ACCT6001 Assessment 1 – Business .

ACCT6001 Assessment 1 – Business Process Analysis Page 1 of 7 ASSESSMENT BRIEF Subject Code and Title ACCT6001 Accounting Information Systems Assessment Assessment 1: Business Process Analysis Individual/Group Group of 2-3 students Length – Learning Outcomes 1. Analyse and articulate business processes and recognise the role of accounting information systems in enhancing business process design. 2. Communicate with IT professionals, stakeholders and user groups of information systems. Submission By 11:55pm AEST/AEDT Sunday End of Module 2.2 (Week 4) Weighting 20% Total Marks 100 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’s current business process inefficiencies. CLIENT BRIEF Global Athletic Apparel Manufacturer (GAAM) Background of the Company Global Athletic Apparel Manufacturer (GAAM) manufactures and sells athletic wear to retail stores, which then stock the goods and sell them to customers. Its range of products includes warm-up tracksuits, body suits, athletic shirts, athletic pants, athletic shorts, and active wear jackets.ACCT6001 Assessment 1 – Business Process Analysis Page 2 of 7 Business Process for Supplying Retail Stores The business process followed by GAAM for supplying retails stores is as follows: ï‚· The retail store will send an order to GAAM, where it will be received by the customer representative. Orders are generated by and originate from the retail stores and can arrive on an ad hoc and irregular basis. Retail stores, while all being long-standing and regular customer, have typically ordered at the last minute, resulting in irregular demand levels across the year. Two copies of the order form are made, with one being sent to the warehouse assistant, who checks that all goods are available for dispatch to the retail store. The second copy goes to the accounts receivable office. ï‚· Once confirmed as available, the goods are packed, manually recorded on the goods release form (two copies are prepared) and sent to the shipping department for dispatch. A courier collects the goods and a goods release form every morning and afternoon and delivers these to the retail store. Once delivery details are confirmed, an invoice is prepared by accounts payable, based on the details in the customer order and the goods release form. Paper invoices are sent out at the end of each week. Retail stores currently have standard payment terms of 2/15, n/30*. Payment is made in the form of cheque, which is sent back to the customer service representative who forwards it on to the accounts receivable office. GAAM has recently noticed that it is having inventory management problems due to the spasmodic and irregular nature of orders. This has impacted on its own ability to meet customer demands. It is also concerned that incorrect quantities of goods may be packed and shipped, and not detected until the goods reach the retail stores. This introduces extra costs of handling returns and allowances. GAAM has also noticed that its accounts receivable turnover has dropped from 12.5 times per year to 10.5 times per year over the last 12 months. An independent consultant has suggested that by re-engineering the process and introducing IT, these problems could be addressed. ASSESSMENT 1: BUSINESS PROCESS ANALYSIS Instructions: In groups of 2 or 3, analyse the organisation brief provided. Only one submission is possible on behalf of the group. *The term 2/10, n/30 is a typical credit term and means the following: ï‚· “2” shows the discount percentage offered by the seller. ï‚· “10” indicates the number of days (from the invoice date) within which the buyer should pay the invoice in order to receive the discount. ï‚· n/30″ states that if the buyer does not pay the (full) invoice amount within the 10 days to qualify for the discount, then the net amount is due within 30 days after the sales invoice dateACCT6001 Assessment 1 – Business Process Analysis Page 3 of 7 For the business process described in the organisation’s brief: 1. identify: a. participants b. inputs c. outputs 2. Develop the current business process model. 3. Identify and describe current strengths and inefficiencies that are present in the current system. 4. Suggest ways that the business process inefficiencies could be corrected through business 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): ï‚· Statement of Scope –. Naming your process with a clear name in the [Verb] [Noun] syntax and writing a starts with / ends when statement will help you clearly identify the scope of the process. ï‚· Desired Outcome –. A clear answer to why we work through this process will guide your analysis. ï‚· Process 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. ï‚· Exceptions – In addition to the primary path, you want to include variations. What happens if information on a form is illegible, a required piece of information is not provided, or a special condition is met? ï‚· Business Rules – Your process flow will presume a certain set of rules are followed or enforce those rules. As processes get more complex, it often makes sense to break the business rules out separately so they can be more easily managed as they change. ï‚· Entry Criteria and Inputs – Entry Criteria identify what needs to be true in order for the process to start. Inputs identify any tangible work items someone executing the business process needs to have present-at-hand. ï‚· Exit Criteria and Outputs – Exit Criteria identify what needs to be true when the process ends. Outputs identify tangible work items generated through the course of the business process. ï‚· Workflow Diagram –visual model showing the primary activity steps and exceptions. When multiple roles are involved, a swimlane diagram is a good choice ï‚· Process strengths – what were the strengths of the current business process ï‚· Process inefficiencies – what were the problems with the current processes ï‚· Business 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. ï‚· Proposed Workflow Diagram – visual model of the proposed business process ï‚· ReferencesACCT6001 Assessment 1 – Business Process Analysis Page 4 of 7 Reference: Business Process Model (n.d.), Retrieved on May 25, 2016, from