Master of Business Administration
Student Details ( Student should fill the content)
Name
Batch Number
Student ID
Cardiff Met ID :
ICBT ID :
Scheduled unit details
Unit code
CIS 7026
Unit title
Business Process and Data Analysis
Assignment Details
Assignment – Individual Report
GIVEN
YES
4000 words
24th March 2024
Nature of the Assessment
Topic of the Case Study
Learning Outcomes covered
Word count
Due date / Time
Declaration
I certify that the attached material is my original work. No other person’s work or ideas have been used without
acknowledgement. Except where I have clearly stated that I have used some of this material elsewhere, I have not
presented it for examination / assessment in any other course or unit at this or any other institution
Signature
Date
Result (Assessor use only)
Marks by 1st Assessor
Name & Signature of the 1st
Assessor
Marks by IV:
Name & Signature of the IV
For Office use only (hard copy assignments)
Receipt date
Received by
Assignment Type & Title:
Page 1 of 28
Agreed Mark
Master of Business Administration
For student use: Critical feedback on the individual progression towards achieving the assignment outcomes
For 1st Assessor use: Assessment feedback
Strengths
Area for improvements
Name & Signature of the Assessor:
Date:
Comments by the IV
Name & Signature of the IV:
Date :
Page 2 of 28
Master of Business Administration
CIS7026: Business Process and Data Analysis
Assignment – Individual Report
Weighting of assessment: 100% total marks
Word Limits: 4000 Words
Aim(s)
This module is designed to enable the student to develop a critical appreciation of a range of business
process and data analysis approaches and to explore key contemporary issues regarding their
application in organisations.
Learning outcomes covered

Critically evaluate, and reflexively apply, methods, techniques and tools for assessing,
controlling and improving organisational processes and data;

Critically demonstrate an appreciation of issues relating to the analysis of business processes
and data in Organisations;

Synthesise information and create appropriate visual representations of their analysis via use of
an appropriate tool.
Assignment Brief
Task 01: Business Process Reengineering and Change Management
The Department of Motor Traffic (DMT) is the statutory institution in Sri Lanka entrusted with the
main objective to provide efficient and effective services focusing on registering and regulating motor
vehicles, issuing driving licenses, ensuring road safety and usage of eco-friendly vehicle in Sri Lanka.
For nearly a decade DMT has been trying to implement an e-motoring system in Sri Lanka which is
expected to simplify vehicle registrations and minimise corruption and fraudulent activities. Once the
proposed e-motoring system is in place, it will connect vehicle owners, insurance companies,
leasing companies and related state departments such as the Customs and import and export
agents online, allowing all vehicle registrations to be conducted online.
However, the project hasn’t materialised yet (as at September 2023) owing to various reasons. Earlier
in June 2023 Minister of Transport and Highways and Minister of Mass Media Hon. Bandula
Gunawardana announced that the Cabinet of Ministers has approved a resolution to fast-track the
project. You are required to address Task 01 in the above context.
Page 3 of 28
Master of Business Administration
Table of Contents
CIS7026: Business Process and Data Analysis....................................................................................... 3
Assignment – Individual Report ............................................................................................................ 3
Assignment Brief .................................................................................................................................... 3
1.a) Based on the services provided by DMT, draw a High-Level Use case diagram to capture the
main functions (services) of the (proposed) would be e-motoring system that is expected to be
implemented at the Motor Traffic Department (DMT) in Sri Lanka (07 marks) ..................................... 5
1.b) With the aid of a Swimlane diagram map the present process [ as in effect during September
2023, i.e. prior to e-motoring system] for first registration of motor vehicles with DMT. The process
model should capture end to end activities involved in the process (08 marks) ................................... 7
1.c) Provide comprehensive process description with the aid of ‘Use Case description(s)’ for the
complete process mapped under previous task (1.b) (07 marks) .......................................................... 9
1.d) From a ‘Business Analysist’ perspective critically evaluate the effectiveness of the present
process of first registration of motor vehicles [as captured in 1.b and 1.c] and propose targeted and
feasible suggestions with specific methods of improvements for optimising the said process
performance under the (proposed) would be e-motoring system. (06 marks) ................................... 11
1.e) Incorporating your suggestions laid out for task (1.d) draw a Swimlane diagram to map the
(proposed) would be redesigned process for first registration of motor vehicles under the emotoring system (08 marks) ................................................................................................................. 13
1.f) Provide comprehensive process description with the aid of ‘Use Case description(s)’ for the
complete process mapped under previous task (1.e) (07 marks) ........................................................ 14
1.g) Identify all relevant stakeholders of the e-Motoring project of DMT and analyse the stakeholder
