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Weidong Xia ISM3153 BPA /Team project guideline/ Page 1 of 7

ISM 3153 – Business Process Analysis Professor Weidong Xia

Team Project Guidelines

The objective of the team project is to provide an opportunity for us to apply the concepts, frameworks, techniques and tools covered in class to analyze and redesign a real-world business process. It is intended to be an important learning by doing aspect of the class that enables us to do something that is substantive and makes what we covered in class meaningful and actionable. Try to exercise out-of-the-box thinking and let your practical issues and creativity guide your team project. Key elements of the project include:  identifying and selecting a process that will be analyzed and designed  mapping and scoping of the business process  modeling and analysis of the as-is business process  identifying improvement targets and developing innovative process changes (be able to

show the differences between as-is and to-be)  modeling and analysis of the to-be business process  conducting a brief feasibility study and making implementation alignment and change

requirements Deliverables of the team project include: project proposal, mapping and SOW report, as-is and tracking report, to-be and final report, and team presentation. For each report, please use a cover page including: project title, name of project team, list of team members' names, and date of submission. There are no specific limitations on the format and length of each report. When writing up your report, try to be creative, concise and complete. The process that you go through is as or even more important than the products you produce. It's critical that we learn something substantively through the process. I hope you can use the set of reports as templates for your future business process mapping, analysis and redesign projects. While doing your project, feel free to discuss with me any questions, concerns or problems you may encounter. I will be glad to read/discuss your work-in-process draft before the due date. Team project peer evaluation To ensure fair consideration of individual members’ efforts and contributions, a group peer evaluation will be conducted at the end of the course. The average peer evaluation score of a group member will be used as a weight to compute his/her individual project grade based on the overall group project grade. Please see the evaluation form at the end of this Guideline and

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on the Blackboard so that you can see what will be evaluated and that you can manage your effort accordingly. Completing the peer evaluation is required and will be considered as a part of the course participation grade. 1. Guidelines for team project proposal The team project proposal is an exercise of the identification and selection phase of the process analysis and redesign project lifecycle. In the proposal, each team member would identify an alternative project topic. Then as a team, list three to four criteria that your team uses to select one project topic among the alternatives (e.g., you may use a weighted project selection/decision matrix, with alternative project topics as columns, decision criteria as rows, allocate weight percentage to each of the criteria, scoring each alternative based on the criteria using 0 to 100 scale, select one project topic based the total weighted scores of the alternative projects). Once you have a selected project topic, provide basic background information. Please include but not limited to the following information in the proposal:

1. Name of your team and names of team members. 2. List of alternative team project topics, each team member propose a topic as a possible

team project topic choice. 3. List of project topic selection criteria. 4. Create a weighted project topic evaluation matrix. 5. Use the weighted project topic evaluation matrix to select the team project topic. 6. Brief description of selected project site

(1) Organization background information that may include name, location, number of employees, main businesses/markets, organization vision, mission, key performance metrics.

(2) Name of the process that will be analyzed. 7. Names of individuals who serve as data information sources for your team project

(maybe one of your team members or somebody in an organization your team has close relationship who is available and has access to the data/information you need).

Please use me as an extra team resource, feel free to send me your work-in-progress ideas/draft, call my cell when you have any questions, particularly during your team meetings, and I’ll be happy to join your team meetings. 2. Guidelines for team project mapping and SOW report

• Overall objectives of your team project • Organization background (can modify to provide more details based on your team

project proposal) – Organization information including name, location, number of employees, main

businesses/markets, and a brief history of the organization – Organization vision, mission, key performance metrics

• Organizational (or unit) goals, measures of each goal

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• Process background – Process name, location, business unit/function in which the process resides,

main purpose, approximate number of employees involved in the process • Specific definitions of the process

– Process components, inputs, outputs and other processes/systems/entities that the process interacts with

– Key process measures – Key improvement targets – Key issues/challenges

• Mappings of strategic goals and key business processes – Organizational (or unit) goals – Key processes that you are analyzing – How does each of the processes contributes to each organizational goal

• Team project planning (you can use MS Project to put together a quantitative SOW including WBS, OBS, RAM, schedule and deliverables)

3. Guidelines for team project as-is and tracking report

The purpose of the tracking report is to facilitate us to progress steadily on our team project. The tracking report should include but not limited to:

(1) Data/requirement gathering – Data gathering techniques that were used (e.g., Interviews, nominal group

techniques/focus group studies, survey, observations, documents), attached interview questions/survey questions/documents etc. as appendixes.

