Workflow Solution for Multiple Departments and their Requirements

Abstract

In this report it is firstly stated who the company Agrinet is and what workflow entails. The problem is stated which is that the current workflow system is flawed and that the aim of the project is solving these problems. The instances of problems experienced are classified in the main groups that include duplication of efforts, unsegregated duties, un-centralised changes, an unclear and slow approval process and a too paper-based process. The literature study includes workflow concepts, motivation for the choice of business process modelling notation and different workflow improvement theories that include the theory of constraints, business process re-engineering, lean manufacturing, business process maturity and SCOR performance metrics. Literature is also reviewed on approaches for achieving the aim, such as the FAST system analysis method and the model-based and integrated process improvement methodology. The project approach is formulated based on the literature and involves steps such as a problem investigation, conceptual design, solution development, solution verification, -analysis and -validation and a future implementation and benchmarking plan. The problem investigation phase comprises of identifying the actors, documenting the process, investigating the current usage of electronic data interchange, depicting the service level agreement with Embrace, modelling the process with a context DFD and business process modelling notation and evaluating the business process maturity. The conceptual design includes the identification of the functional requirements that are created by identifying problems in the process and designing solutions for them. Non-functional requirements are also identified with the usage of the PIECES framework defining general element that would make the solution satisfactory. These functional requirements are then added to the AS IS process to create the TO BE process or solution. Additionally a second solution is developed as there are functional requirements that describe electronic data interchange as sole communication mode which eliminates a significant amount of solution 1 s process steps. In the solution verification phase the designer confirms that all the problems and non-functional requirements are addressed by solution 1 and it is also found that solution 2 addresses these nonfunctional requirements to a greater extent. The business process maturity of solution 1 is found to be at level 2, defined and solution 2 s is at 4, integrated. Although it seems at this point that solution 2 is the better solution, further analysis is conducted such as a feasibility study for only using electronic data interchange. As it is found feasible a cost analysis is conducted and used as input to the positive impact matrix, used to finally establish solution 2 as the best solution. The chosen solution is validated, with a positive response from both experts and an implementation plan is developed by ranking the use cases according to certain criteria and creating a road map for the implementation of only electronic data interchange as communication mode. As the business process maturity level is now at level 4, metrics are chosen from the SCOR framework to measure and benchmark the process. It is concluded that although it is a long term solution, solution 2 will be implemented with the outlined steps. Areas for further investigation are lastly identified in the conclusion.