UML activity diagram

I need a UML activity diagram for a restaurant. the instructions are combining 2 exercise instructions however only one diagram is being requested Modeling Exercise #2. Instructions must be read carefully. There are several steps that must be followed.
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bmis510_modeling_exercise_2_instructions__to_be.docx

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BMIS 510
MODELING EXERCISE 1 INSTRUCTIONS
Overview
Each modeling exercise in this course will be based on the scenario below, although each
separate instruction document will provide additional information in the scenario that will be
needed for each model.
Materials Required
To complete this deliverable, you will need the following materials
• This document
• Microsoft Word
• LucidChart.com, http://draw.io, StarUML (http://staruml.io), PlantUML
(http://plantuml.com), or Microsoft Visio
Scenario
The owners of a small mom and pop pizza restaurant want to improve their operation, which
they hope will increase their profits. They may even want to look at the opportunity of building a
franchise business in the future. The current system is almost entirely paper-based, so there is
definitely room for improvement. For this exercise, the owners have contracted your employer to
help them better understand their current, business process.
Initial Assessment
Your first course of action is to visit the restaurant and observe who is involved in the core
business process, as well as the distinct business activities that occur.
Stakeholders
During your visit, you find the following stakeholders:
• Owner/manager
• Employees (Host, Wait staff, Dish washer, Cook)
• Outside Suppliers
• Customers
Distinct Business Activities
You also observe the following business activities:
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•
•
•
•
•
•
Greeting Guests
Food Stock Preparations
Wait on Tables
Cooking
Dishwashing
Point of Sale
Management (payroll, scheduling, and inventory management)
Page 1 of 3
BMIS 510
AS-IS Business Process
After your visit, you compile the following notes regarding what you observe to be their current
business process.
•
•
•
•
•
•
•
•
•
•
At the beginning of each week, management reviews the shift schedule for the week and
notifies each employee what shift they have been assigned to work. Employees are then
required to confirm that they are available for their assigned shift. This is often done
through phone calls or in-person discussions.
At the beginning of each week, management also reviews the supply and stock inventory
to ensure that there is sufficient inventory to last the week. If stock inventory is too low,
management places an order with outside suppliers to have the necessary supplies and/or
ingredients delivered.
At the end of each week, management reviews employee hours and applies overtime for
hourly employees that work more than 40 hours in the previous week. Once wages are
calculated, management uses a printed tax table to manually process the tax withholding
amounts for each paycheck. Management then hand-writes and signs each payroll check,
places each check in a separate envelope, and then hand delivers the checks to each
employee personally.
When a customer enters the restaurant, the host greets them and shows them to their
table, where they are given a menu.
The waiter arrives and writes the customer’s drink order on an order ticket, while the
customer decides what they want to eat.
The waiter returns with the ordered drink, and records the customer’s food order on the
order ticket.
A carbon copy of the ticket is then passed to the cook who lines it up in the order
received, and then the cook prepares each order in a first-in-first-out queuing system.
o To prepare each order, the cook locates the corresponding recipe card from the
recipe box, and retrieves the required ingredients as indicated on the card.
o The cook then follows the instructions on the recipe card to combine ingredients
and prepare food stock.
o The cook then returns the recipe card to the recipe box, and proceeds to the next
order.
The wait staff then takes the original copy of the ticket and uses a calculator (with a
printer) to total the bill, item by item. They then staple the printout to the ticket and put it
in a hold file, while the customer is in the restaurant.
Anything else ordered by the customer (i.e. desert) is then added to this ticket. When the
customer is finished, the wait staff adds up the ticket and provides the customer a final
“check.”
If the customer pays in cash, the wait staff collects the money and returns the change.
Page 2 of 3
BMIS 510
•
•
If the customer pays by credit card, the wait staff enters the card data into the system and
awaits verification of sale. If the card is accepted, they then return the charge receipt to
the customer for signature. If the card is declined, the wait staff return to the customer
requesting another form of payment.
After the customer leaves, the wait staff cleans the table and sets the table with clean
dishes, silverware, and napkins that they retrieved from the dish cabinet. The wait staff
returns any dirty dishes to the dish pit, where the dish washer is responsible for cleaning
them and returning the clean dishes to the dish cabinet.