– Process narratives/stories (attach documents used/collected as appendixes) – Process definition and repository, data tables (similar to the IBM Holosofx BPIM

tutorial tables) (e.g., Resource components such as organization units, function, roles, external entities, external process; and process components such as processes, tasks, decision, choices, phi, connector media)

– Redesign objectives (process issues/problems/opportunities, specific measurement /improvement targets)

(2) Modeling current (as-is) process

– Use LucidChart.com to develop cross-functional workflow (we also call them swim lane) charts (as-is physical process modeling), may use multiple level diagrams based on process decomposition.

– Use LucidChart.com to develop data flow diagrams (as-is logical process modeling). First, develop context diagram, then level 0 diagram, followed by level 1 diagrams, etc.

– Use IBM BPIM to do process analysis and simulation (as-is process analytical modeling)

Weidong Xia ISM3153 BPA /Team project guideline/ Page 4 of 7

 Use workflow charts and data flow diagrams as the reference bases to visualize process decomposition/process tree (e.g., different levels of process models)

 Modeling and validating each sub-process  Consolidate sub-processes into a high level process  Process analysis and simulation reports

• Performance metrics (e.g., cost, time, resources) • Process case analyses (e.g., bottleneck, gap) • Simulation analysis (e.g., bottleneck, gap) • Analysis reports (e.g., cost, time, resource, communications

– Process gaps/problems to be improved (Gaps/problems, redesign targets and alternatives)

(3) Project tracking and control

– Team project progress status and issues – (optional) Project tracking EVA (schedule variances, cost variances) for the

activities that were scheduled for the tracking period – Based on team project issues identified, make adjustments to your team project

baseline plan.

4. Guidelines for team project to-be and final report

(1) Identify alternative ideas for process redesign – Redesign ideas based on inputs from subjective matter experts (empirically data-

driven, inductive analytics) – Redesign ideas based on process redesign principles we discussed in class (be

specific about which ideas are derived from which redesign principles) (normatively theory-driven, deductive analytics)

– Redesign ideas derived from other sources/mechanisms (2) Modeling new logical (to-be) process

– Use LucidChart.com to develop cross-functional workflow (we also call them swim lane) charts (to-be physical process modeling). First, please make copies of your as-is cross-functional workflow charts files, name them to-be. Then, make changes on the to-be files to reflect your to-be redesign to the as-is business process.

– Use LucidChart.com to develop data flow diagrams (to-be logical process modeling). First, please make copies of your as-is data flow diagrams files, name them to-be. Then, make changes on the to-be files to reflect your to-be redesign to the as-is business process.

– Use IBM BPIM to do process analysis and simulation (to-be process analytical modeling), may make changes on copies of as-is IBM BPIM files.

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 Use workflow charts and data flow diagrams as the reference bases to visualize process decomposition/process tree (e.g., different levels of process models)

 Modeling and validating each sub-process,  Consolidate sub-processes into a high level process  Process analysis and simulation reports

• Performance metrics (e.g., cost, time, resources) • Process case analyses (e.g., bottleneck, gap) • Simulation analysis (e.g., bottleneck, gap) • Analysis reports (e.g., cost, time, resource, communications

(3) Impacts (benefits) analysis

– Differences in process measures between the as-is and the to-be processes (based on the IBM BPIM simulation result summary)

– Percentage improvements in process measures between the as-is and the to-be processes

– Use the process-goal mapping table in the Scoping/Mapping/SOW report to calculate the percentage changes expected in goal improvements.

