ACCT6001 Assessment 2 – Business Process Analysis Page 1 of 7 ASSESSMENT BRIEFSubject Code and TitleACCT6001 Accounting Information SystemsAssessmentAssessment 2: Business Process AnalysisIndividual/GroupGroup 2-3 studentsLength2000 words +/- 10%Learning Outcomesa) Analyse and articulate business processes andrecognise the role of accounting informationsystems in enhancing business process design.e) Communicate with IT professionals, stakeholdersand user groups of information systems.SubmissionBy 11:55pm AEST/AEDT Sunday end ofweek5/Module3.1For intensive class: By 11:55pm AEST/AEDT Sunday endof Week 3/Module 3.2Weighting25%Total Marks100 marks Context:This assessment is designed to develop student’s understanding of business processes;analyse existing organisation’s processes; and suggests ways to improve the organisation’scurrent business process inefficiencies using Information Technology. ASSESSMENT 2 BUSIENESS PROCESS ANALYSIS CASE STUDY GAAM is an international company that manufactures mainly hydraulic systems, building systems, andmetal products. Specifically, it makes hydraulic equipment such as gear pumps and motors, telescopiccylinders, and control valves. Used in heavy-duty vehicles such as cranes, these products are sold todomestic (US) and foreign original equipment manufacturers. The company’s headquarters arelocated in the South Australia. Employing nearly 3,800 employees around the world, it operates 27facilities in seven countries.ACCT6001 Assessment 2 – Business Process Analysis Page 2 of 7GAAM decided to conduct a process reengineering project with the objective of improving its globalcompetitive position. Your team was formed to conduct a thorough investigation of the departmentsin the company. You are expected to come up with a Business Process Re-engineeringrecommendation for improvement. The following are the overviews of the major departments thatneeds major changes:OVERVIEW OF THE PURCHASING DEPARTMENTThe purchasing department is mainly responsible for the procurement of hydraulic pump inventory.Maintenance, repair, and operating supplies (MRO) are also purchased through this department. Thisincludes any equipment that needs tooling, supplemental materials such as foundry sand, variousingredients used for pouring castings, and any other non-production related products or services.The department is comprised of a purchasing manager, two buyers and one secretary/clerk. Itpurchases an average of AU$15 million in inventory items, or approximately 3,000 parts each year. Anadditional AU$6 million in purchases in MRO per year is also made.Workflow – MAINTENANCE, REPAIR AND OPERATIONS (MRO)The purchasing department receives requests for MRO supplies from 36 different individuals withinthe company. These requests can take the form of either an MRO card or a purchase requisition. Cardsare used for items purchased regularly while purchase requisitions are used for new items. Each ofthese individuals has a limit, up to which they are authorized to make a purchase. The limits usuallyrange from AU$500 to AU$1,000. If this limit is exceeded, the card/requisition form must be endorsedby the individual who is at the next higher ranking in terms of purchase authority. Hence, there is a“chain of command” that must be followed to authorize all MRO purchases.Once the card/ requisition reaches the purchasing department, it is reviewed and signed by the MRObuyer. A P/O is then generated for the item(s) being purchased. If the item is requested using a card,the card is returned back to the department that requests the purchase after the purchase has beenplaced. Currently, approximately 8,000 cards are maintained in various departments. If the item wasrequested using a purchase requisition, the form is filed in the purchasing department. Distribution ofthese P/Os is the same as for inventory purchases. These P/Os are also kept in the P/O program.In certain instances, individuals other than the MRO buyer will make purchases. If there is anemergency situation in which an item is needed immediately, the department will require a purchasenumber which is different from the sequentially based numbers used on the normal P/Os. Once thisnumber is set aside, the purchase can be made. The purchasing department will then complete theP/O and distribute it normally.The purchasing department will on a daily basis get MRO requisitions for new items. In addition, manypurchases are for old or outdated replacement parts. This requires the MRO buyer to conductACCT6001 Assessment 2 – Business Process Analysis Page 3 of 7significant vendor and pricing research. This research represents a majority of the MRO buyer’s totalwork time.BUSINESS PROCESS ANALYSIS INSTRUCTIONS:In groups of 2 or 3, analyse the organisation brief provided. For the business processdescribed in the organisation’s brief:1. identify:a. participantsb. inputsc. outputs2. Develop the current business process model.3. Identify and describe current strengths and inefficiencies that are present in thecurrent system.4. Suggest ways that the business process inefficiencies could be corrected throughbusiness process re-engineering and the use of IT .5. Identify technologies that can help improve the business process.6. Show the proposed business process model and explain how the newly reengineered system would operate.Suggested document content (you can add more sections if needed): Introduction – background of the case studyPurpose –. A clear answer to why we work through this process will guide your analysis.Participants, Inputs and Outputs to the current systemProcess Flow or Activity Descriptions –a list of the steps completed by people in certain roles.This is the primary or most common path through the business process.Exceptions – In addition to the primary path, you want to include variations. What happens ifinformation on a form is illegible, a required piece of information is not provided, or a specialcondition is met?Business Process Model –visual model showing the primary activity steps and exceptions.When multiple roles are involved, a swimlane diagram is a good choiceProcess strengths – what were the strengths of the current business processProcess inefficiencies – what were the problems with the current processesUse of Information Technology – proposed IT solutionsBusiness Process Re-engineering – how process can be improved through process reengineering and through the use of IT. Discuss suggested technologies