ASSESSMENT BRIEF
Subject Code and Title

PROJ6009 Business Process Management
Assessment
Assessment: Business Process Management Plan.
¥ Part C: Business process analysis.

Individual/Group
Individual for online delivery mode Group for face-to-face delivery mode

Length
Part B: 1200 words

Learning Outcomes
C. Establish and justify governance processes for business process management change to ensure that all stakeholders are considered in technology change decisions

Context:
This assessment is evaluating students learning basics of business process management in organisations. This assessment helps students develop a business process management plan for a particular case (organisation or project). The plan incorporates identifying the existing (as-is) situation of the processes of this case and the future state of these processes for efficiency benefits. Then, model the process and provide some suggestions (what-ifs) to improve the process. Furthermore, provide an analysis report on which suggestion is feasible and practical for the case used in this assessment.

Instructions:
Compulsory – In this assessment, you will begin with identifying a particular case using: United States Steel Corporation (USS).

Part C: Business Process Analysis (Modules 4)

1. Examine the business maturity of the case used in United States Steel Corporation (USS).
2. Highlight the techniques and tools (BPMN, YAWL or Swim lane diagrams) that can be used in process analysis incorporating United States Steel Corporation (USS).
3. Identify potential challenges when applying the process improvements tools and techniques from an organisation perspective.
4. Identify any opportunities for improvement in the management of the project’s business process management.
5. Provide a feasibility analysis of applying process improvement tools mentioning United States Steel Corporation (USS)

¥ Output: Complete and submit Part C by the end of Module 4.
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Compulsory Learning resources:

Bal, J. (1998). Process analysis tools for process improvement. The TQM Magazine, 10(5), 342-354.
Buavaraporn, N., & Tannock, J. (2013). Business process improvement in services: case studies of financial institutions in Thailand. International Journal of Quality & Reliability Management, 30(3), 319-340.
Duffy, K. A. (2013). Three Levels of a Business Process Hierarchy. [Video file]. Retrieved from https://youtu.be/gpyczj7WTds
Siha, S. M., & Saad, G. H. (2008). Business process improvement: empirical assessment and extensions. Business Process Management Journal, 14(6), 778-802.
Childe, S. J., Maull, R. S., & Bennett, J. (1994). Frameworks for Understanding Business Process Re‐engineering. International Journal of Operations & Production Management, 14(12), 22-34.
SAP Technology (2013). Business Process Analytics in SAP NetWeaver Business Process Management (BPM). [Video file]. Retrieved from https://youtu.be/_ZM7Scf7LXI
Bucher, T., & Winter, R. (2009). Project types of business process management: Towards a scenario structure to enable situational method engineering for business process management. Business Process Management Journal, 15(4), 548-568.

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Learning Rubrics – Assessment 3 Part B: Business Process Development Plan
Assessment Attributes

Analysis of the role of management information systems in sustaining successful organisations
35%
Critically discriminates between assertion of personal opinion and Management Information System sources substantiated by robust evidence from the research/course materials.
Questions viewpoints of Management Information System experts and offers critical analysis of information taken from outside sources.
Information is taken from sources with a high level of interpretation/evaluation to develop a comprehensive critical analysis or synthesis.
Identifies gaps in knowledge.
Exhibits intellectual independence, rigor, good judgement and adaptability.

Evaluation of approaches to business process management and systems, risks and implementation processes
35%

Discriminates between assertion of personal opinion and business process management sources substantiated by robust evidence from the research/course materials.
Questions viewpoints of business process management

experts and offers critical analysis of information taken from outside sources.
Business process management information is taken from sources with a high level of interpretation/evaluation to develop a comprehensive critical analysis or synthesis.
Identifies gaps in knowledge.
Exhibits intellectual independence, rigor, good judgement and adaptability.
Constructive feedback to peers
20%

Always offers detailed constructive feedback that is specific and appropriate. Expertly articulates the merits of alternative ideas or proposals and communicates them effectively to peers. Provides expert assistance, support, and encouragement to peers.
Consistently demonstrates a high level of awareness of and sensitivity to diversity amongst peers.
Use of academic and discipline conventions and sources of evidence
10%

Expertly written and adheres to the academic genre.
Demonstrates expert use of high-quality, credible and relevant research sources to support and develop arguments and position