– Calculated improvements in organizational (or unit) goals based on the percentage changes in goals derived from the process percentage changes.

(4) Feasibility and implementation plan (brief)

– Organizational alignment issues (tie back to the misalignment parts of the earlier reports, key success factors that need to be considered)

– Key process approaches for implementation (e.g., stages and activities, risk analysis, implementation control, change management, performance measures)

– Information systems implementation issues

(5) Your team’s own lessons learned through doing the project – Name top five most valuable things that you learned in doing the project – Name top five most important things that you own team would like to improve if

you were to do the project all over again

(6) Appendices (documents, tables, figures, charts, images, etc.)

5. Guidelines for team presentation

Each team will have 15 minutes for presentation and 5 minutes for Q&A. Since each project could be unique, you are free to decide what should be included in your presentation as well as the format of the presentation. But, limit the number of PowerPoint slides to no more than 18. Team project peer evaluation

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To ensure fair consideration of individual members’ efforts and contributions, a group peer evaluation will be conducted at the end of the course. The average peer evaluation score of a group member will be used as a weight to compute his/her individual project grade based on the overall group project grade. Please see the evaluation form at the end of this Guideline and on the Blackboard so that you can see what will be evaluated and that you can manage your effort accordingly.

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ISM 3153 – Business Process Analysis Professor Weidong Xia

Confidential Team Project Peer Evaluation

As we agreed at the beginning of the class, the purpose of the peer evaluation is to fairly reflect each individual team member’s contribution to the entire team project. The average team peer evaluation score of a team member will be used as a weight to calculate his/her individual project score based on the team project score. Completing the evaluation is required in order to receive a final grade for the course. This form will not be available to anyone but the instructor. When completing the form, please evaluate each of your teammates using a 0 to 100 scale (0 being the lowest and 100 being the highest) based on such criteria as on time completion of assigned responsibility, quality of work, and collegiality/teamwork spirit. Do not evaluate yourself. Team name: ________________________ Your name: ______________________________

Teammate Name On time completion of assigned responsibility (0-100)

Quality of work (0-100)

Collegiality / Teamwork spirit (0-100)

Overall contribution to the project (0-100)

Please name your evaluation form as 3153_LastName_FirstName_Peer.doc and submit your file on our class Canvas using Assignment Drop Box under “Team project peer evaluation”. If you have any comments/notes that will help better understand your peer evaluation or if you want to explain some specific team dynamics and issues, please write them down in additional page(s) in this file, and submit as part of the file. Thank you.

Project Tracking and Control Report TO-BE

ADMISSION

INCOMPLETE

CANCELLATION

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Contents Feasibility and Implementation Plan ………………………………………………………………………………..3

Alternative Idea of Process redesign ………………………………………………………………………………..3

Process Redesign …………………………………………………………………………………………………………4

Principle of Process Redesign – Admission Process …………………………………………………………..4 Principle of Process Redesign – Incomplete Process (TO-BE) ……………………………………………..5

Principle of Process Redesign – Cancellation Process (TO-BE) ……………………………………………7

WORKFLOW DIAGRAM- ADMISSION (TO-BE) ………………………………………………………….8

Context Diagram- ADMISSION …………………………………………………………………………………….9

Level 0 Diagram: Overall Process (Admission) ……………………………………………………………..9 Level 1 Diagram- Decomposition of Process (Application Process)………………………………… 10

Level 1 Diagram- Decomposition of Process (Acceptance Process) ………………………………… 10

Level 1 Diagram- Decomposition of Process (Payment and Letter) ………………………………… 11

Simulation Diagrams: Application TO-BE …………………………………………………………………….. 12

Activity Decision: Resubmission TO-BE ………………………………………………………………………. 12

Incomplete TO-BE …………………………………………………………………………………………………….. 12

Cancellation TO-BE …………………………………………………………………………………………………… 13

Data Tables ………………………………………………………………………………………………………………. 14

WORKFLOW DIAGRAM- INCOMPLETE ………………………………………………………………….. 15 Context Diagram: Boundary of process and system (Incomplete) …………………………………… 17

