INF80028: Business Process Management - Swinburne Guru Consulting (SGC) - Business Assignment Help

Assignment Task:

Case Background

Swinburne Guru Consulting (SGC) is a small business in Hawthorn, which was established in January of 2012 and currently operates from an office in the Hawthorn area. Emily Sodapop is the owner of the business and she has four permanent employees. Her business provides coaching to individuals and organizations in areas of teamwork, leadership and personal performance coaching. The coaching is conducted by Emily and a team of coaches who work on a session by session basis. The other coaches operate as subcontractors.  
 
SGC started as a home-based business with Emily as the sole operator. Originally, most of Emily’s work came from recommendations from other consulting agencies and associates. Some of her work also came through her LinkedIn account. The amount of work grew to the point that Emily could not handle it all by herself and she would sometimes have to recruit other coaches to take on or help her with some of the work. Seeing an opportunity, the Swinburne Guru Consulting business was begun and has blossomed ever since. A website was created as well as a Facebook presence. The business has grown to the point that she is now providing work to other coaches through her business on a regular basis. There is roughly a 50:50 split between one-to-one work where a coach deals with one person at a time and group sessions, where a company might, for example, run a teamwork workshop for several of its employees simultaneously. 
 
Over time, Emily hired a full-time receptionist and personal assistant. There is a part-time bookkeeper to manage the accounts. Later, she hired a “coaching administrator” on a part-time basis. His job was to coordinate the work required amongst clients and the coaches when coaching requests came in. A client relations manager deals directly with clients and coaches in the organization and follows up on coaching sessions. 
 
SGC has a basic website that describes the business and its coaching services, a page with the main people and coaches involved with SGC, testimonials from happy clients and a “Contact us” page for inquiries. The website is not the main source of attracting business and possibly lacks the polish and finesse that one would expect from a professional quality website.  

The Problems The Coaching Specialists’ Top Ten Problems:

1. The Coaching Specialists have suggested that there could be an advantage in allowing for potential and existing clients to request coaching assignments online as well as over the phone or face to face.

2. The company has found over time that most coaching requests fall into a small number of categories e.g. public speaking, becoming a mentor, personal development and a few intensive professional level language courses (e.g. English, French, Mandarin). The coaching specialist believes that their knowledge is wasted matching these standard assignments, leaving them little time to handle the more unusual ones, finding new potential coaches or thinking about new opportunities for coaching. How to better use resources is a challenge.  

3. Market research has shown that many potential clients (people from the general public) are put off by the cost of one-on-one coaching assignments and would be willing to be coached in small groups of three or four people. This would attract many new clients if the costs were reduced accordingly. This applies especially to corporate clients who would send groups of employees to be coached. However, the Coaching Specialists are not sure how to manage this in the most cost-effective and convenient way during the process.

 4. Scheduling is a time-consuming process organizing a common time between the coach and client and then verifying that the coach and client are both still available shortly before the due date. Streamlining this would be a great advantage.

5. The bookkeeper who has other duties other than invoices, payments and receipts can be extremely busy. If the business expands, she believes she will not be able to cope. Who and how to manage the payment process is a challenge.  

6. Corporate clients have often repeated customers because they send their employees on assignments. They do not like having to go through the receptionist, especially if they have to explain their particular situation again. The coaching specialist is normally familiar with their situation and can quickly arrange what they need. How to re-structure their process to better manage corporate clients is essential to the business.  

7. A potential client can sometimes call in wanting an assignment set up quickly, e.g. a problem in their business has come up that urgently needs some support, training or mentoring. The current process has limited flexibility to cope with this as assignments are dealt with in the order in which they are received.  

8. It is happening with increasing frequency that bad debts are being sold to the debt collection agency, entailing an inevitable loss. It would be better perhaps to check the customer’s credit rating beforehand, but that might further delay the assignment process.  