and how it can be used.Proposed Workflow Diagram – visual model of the new proposed business processReferences Reference: Business Process Model (n.d.), Retrieved on May 25, 2016, from http://www.bridgingthe-gap.com/how-to-analyze-a-business-process/ACCT6001 Assessment 2 – Business Process Analysis Page 4 of 7Criteria Understanding of the business processes in the organisationProblem analysisProcess improvement and use of ITTeam Work skills ACCT6001 Assessment 2 – Busines Process Analysis2018v2.docx Page 5 of 7Learning Rubrics Assessment AttributesFail(Unacceptable)Pass(Functional)Credit(Proficient)Distinction(Advanced)High Distinction(Exceptional)PointsUnderstanding of thebusiness processes inthe organisation30%The description of thesteps to achieve the goalof the organisation hasnot been identifiedcorrectly.Business processdiagram incorrect.Activities, stakeholdersand notations areincorrect.Swimlanes not shown.Points 0-6Business processes (stepby step description) hasbeen identified but some(around 30%) steps aremissing.Business process diagramis consistent with thecurrent businessprocesses.Activities and stakeholdersare identified butincomplete.Some notations areincorrect.Swimlanes are shown butsome stakeholders aremissing.Points 6-15Business processes (step bystep description) has beenidentified but some (around20%) steps are missing.Business process model isconsistent with the currentbusiness processes.Activities and stakeholdersare mostly identified(around 2-3 items missing).Most notations are correct(2-3 incorrect notations).Swimlanes are used formultiple stakeholders, 2-3stakeholders are missing.Points 16-20Business processes (step bystep description) are detailedand complete.Business process model isconsistent with the currentbusiness processes.Activities and stakeholdersare identified.Notations are correct. Minorerrors (1-2 errors).Swimlanes are used formultiple stakeholders,complete and correct.Points 21-25Business processes (step bystep description) are detailedand complete. Exceptions andvariations in the process arealso shown.Business process model isconsistent with the currentbusiness processes.Activities and stakeholdersare identified.Notations are correct.Exceptions and variations areshown in the model.Swimlanes are used formultiple stakeholders,complete and correctPoints 25-30 ACCT6001 Assessment 2 – Busines Process Analysis2018v2.docx Page 6 of 7 Problem Analysis30%Critical business issues(processes to beimproved) were notidentified (or incorrectlyidentified).Objective(s) of theprocess was (were) notidentified (or identifiedincorrectly)Inefficiency andineffectiveness of theprocesses were notidentified (or incorrectlyidentified)Points 0-6Processes to be improvedwere correctly identifiedbut incomplete.Processes which havegreatest impact were notidentified.Some objectives of therequirements of theprocess were identifiedbut incomplete.Some inefficiencies andineffectiveness of thecurrent processes wereidentified.One of the following wereincomplete: organisationallevel, process level and thejob/performer levelinefficiencies andineffectiveness.Points 6-15Processes were correctlyidentified but missing 1 or 2issues.Processes which havegreatest impact wereidentified but incomplete.All objectives of therequirements wereidentified but lack details.Some inefficiencies andineffectiveness of thecurrent processes wereidentified.The following werediscussed: organisationallevel, process level and thejob/performer levelinefficiencies andineffectiveness but somediscussions are incomplete.Points 16-20All processes were correctlyidentified.Processes which have greatestimpact were all identified andhave detailed explanation andjustification.All objectives of therequirements were identifiedand discussed in detail.All inefficiencies andineffectiveness of the currentprocesses were identified withdetailed explanation andjustification.The following were discussed:organisational level, processlevel and the job/performerlevel inefficiencies andineffectiveness were allidentified and explained indetail.Points 21-25All processes were correctlyidentifiedProcesses which havegreatest impact were allidentified and have justifiedand explained the reasons indetail and convincingly.Excellent and convincingexplanation and justificationof the following: Objectives of therequirements Inefficiencies andineffectiveness ofthe currentprocesses Organisation level,process level andjob/performer levelinefficiencies andineffectivenessPoints 25-30Proposed ProcessImprovement and useof ITRecommended changesare very general, lacksdetail, does not answerthe problem.Recommended changesanswer the problems andprovides alternativesolutions but lack detailedRecommended changesanswer the problems andprovides alternativesolutions and detailedexplanation andRecommended changesanswer the problems andprovides alternative solutionsand detailed explanation andjustification. Explanations areExcellent explanation andjustifications of therecommended changes. Mainproblems were categorised ACCT6001 Assessment 2 – Busines Process Analysis2018v2.docx Page 7 of 7 30%Business processdiagram is incorrect ordoes notexplanation andjustification.Business process diagramreflects the recommendedchanges with someincorrect notations andmissing elements.justification. Someexplanations are notconvincing.Business process diagramreflects the recommendedchanges with few incorrectnotations and elements.convincing. Main problemswere prioritised.Business process diagramreflects the recommendedchanges with no errors.and prioritised. Alternativesolutions were evaluated.Business process diagramreflects all the recommendedchanges with no errors.Team Work10%Does not participateeffectively in a teamenvironment.Places individual goalsahead of the groupresponsibility.Hinders the groupprocess and upsets theschedule.Participates effectively inteams.Identifies team andindividual goals, tasks,responsibilities andschedules.Contributes to groupprocesses.Supports the team.Contributes to small groupdiscussions to reachagreement on issues.Works together with otherstowards shared goals.Renegotiates responsibilitiesto meet needed change.Understands group dynamicsand team roles.Facilitates team development.Renegotiates responsibilities,tasks and schedules to meetneeded change.Builds team’s identity andcommitment.Leads teams.Evaluates teams’ outcomes.Implements strategies forenhancing team effectiveness.
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