Document your business process

Quality and service excellence is the cornerstone of the University Library commitment to staff and students. Located throughout NSW and the world,libraries and access centres support over 20,000 students and staff, providing access tohalf a million books, over 106,955 journal titles, 610 databases (online collections ofjournal articles) and 246,450+ e-books.The handling of delays for delivering books and journals back to the library today isvery inefficient. The existing IT system is able to automatically send a reminder to thecustomer about the delay, but the handling of the delay is done purely manually by thelibrarians if the customer does not return the book or journal. The management of theLibrary has decided that the delay process should be managed by a business processmanagement system. A business consultant interviewed a number of librarians abouthow they handle delays. The interviews result in a heterogeneous view of the practiceof handling delays. The (hypothetical) scenario of handling a delay can besummarised as:A delay can be recognised automatically by the existing library management systemin the morning of the next day after the due date. An email will be sent to the customerautomatically, requesting him/her to return or renew the book. If the book has notbeen returned a week later, a librarian will be notified by email. The librarian looksup the delayed customer in the IT system. If there is a phone number registered, shetries to call him by phone, else she writes a letter telling about the delay, that healready has received one reminder and that he will be charged a fee for the delay. Ifthe book has not been returned a week later, the librarian will send another letter tothe delayed customer informing him that the case will be escalated if the book is notreturned in the next 7 days. In about 60% of the cases, the customer in questionreturns the book any time during this period. In such cases, the library systemcalculates the late return penalty of $0.5 per day and attaches the fee to thecustomer’s account. After that, the process is aborted. In about 30% of the cases, thecustomer in question reports that the book has been damaged or lost any time duringthis period. In such cases, the library system checks the cost of book, and attach thisfee to the customer’s account. After that, the process is aborted. In other 10% cases,the librarian escalates the case to her manager, who takes over.If the delayed customer is a student, the manager contacts the academic registrydepartment to suspend the student account. If the delayed customer is a staff member,the manager contacts the Personnel unit to suspend the staff payroll. After that, themanager contacts the bad payment register through a web browser to register thecustomer as a bad payer. After that, the manager attaches a fee payable to thecustomer’s account and request the customer to pay. The fee is calculated as the costof the book plus the late return penalty and the administrative fee. The case will beclosed by the manager when the charged amount is paid in full. When the case isISIT332 Business Process Managementclosed, the manager will notify the academic registry department or the personnelunit to lift the suspension. Occasionally, the customer might return the book and alsopay the fee in full. In this case, the cost of the book will be refunded. In some othercases, the customer returns the book without paying the fee. The case remains openbut the amount the customer owes will be changed. Sixty days after the delay is firstidentified, if the case is still open, the manager change the status of the case to“forced close” and contacts a debt collection agency by phone to collect anyoutstanding fee.You are employed as an IT architect for the library. You are responsible for modellingthe above delay handling business process using BPMN. You will need to identifyevents, activities and decision points, and show the complete library private processand its interactions with external entities. Document your business process diagramusing Bizagi BPMN modeller. Where the description is not clear, you can make yourown assumptions. You will need to draft a supporting document to explain yourassumption and submit it together with your process model.

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