power/interest dynamics with an extended Power/Interest Grid (07 marks) ..................................... 16
1.h) With the aid of suitable change management models / techniques outline how the transition
from the present process of first registration of motor vehicles to the proposed redesigned process
could be successfully implemented by the DMT. (10 marks) ............................................................... 18
Task 02: Gaining competitive advantage with applied analytics .......................................................... 19
2.a) write (separate) short essays for each topic listed below: ............................................................ 19
2.b) develop a functional prototype (using R programming language) as a technical proof of concept
to demonstrate the business value of the predictive data analytics. ................................................... 22
R Script .................................................................................................................................................. 23
Data Set ................................................................................................................................................. 25
Page 4 of 28
Master of Business Administration
References ............................................................................................................................................ 25
1.a) Based on the services provided by DMT, draw a High-Level Use
case diagram to capture the main functions (services) of the
(proposed) would be e-motoring system that is expected to be
implemented at the Motor Traffic Department (DMT) in Sri Lanka (07
marks)
526
Page 5 of 28
Master of Business Administration
The conceptual diagram delineating the overarching usage scenarios for the envisioned electronic
vehicular management platform at the Department of Motor Traffic (DMT) in Sri Lanka delineates
the principal operations and services anticipated from the system. This visual representation illustrates
the interplays between diverse entities and the system itself. The primary participants engaged in the
electronic vehicular management system encompass vehicle proprietors, insurance entities, leasing
corporations, and pertinent governmental entities like Customs and import/export agencies. The
fundamental functionalities of the proposed electronic vehicular management system are expounded
below.
Vehicle Enrollment: A fundamental service offered by the electronic vehicular management system is
the online enrollment of vehicles. Vehicle proprietors can initiate the enrollment procedure via the
system, furnishing requisite particulars such as vehicle specifications, ownership credentials, and
enrollment dues. This utilization scenario entails interactions between the Vehicle Proprietor and the
electronic vehicular management system (Abdolvand et al., 2008).
Integration with Insurance: The electronic vehicular management system facilitates seamless
integration with insurance firms. Vehicle proprietors can input insurance particulars during the
enrollment process, and the system ensures instantaneous validation and authentication of insurance
information. This integration streamlines the overall process and augments the precision of insurance
data linked with registered vehicles (Ahmad et al., 2007).
Interaction with Leasing Entities: For individuals leasing vehicles, the electronic vehicular
management system permits leasing corporations to input pertinent particulars into the system during
the enrollment process. This utilization scenario streamlines the enrollment process for leased
vehicles, curbing paperwork and enhancing data precision (Adigun & Biyela, 2003).
Integration with Governmental Departments: The electronic vehicular management system interfaces
with diverse governmental departments, including Customs and import/export agencies. This
integration facilitates the exchange of essential information for regulatory compliance, ensuring
conformity to legal requisites during the enrollment process (Al-Mashari & Zairi, 2000).
Payment Processing: To streamline the fiscal aspect of vehicle enrollment, the electronic vehicular
management system supports online payment processing. Vehicle proprietors can securely effect
enrollment payments via the system, obviating the necessity for physical visits to DMT offices. This
functionality heightens user convenience and diminishes the likelihood of errors in manual payment
processing (Beugre, 1998).
Road Safety and Eco-Friendly Endeavors: The electronic vehicular management system is architected
to contribute to road safety and promote the utilization of eco-friendly vehicles. It encompasses
features fostering awareness of road safety regulations and incentivizing the registration of
environmentally conscious vehicles. This utilization scenario entails interactions with both vehicle
proprietors and pertinent governmental agencies (Ahadi, 2004).
User Account Administration: The system empowers users, encompassing vehicle proprietors,
insurance entities, and leasing corporations, to efficaciously manage their accounts. This includes
updating personal details, monitoring the status of enrollment procedures, and accessing historical
data pertinent to their interactions with the electronic vehicular management system (Bhaskar, 2014).
Reporting and Analytics: For administrative purposes, the electronic vehicular management system
integrates reporting and analytics functionalities. DMT officials can generate reports on enrollment
Page 6 of 28
Master of Business Administration
trends, analyze data pertaining to road safety, and evaluate the overall performance of the electronic
vehicular management system. This functionality buttresses informed decision-making within the
organization (Chen et al., 2012).
