added and Non value-added activities

Page | 15
 E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN
Dr. Tuan Truong

EXERCISE 7.2

Use the business scenario in Exercise 7.1. Identify and document at least two issues in an issue register

EXERCISE 7.3

Use previously identified issues and analyze it using a why-why diagram & Fish-bone diagram

EXERCISE 7.4

A fast-food restaurant receives on average 1200 customers per day (between 10:00 and
22:00). During peak times (12:00-15:00 and 18:00-21:00), the restaurant receives around
900 customers in total, and 90 customers can be found in the restaurant (on average) at a
given point in time. At non-peak times, the restaurant receives 300 customers in total,
and 30 customers can be found in the restaurant (on average) at a given point in time.
1. What is the average time (CT) that a customer spends in the restaurant
during peak times?
2. What is the average time (CT) that a customer spends in the restaurant
during non-peak times?
3. The restaurant plans to launch a marketing campaign to attract more
customers. However, the restaurant’s capacity is limited and becomes too
full during peak times. What can the restaurant do to address this issue
without investing in extending its building?

Page | 16
 E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN
Dr. Tuan Truong

MODULE 8 – BUSINESS PROCESS MODELING

EXERCISE 8.1

Identify suitable sub-processes in the process for assessing loan applications

model (see the model in the book)

“Once a loan application is received by the loan provider, and before

proceeding with its assessment, the application itself needs to be checked for
completeness. If the application is incomplete, it is returned to the applicant,
so that they can fill out the missing information and send it back to the loan
provider. This process is repeated until the application is found complete.”

EXERCISE 8.2

Draw an Usecase Diagram for the mini project 2

EXERCISE 8.3

Draw an Event table for the mini project 2

Page | 17
 E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN
Dr. Tuan Truong

EXERCISE 8.4

Draw DFD diagrams for the mini project 2, including:

- Context level DFD

- Level 0 DFD

- Child/Primitive DFD

Page | 18
 E-COMMERCE FACULTY - DUE BUSINESS PROCESS ANALYSIS AND DESIGN
Dr. Tuan Truong

MODULE 9 – PROCESS SPECIFICATION & STRUCTURE DECISION

EXERCISE 9.1

Draw a complete ERD for the process of the mini project 2

MINI PROJECT 2 – STAGE 2

Use information gather from Mini Project 2 and do the following:

 Develop use case diagram

 Draw an event table
 Draw Context, Level 0 and Child DFD
 Draw Logical and Physical DFD

MINI PROJECT 2 – STAGE 3

 Draw ERD of the Mini Project 2

 Develop Data Dictionary

MINI PROJECT 2 – STAGE 4

 Draw a complete process specification of the process

 Complete its process logic (structured English, decision table & decision tree)

Page | 19