Business Process Modelling
In designing the scenario model, the focus was on core design processes that augmented communication effectiveness, speed, and accuracy of results. The previous corporation’s model lacked in the areas of the support system for back up and the inherent lack of rapid response from support dashboards. On the other hand, raising issues were primarily centered on a single engineer to actuate alterations or update desired results. However, the impediment for this methodology is based on the fact that they are rarely available on the ground, and thus, the use of phone communication follows.
In the model it would incorporate a rapid response team for issues raised via the ticket system. On the other hand, a dashboard for submitting prevalent matters ought to be connected to site engineers’ phone numbers and emails for quick action. Furthermore, it would create rotational vocations for site engineers to assist with consultation and subsequent solving of problems realized herein. it aims to embed further requests based on specific
user requests about the system’s
algorithmic patterns (Busch, 2012). On the other hand, I would ensure that communication between planning managers, IT help desk, and employees follow a unilateral and web paradigm to increase the chances of improving systems and consequently providing constant updates.
The personnel involved in this model would be the systems analyst, senior planner, client, and site engineer. One of the main assumptions theorized is that all these personnel meet regularly and can communicate via secondary means such as Email and phone (Busch, 2012). Another rational assumption construed involves the role of the IT help desk. It is assumed that all personnel is cognizant of inherent internal reporting protocols and standards within the company.
Figure 1.1 Oracle Primavera support process (part 1)
Figure 1.2 Oracle Primavera support process (part 2)
In this scenario, it is an embedded ticketing system based on specific user requests, in a process that flows from the IT Service Management (ITSM) to the Group Operational Services (GOS) facet in a methodological, step-by-step process. The ticketing process is augmented by the status report fragment that enables the end-user to log in and verify their request’s status. Later after the ITSM looks into the request, they provide rational solutions and advice for the client. If the client is not satisfied with the service provided, they have the option of raising a pertinent issue on the initial ticket request.
References
Busch, P., & Amirmazaheri, A. (2012, September). Workflow knowledge sharing through social networks. In Pacific Rim Knowledge Acquisition Workshop (pp. 343-349). Springer, Berlin, Heidelberg.