Level 0 Diagram: Overall Process (Incomplete) ………………………………………………………….. 17

Level 1 Diagram- Decomposition of Process (Incomplete Approval) ………………………………. 18

Incomplete Process Simulation …………………………………………………………………………………. 19

WORKFLOW DIAGRAM- CANCELLATION……………………………………………………………… 20

Context Diagram: Boundary of process and system (Cancellation) …………………………………. 21

Level 0 Diagram: Overall Process (Cancellation) ………………………………………………………… 21

Level 1 Diagram: Decomposition of Process (Cancellation) ………………………………………….. 22 Level 1 Diagram: Overall Process (Cancellation) ………………………………………………………… 22

Cancellation Process Simulation ……………………………………………………………………………….. 23

Impact Analysis (AS-IS and TO-BE) ……………………………………………………………………………. 24

Lesson Learned …………………………………………………………………………………………………………. 26

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Top 5 most things our team would like to improve ………………………………………………………….. 26

Appendix A- Simulation Report ……………………………………………………………………………….. 27

Cost Incurred for a student Admission To Be. …………………………………………………………….. 27

Cost Incurred for a student Admission As_IS. ………………………………………………………………… 27

Resource Time As_Is vs ToBe: ……………………………………………………………………………………. 28 Application To_Be Simulation Report …………………………………………………………………………… 29

Resource Simulation Report ………………………………………………………………………………………… 29

Activity Time: …………………………………………………………………………………………………………… 30

Queue: …………………………………………………………………………………………………………………….. 30

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Feasibility and Implementation Plan

The admission, incomplete and cancellation processes at the College of Business in Florida International University was model for the as-is to help improve faster response time and increase revenue. At the same time we are looking for a system that is centralize, paperless, less complex and to reduce human resource power. After analyzing and identifying ineffectiveness and inefficiencies for all three processes, we have model the TO-BE process for all three to show its improvements, effectiveness and efficiency. Aligning the business governance among with the IT governance with the new redesign process match the institution vision, mission and strategic goal of FIU.

Alternative Idea of Process redesign

The implementation of process redesign ideas abide to the following principles:

– Taking a decentralized process and making one person responsible for it – Redeveloping the education institution goals so improvement plans are consistent – Taking a department-specific process and assigning it to coordinate and integrate cross-

functionally – Going from a product perspective to a process perspective

Online submission: The Panthersoft system is used by faculty and staff. This tool can be enabled for applicants to turn in completed request forms instead of paper forms. This approach can bring the following benefits:

• Save allocated processing costs by 20% • Reduce staff administering those processes • Reduce time allocated to submit and process paper forms • Increase overall effectiveness

Text messaging aggregator tool: Social network aggregation is the process of collecting content from multiple social network services, such as Instagram, Tumblr, Flickr, LinkedIn, Twitch, YouTube, etc. into one unified presentation. This tool could be enabled and designed for applicants to submit requests directly through their messaging platforms. Administrators keep a directory of personal phone numbers linked to every applicant. This approach can bring the following benefits

• No training needed or minimal training needed • Staff familiar with messaging platform

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• Response time increase by 25% • Request processing speed increase by 25% • Administrative duties assigned to 2 employees at most

Example process

Process Redesign The TO-BE process for the admission process at FIU has changed to centralize system. First, we have increase the response time for any missing documents and status. Applicant and the admission office can now see instantly what is missing in the application as well as the application status. The College of Business had separate system and in the to-be model it is intended to be centralize for rapid response, application status, paperless and less data input.