9. Some coaches have offered to take group sessions. The idea is appealing to Coaching Specialists. How could this be coordinated during the process?

10. When a client pays for their assignment, the Bookkeeper matches this with the invoice from the coach. Sometimes these don’t match and the bookkeeper can spend considerable time determining why there is a difference.  
 

Your Tasks Your work should include two parts. 
Part 1: Logical Automated Business Processing:  In the report part, you need to discuss: 
• The benefits, drawbacks, risks, and opportunities for automation in general.   
Assignment 2 
Part 2: Analysing and Designing To-Be Business Process for  Swinburne Guru Consulting (SGC) Coaching Specialist 
 
• If automation is one of the solutions for the current business process problems/issues, why and why not?

• How important it is to consider automation in the long-term business process improvement practices.  
• How can automation solve the case current process issues and problems? 
• The automation implementation plan (brief). 
In the modeling part, you should transform one of the current BPMN level 2 model(s) into a logical automated model that shows how the process can be automated by a process engine (BPMS). It should clearly show how each participant communicates with the process engine and what data is transmitted. You only need to consider ONE of the sub-processes.  

Advice for logical Automated Design 
• The automated design model must contain exactly one Executable pool (for the process engine). In the executable pool, there can be no user or manual tasks. There may be service tasks. All parties should communicate with the BPMS. You MUST use BPMN level 2 elements.  
• The automated logical design model will, in general, have many non-executable pools, one for each internal participant, generally human. Non-executable pools may contain just process fragments. Some of them may be no start or end events. Both level 1 and level 2 BPMN are acceptable.    
• A non-executable pool interacts with the executable pool (BPMS) by Message Flows. A Message flow will connect with a Message Event in the executable pool and a task in the non-executable pool. 
• The logical automated design model will have many white-box pools, one for each external participant. An external participant may interact with either an internal participant in a non-executable white pool or directly with the process engine in the executable pool. 
Part 2 Executable Automation Design by using Bizagi Studio or UIPath Community edition (Optional, attempt the task will gain up to 10 bonus marks) Automation of the main BPMS pool with optional extension into one or more sub-processes. This must be implemented by using an Automation tool, such as Bizagi Studio, Signavio Workflow Accelerator, or UIPath community edition (A copy of the automated model should be in the report appendices and the actual automation file(s) to be submitted via the modeling submission link).  
It is recommended that students use Bizagi Studio, since Signavio Workflow 
The accelerator has limited automation capabilities, and UIPath requires strong technical skills.  
Please note that: 
• University cannot install Bizagi Studio into any labs due to the licensing requirements. However, similar to Bizagi Modeller, it is easy to install into your own computer, it is free for individual users. 
• Similar to Bizagi Modeller, students with Macs that are not capable of running a Windows emulator will not be able to install Bizagi Studio. If you want to try, you need to find an alternative automation tool.  
• UIPath does not include forms building capability so this must be provided by another toolset that is well integrated with UIPath such as Visual Studio. UIPath is widely used in the industry, but for our unit study, as it involves a lot of work, we do not suggest.  
Advice for executable Automated Design 
• The automated design should address the whole of the main processing pool and may be extended to address one or more of the sub-processes. So we suggest you focus on ONE of the subprocesses. It should be possible to ‘complete’ the end-to-end process by traversing from the start event to any of the end events. 
• User or manual tasks may be included in the solution; however, these should be automated wherever this is feasible. The design may also include service tasks that are automated via web services or toolset integrations.  
• As much as possible of the underlying business data required to support the process should be captured via data forms in the automation solution.  The design should also include the capability to review the historical data associated with each completed process instance. 
• Business rules need to be incorporated into the automated design to ensure that activities, gateways and process flows are all executed correctly.  This may involve validating data, performing checks, making calculations and updating business data. 
• A minimum of one hundred unique process executions should be undertaken to verify the automated design. The record of these process instances and the associated business data must be submitted with the project work. 

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