http://www.bridging-the-gap.com/how-to-analyze-a-business-process/ACCT6001 Assessment 1 – Busines Process Analysis.docx Page 5 of 7 Learning Rubrics Assessment Attributes Fail 0-49% Pass 50- 64% Credit 65-74% Distinction 75-84% High Distinction 85-100% Understanding of the business processes in the organisation 30% The description of the steps to achieve the goal of the organisation has not been identified correctly. Business process diagram incorrect. Activities, stakeholders and notations are incorrect. Swimlanes not shown. Business processes (step by step description) has been identified but some (around 30%) steps are missing. Business process diagram is consistent with the current business processes. Activities and stakeholders are identified but incomplete. Some notations are incorrect. Swimlanes are shown but some stakeholders are missing. Business processes (step by step description) has been identified but some (around 20%) steps are missing. Business process model is consistent with the current business processes. Activities and stakeholders are mostly identified (around 2-3 items missing) . Most notations are correct (2-3 incorrect notations). Swimlanes are used for m
ultiple stakeholders, 2-3 stakeholders are missing. Business processes (step by step description) are detailed and complete. Business process model is consistent with the current business processes. Activities and stakeholders are identified. Notations are correct. Minor errors (1-2 errors). Swimlanes are used for multiple stakeholders, complete and correct. Business processes (step by step description) are detailed and complete. Exceptions and variations in the process are also shown. Business process model is consistent with the current business processes. Activities and stakeholders are identified. Notations are correct. Exceptions and variations are shown in the model. Swimlanes are used for multiple stakeholders, complete and correctACCT6001 Assessment 1 – Busines Process Analysis.docx Page 6 of 7 Problem Analysis 30% Critical business issues (processes to be improved) were not identified (or incorrectly identified). Objective (s) of the requirements of the process was (were) not identified (or identified incorrectly) Inefficiency and ineffectiveness of the processes were not identified (or incorrectly identified) Processes to be improved were correctly identified but incomplete. Processes which have greatest impact were not identified. Some objectives of the requirements of the process were identified but incomplete. Some inefficiencies and ineffectiveness of the current processes were identified. One of the following were incomplete: organisational level, process level and the job/performer level inefficiencies and ineffectiveness. Processes were correctly identified but missing 1 or 2 issues. Processes which have greatest impact were identified but incomplete. All objectives of the requirements were identified but lack details. Some inefficiencies and ineffectiveness of the current processes were identified. The following were discussed: organisational level, process level and the job/performer level inefficiencies and ineffectiveness but some discussions are incomplete. All processes were correctly identified. Processes which have greatest impact were all identified and have detailed explanation and justification. All objectives of the requirements were identified and discussed in detail. All inefficiencies and ineffectiveness of the current processes were identified with detailed explanation and justification. The following were discussed: organisational level, process level and the job/performer level inefficiencies and ineffectiveness were all identified and explained in detail. All processes were correctly identified Processes which have greatest impact were all identified and have justified and explained the reasons in detail and convincingly. Excellent and convincing explanation and justification of the following: ï‚· Objectives of the requirements ï‚· Inefficiencies and ineffectiveness of the current processes ï‚· Organisation level, process level and job/performer level inefficiencies and ineffectiveness Process Improvement and use of IT 30% Recommended changes are very general, lacks detail, does not answer the problem. Business process diagram is incorrect or does not Recommended changes answers the problems and provides alternative solutions but lack detailed explanation and justification. Business process diagram reflects the recommended Recommended changes answers the problems and provides alternative solutions and detailed explanation and justification. Some explanations are not convincing. Recommended changes answers the problems and provides alternative solutions and detailed explanation and justification. Explanations are convincing. Main problems were prioritised. Business process diagram Excellent explanation and justifications of the recommended changes. Main problems were categorised and prioritised. Alternative solutions were evaluated. Business process diagram reflects all the recommendedACCT6001 Assessment 1 – Busines Process Analysis.docx Page 7 of 7 changes with some incorrect notations and missing elements. Business process diagram reflects the recommended changes with few incorrect notations and elements. reflects the recommended changes with no errors. changes with no errors. Team Work 10% Does not participate effectively in a team environment. Places individual goals ahead of the group responsibility. Hinders the group process and upsets the schedule. Participates effectively in teams. Identifies team and individual goals, tasks, responsibilities and schedules. Contributes to group processes. Supports the team. Contributes to small group discussions to reach agreement on issues. Works together with others towards shared goals. Renegotiates responsibilities to meet needed change. Understands group dynamics and team roles. Facilitates team development. Renegotiates responsibilities, tasks and schedules to meet needed change. Builds team’s identity and commitment. Leads teams. Evaluates teams’ outcomes. Implements strategies for enhancing team effectiveness.

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