Instructions
Activity diagrams allow you to transform your written notes about the current business process
into a visual tool that can be used to discuss improvements with a client. This diagram of the
current business process is often called the AS-IS Activity Diagram. For this first exercise,
develop the AS-IS Activity diagram, based on the AS-IS Business Process described above. As
you complete this exercise, keep the following in mind:
•
•
•
•
•
•
Refer to the Modeling Exercise grading rubric before you begin this exercise.
You are diagramming the “business” process, so this diagram should be technology
agnostic. In other words, the actions and/or activities you include in your diagram should
avoid any reference to specific technologies, like point of sale systems, calculators, or
even pencil and paper.
The purpose of this diagram is to visually communicate with the client the way their
current process functions. As such, your diagram should be easy to read for a nontechnical person, follow correct UML syntax for activity diagrams (see the UML
textbook), and include a proper title and legend (you will need to draw the legend
manually, using the unique shapes used in the diagram along with a short textual
description of what each shape represents).
Be sure to use swimlanes in your diagram to identify which stakeholder(s) are
responsible for each action you include in the diagram.
There are no, set-in-stone solutions for this exercise. Just as in the real world, there are no
off-the-shelf solutions for every IT challenge. It is not our intention to limit your creative
knowledge designs.
The instructor may make suggestions or add additional requirements in the weekly
announcements for each modeling exercise, so be sure to heed those suggestions as you
prepare your models, or you may lose points.
Submit this assignment by 11:59 p.m. on Friday of Module/Week 2.
Page 3 of 3
BMIS 510
MODELING EXERCISE 2 INSTRUCTIONS
Overview
For this modeling exercise, you will re-visit the scenario given in the Modeling Exercise 1
Instructions document and consider the following, additional information.
Materials Required
To complete this deliverable, you will need the following materials
• This document
• Microsoft Word
• LucidChart.com, http://draw.io, StarUML (http://staruml.io), PlantUML
(http://plantuml.com), or Microsoft Visio
Scenario
From the owner’s point of view the AS-IS process is effective, though not efficient. However,
the owner also understands that, through technology, the process could be improved. The owner
is looking for you to provide that vision. The owner’s initial vision is of a more automated point
of sale (POS) system.
After much work with the clients you have successfully convinced them that a simple POS
system would merely speed up a poorly designed process. This only results in producing poor
results faster. You have convinced him that what his business really needs is an Enterprise
solution. A solution that rolls all the distinct business activities into single automated solution
that will be named, Mom & Pop Pizza Information Enterprise System (M&P-PIES). M&P-PIES
is a fully automated system linking all functions into a single, robust enterprise system.
TO-BE Business Process:
Before the new system can be developed, however, the business process underlying the system
must be revised. After your discussion with the client, you have determined the following painpoints in the AS-IS business process:
1. Weekly scheduling of employee hours consumes far too much management time. They
would like a more automated way to notify employees and receive confirmation that their
assigned hours are acceptable.
2. Weekly ordering of supplies and stock inventory is also time consuming. They would like
a more automated way to have weekly orders generated by the system, based on current
inventory and forecasted orders for the week.
3. Payroll processing is also very time consuming. They would prefer to have a system
where employee hours are automatically recorded, along with the calcuation of overtime,
and amount of withheld taxes. They further want to require that employees use direct
deposit, rather than print and sign checks.
Page 1 of 3
BMIS 510
4. When processing an order, there have been times, when the carbon-copy or the original
copy of the order ticket is lost, which has created a distasteful experience for customers.
They would like to see a process that isn’t dependent on paper dinner tickets. In other
words, wait staff would need to enter customer orders directly into the system.
5. Recipes have not always been managed very well. They are currently kept in a recipe box
with only one copy of each recipe. This can cause a bottleneck when multiple cooks are
trying to prepare the same meal for different customers. The revised process should
enable access to recipes by any number of cooks.
6. There are also times when recipes need to be updated, created, or even deleted by
management staff. The process should include a monthly review of recipes by
management in consultation with the cooks to ensure that the menu is reviewed and kept
up to date.