Principle of Process Redesign – Admission Process Application process redesign touches many of the 10 principles of process redesign. After observations and many data requirements main principles are the following:

Page 5 of 30

Principle of Process Redesign – Incomplete Process (TO-BE)

Application process redesign touches many of the 10 principles of process redesign. After observations and many data requirements main principles are the following:

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eCentralizes system is synchronize and updated for any changes made application process. Faster response time for both applicant and COB. Inter- dependencies reduces by 50%

Bottle necks were identified. Resources would be allocated to allow effectiveness. Applicants and COB both have access to see the status

System generates a pdf packet. Less input of data. More transprancy across applicant and COB

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eIntegrating and connecting system allows for faster response time. Student can filled a electronic form. COB can connect to the system and collect all incomplete request to create a faster environment for approval

Adding an online platform for the process helps for any student to have flexibility anytime, anyplace, anywhere. Students can log in without having to visit the COB.

COB and Students have intelligence if there are errors in the form. Faculty and back end office can know if student makes request without dependencies.

Page 7 of 30

Principle of Process Redesign – Cancellation Process (TO-BE)

Application process redesign touches many of the 10 principles of process redesign. After observations and many data requirements main principles are the following:

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student cancellation. No manual source is needed to communicate between all departments (i.e financial department, admission office, COB) The distance between all department has shrunk and information is process faster.

Electronic form help sycchronize student file to determine future eligibility in regards federal aid. Student account is updated automatically and communication is connected though all departments

Integrated with the online platform, the cancellation form is faster processing. Manual forms has been eliminated. Cancelling forms are sent automatically to the indicated faculty. Optimization increase by 80%

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WORKFLOW DIAGRAM- ADMISSION (TO-BE)

The below section depicts the workflow diagram of Admission Process. The student application is checked for correctness and if the form is complete and student meets admission criteria approval is sent. The student pays fees up on approval and the system is updated and a confirmation is sent to student.

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Context Diagram- ADMISSION

Level 0 Diagram: Overall Process (Admission)

Applicant

Admissio n Process

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Level 1 Diagram- Decomposition of Process (Application Process)

Level 1 Diagram- Decomposition of Process (Acceptance Process)

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Level 1 Diagram- Decomposition of Process (Payment and Letter)

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Simulation Diagrams: Application TO-BE

Activity Decision: Resubmission TO-BE

Incomplete TO-BE

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Cancellation TO-BE

Page 14 of 30

Data Tables

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WORKFLOW DIAGRAM- INCOMPLETE

The below section depicts the workflow diagram of Incomplete Process. The student submits the incomplete form and the form is validated for approval. Upon meeting the criteria the Incomplete request is approved.

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Page 17 of 30

Context Diagram: Boundary of process and system (Incomplete)

Level 0 Diagram: Overall Process (Incomplete)

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Level 1 Diagram- Decomposition of Process (Incomplete Application)

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Level 1 Diagram- Decomposition of Process (Incomplete Approval)

Incomplete Process Simulation

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WORKFLOW DIAGRAM- CANCELLATION

The below section depicts the workflow diagram of Cancellation Process. The professor receives

Page 21 of 30

Context Diagram: Boundary of process and system (Cancellation)

Level 0 Diagram: Overall Process (Cancellation)

Page 22 of 30

Level 1 Diagram: Decomposition of Process (Cancellation)

Level 1 Diagram: Overall Process (Cancellation)

Page 23 of 30

Cancellation Process Simulation

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Impact Analysis (AS-IS and TO-BE) Category Objective Measure/ Improvement targets

AS -IS TO BE

Application sub- processes

● Increase COB revenue ● Improve student satisfaction ● Increase number of graduate enrollment

Email student to complete survey. Current: 60%

Student currently registers for courses and has unlimited number of time to reregister if unsuccessful.

Current: 65 %

Upon Graduation, student applies for their career but it does not ensure it high reputation.

Current: 65 %

Implement Student recommendations based on Student satisfaction surveys. Proposed: 10% improvement

Keep the Retention rate close to 75%.

Keep high Program reputation between business leaders by 2018 Proposed improvement: 10%

Acceptance sub- processes

● Improve system integration ● Automation process reducing paper usage. ● Reduce cost and working time • Increase the

faculty to student ratio

Faculty and student currently sends paper form in every process Current: 70 % Paper form dela

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