Analysis and Design of Student Administration System at Waverley University - Example

Running Head: Analysis and Design of student Administration system in Waverley University Analysis and Design of student Administration system in Waverley University [Student’s Name] [Teacher’s Name] [Course Name] [Date] Table of Contents Abstract 3 Introduction 4 Project plan 5 DFD level 0 10 DFD level 1 11 Structure chart 11 Data dictionary 12 Bibliography 13 G Abstract The Waverley University needs to acquire a competent student Administration system that will change the way students are admitted and how their stay at university is managed. This will get the Waverley University back on its feet and secure a successful future. The Waverley University is best suited to give the proposed solution since it has experience in solving various students’ admission and management problems and it has recorded a tremendous success rate over the years. This has resulted to long delays in the student admission and management process. The proposed solutions are viable and easy to implement and they will guarantee success for the student Administration and its key stakeholders. Introduction Business process modeling promotes the efficiency and effectiveness in student Administration in Waverley University and it enables the fast realization of the set goals. It will change the Waverley University culture in student management, preparing the minds of the employees to be able to go through regular changes in the Waverley University as they work towards realizing the vision of their organization (Abdi, Zarei, Vaisya & Parvin, 2011, p. 149). It involves improving the efficiency of student administrative services by integrating innovation with the available resources. Waverley University should opt for business process modeling in order to enhance its performance in student service, quality and quantity, and save time in delivering its services. The transition should oversee the addition of value to the entire Waverley University (sobrinho, Gattaz & Pacheco, 2011, p. 91). It should result to very effective work force and happy satisfied students. Waverley University requires business process modeling approach to help it to regain its lost glory. A business process modeling approach for the university will take them through a series of value added changes that will increase the efficiency level of the university. Application of the six business process modeling phases in the university will take it to a higher performance level in terms of efficiency and management. These phases include planning, analysis, designing, modeling, measurement and control processes, and transformation of the organization. In an organization that strongly upholds business process modeling; the six phases keep repeating themselves as the University adjusts to regular change in the management world (Ruzevicius, Milinaviciute & Klimus, 2012, p. 72). A business process modeling will help the University both externally and internally. Externally, business process modeling helps a University to attract more students due to the quality of theservices it sells and the time efficiency that they portray in the delivery of the students’ demands. Internally, the business process modeling strategy will enhance the relationship between the student and management; this will boost team work within the work place. It will ease the management process and influence coordination between the employees (Jan & Lukas, 2010, p. 10). Project plan The purpose of the project is to effectively address the increasing demands of students’ in the region and beyond. This project meets university’s requirements for managing the students’ increased admission demands and enquiries by addressing the needs uniquely and differentiating the services based on every student requirement. The planning stage is critical for project managers since it involves laying down a procedure to be followed. In conclusion, the project manager is like a conductor in the orchestra where he or she wields the baton of project management to make the other performers actualize the performance. This process relies on the work break down structure that is decomposed to output the activity list and Gantt updates (Schwalbe 2010). This is the step where a graphical representation of the project hierarchy is made. Such illustrations help the project management team to look at the project from different angles and identify potential loopholes in the project. This bird-eye view of the project helps create reference points for various activities required in the project phases. This is followed by another best practice of ‘verifying the scope and getting the feedback’. Since timeliness is a crucial component of projects, verification of the scope is also critical in the progress of the project cycle. Thus verification can be done as each major task is completed in the case of a long project. However, for a small project which is not phased, it can be done after the completion of the whole project. Verification involves getting express comments on the project. Last is the best practice of monitoring and controlling the scope. Here, the actual management and controlling of the project takes place to ensure that work is carried out under the decided scope. It aims to avoid, as much as possible, the possibility of adding to the scope. To work on this, there should be good change management process and in case of changes the budgeting and schedule should be adjusted. Typical to this project is the following work breakdown structure. A complete project plan will be developed by the project manager and submitted to university’s management who are the sponsors for approval by 3rd October 2014. Upon approval, the resources will be assigned within the next 2 month whereupon work will commence. The work is expected to run as scheduled and the project manager is mandated to obtain any schedule changes affecting the project progress. Scheduling under project time management can be demonstrated using scheduling chart tools such as Gantt chart. During project activity documentation, the project manager can use illustrations and diagrams to ensure that communication is well effected among the members of a project team and with other stakeholders. Charts are used to ensure that information is accurately passed across to the target audience. Another common tool in use in scheduling is the project evaluation and review technique which is an analysis tool that can also be used by the manager to schedule the project’s activities. DFD context Diagram It is important to come up with viable business process architecture which is presented in the flowing Data flow diagram. This will help in drawing of the business process architecture that highlights the strategic view of the organization. The architecture provides a pictorial view of the hierarchy in the organization and the step wise representation of the processes involved in the production to enable the manager to analyze the efficiency of the University (Versteeg & Bouwman, 2006, p. 95). Different business process architecture representations give different production results due to the application of varying disciplines. Having business process architecture makes it easy for the manager to allocate duties to the human assets according to their varying competence level to produce the highest level of efficiency in the University. The ‘To be’ process of the University will be time oriented, whereby all the processes from the customer order of the product to the delivery point will take the least time possible. There should not be any delays in the delivery of results to students. This will help to maintain a good relationship with the students. The customer needs will be put first in every decision making by the management. The key aspect in the proposed solution is to oversee a fast and smooth student management change with an efficient management process. DFD level 0 DFD level 1 Structure chart Data dictionary This data dictionary includes; Admission – joining university of a student. Undergraduate- new student joining credit courses at the undergraduate level. Undergraduate Transfer: change of credit courses during undergraduate level. Specialist: a graduate taking a specialist course Doctoral: taking a doctoral level. Applicant: applied for some course Bibliography Abdi, N, Zarei, B, Vaisya, J & Parvin, B 2011, ‘Innovation Models and Business Process Redesign’, international Business & Management, vol. 3, no. 2, 147-152. Carton, AM & Cummings, JN 2012, ‘A Theory of Subgroups in Work Teams’, Academy of Management Review, vol. 37, no. 3, 441-470.  Dextras-Gauthier, JM & Alain HV 2012, ‘Organizational culture, work organization conditions, and mental health: A proposed integration’, International Journal of Stress Management, vol. 19, no. 2, 81-104. Fjermestad, J, Romano Jr. & Nicholas, C 2006, ‘Customer Relationship Management: Satisfying the Customer’, Journal of Information Science & Technology, vol. 3, no. 2, 1-3. 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