In addition to resolving the above pain-points, the owners recognize that a new system could
enable them to add new services to their business process with very little added effort. They
would like to see their current process modified to incorporate the following requirements:
1. They would like to enable customers to call ahead and make a reservation. In addition,
they would like all customers who walk in the door to share their first name and indicate
whether or not they had a reservation. If a reservation was made, and if the table is
available, the host shows the customer to their table as before. If no reservation was made
and no table is available, customers are given an estimated wait time and asked to wait in
the waiting area.
2. At the end of the meal, once a customer pays his/her bill, a notification is sent to the Dish
Washer/Bus staff to clear the table immediately when they leave.
You might start to think Mom & Pop’s isn’t so mom and pop anymore and you would be correct.
This system will be foundational to developing Mom & Pop Pizza franchises across the country.
Instructions
As you learned in the previous modeling exercise, Activity diagrams allow you to transform your
written notes about the current business process into a visual tool that can be used to discuss
improvements with a client. Activity diagrams can also be used to model changes in the business
process for further communication with the client. This diagram of the desired business process
is often called the TO-BE Activity Diagram. For this second exercise, develop the TO-BE
Activity diagram that incorporates the changes indicated in the TO-BE Business Process section
above. As you complete this exercise, keep the following in mind:
•
•
Refer to the Modeling Exercise grading rubric before you begin this exercise.
You are once again diagramming the “business” process, so this diagram should also be
technology agnostic. In other words, the actions and/or activities you include in your
diagram should avoid any reference to specific technologies, like point of sale systems,
Page 2 of 3
BMIS 510
•
•
•
•
calculators, or even pencil and paper. The one exception to this is that the M&P PIES
system is now a new stakeholder, and so it can represent a swim lane in your diagram.
The purpose of this diagram is to visually communicate with the client the way their
current process functions. As such, your diagram should be easy to read for a nontechnical person, follow correct UML syntax for activity diagrams (see the UML
textbook), and include a proper title and legend (you will need to draw the legend
manually, using the unique shapes used in the diagram along with a short textual
description of what each shape represents).
Be sure to use swimlanes in your diagram to identify which stakeholder(s) are
responsible for each action you include in the diagram.
There are no, set-in-stone solutions for this exercise. Just as in the real world, there are no
off-the-shelf solutions for every IT challenge. It is not our intention to limit your creative
knowledge designs.
The instructor may make suggestions or add additional requirements in the weekly
announcements for each modeling exercise, so be sure to heed those suggestions as you
prepare your models, or you may lose points.
Submit this assignment by 11:59 p.m. on Friday of Module/Week 4.
Page 3 of 3
Modeling Exercises Grading Rubric
Criteria
Content
70%
Accuracy
Levels of Achievement
22 to 24 points
20 to 21 points
1 to 19 points
0 points
Most of the model accurately
and logically reflects the
requirements given.
20 to 21 points
The model minimally reflects
the requirements given.
Not present
Completeness
The model accurately and
logically reflects the
requirements given.
22 to 24 points
1 to 19 points
0 points
The model represents most of
the requirements in the given
scenario.
The model does not represent
a majority of the requirements
in the given scenario.
Not present
Faculty Input
The model completely
represents all of the
requirements in the given
scenario.
5 points
4 points
1 to 3 points
0 points
The model incorporated all
faculty input/recommendations
provided, if any.
The model incorporated most
faculty
input/recommendations
provided, if any.
The model minimally
incorporated the faculty
input/recommendations
provided, if any.
Not present
Advanced 92-100% (A)
Proficient 84-91% (B)
Advanced 92-100% (A)
Proficient 84-91% (B)
Structure
30%
Syntax
10 points
Style
Correct UML symbols are used Mostly correct UML symbols
and UML modeling syntax is
are used and UML modeling
correctly applied.
syntax is correctly applied in
most areas.
7 points
6 points
Models present a professional
look and are clearly
understandable.
8 to 9 points
Models present a mostly
professional look and are
somewhat understandable.
Developing 1-83% (
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