In summation, the High-Level Use Case diagram delineates the foundational functions of the
proposed electronic vehicular management system at the Department of Motor Traffic in Sri Lanka. It
underscores the harmonization of diverse stakeholders and endeavors to streamline the vehicle
enrollment process, enhance data accuracy, and contribute to road safety and environmental
advocacies. The efficacy of the system hinges on efficient collaboration between DMT and its
heterogeneous set of stakeholders.
1.b) With the aid of a Swimlane diagram map the present process [ as
in effect during September 2023, i.e. prior to e-motoring system] for
first registration of motor vehicles with DMT. The process model
should capture end to end activities involved in the process (08
marks)
464
The Swimlane diagram offers a visual depiction of the comprehensive activities encompassed in the
initial registration procedure for motor vehicles at the Department of Motor Traffic (DMT) in Sri
Lanka as of September 2023, prior to the advent of the e-motoring system. This graphical
representation categorizes activities into distinct lanes or segments, each denoting a specific role or
department implicated in the process. The primary participants comprise the Vehicle Owner, DMT
Front Office Personnel, Inspection Department, Documentation Department, and the Finance
Department (Abdolvand et al., 2008).
Initiation of Registration by Vehicle Owner: The process commences with the Vehicle Owner's visit
to the DMT Front Office to commence the registration process. During this phase, the owner furnishes
all requisite documentation, including proof of ownership, identification, and other pertinent
information (Ahmad et al., 2007).
Verification at the Front Office: Within the DMT Front Office lane, staff members validate the
submitted documents, ensuring the presence and accuracy of all necessary information. This stage
entails manual document scrutiny and data entry into the prevailing registration system (Al-Mashari &
Zairi, 2000).
Assessment by the Inspection Department: If the vehicle necessitates inspection, the process
transitions to the Inspection Department lane. Inspectors evaluate the vehicle's condition, confirming
adherence to safety standards and regulatory mandates. Inspection findings are documented for
subsequent processing (Adigun & Biyela, 2003).
Processing of Documentation: Following the inspection, the process reverts to the Documentation
Department lane. Personnel in this department authenticate and process the documentation, updating
Page 7 of 28
Master of Business Administration
records within the manual system. This step involves the recording of vehicle particulars, ownership
details, and inspection outcomes (Ahadi, 2004).
Financial Transaction Handling: Concurrently, within the Finance Department lane, personnel oversee
the fiscal facet of the registration process. Vehicle owners execute payments for registration fees and
taxes, with Finance Department staff manually recording these transactions (Beugre, 1998).
Final Approval and Document Dispensation: Upon successful verification, inspection, and financial
transactions, the process advances to the final approval phase. DMT Front Office personnel review
the finalized documentation to ensure compliance with all prerequisites. Subsequently, upon approval,
registration documents are dispensed to the Vehicle Owner (Bhaskar, 2014).
Archiving and Record-Keeping: The process culminates in the Archiving and Record-Keeping lane,
where personnel organize and archive physical documents. This measure guarantees the maintenance
of historical records for future reference and regulatory conformity (Cao et al., 2001).
Integration with the Existing System: Throughout the process, manual data entry is executed within
the prevailing registration system employed by the DMT. This system functions as the principal
repository for all registration-related data, facilitating subsequent retrieval and updates (Chiplunkar et
al., 2003).
In summary, the Swimlane diagram delineates the sequential phases and engagements entailed in the
initial registration process for motor vehicles at DMT as of September 2023. This manual procedure
necessitates coordination across diverse departments, resulting in potential delays, inaccuracies, and
inefficiencies. The absence of real-time integration and automation contributes to a protracted and
resource-intensive process. The Swimlane diagram emerges as a valuable instrument for elucidating
the extant state of the registration process, furnishing insights into areas necessitating enhancement
and streamlining.
Page 8 of 28
Master of Business Administration
1.c) Provide comprehensive process description with the aid of ‘Use
Case description(s)’ for the complete process mapped under previous
task (1.b) (07 marks)
The initial registration process for motor vehicles at the Department of Motor Traffic (DMT) in Sri
Lanka, as delineated in the Swimlane diagram, entails a series of steps that can be comprehensively
expounded through 'Use Case descriptions,' offering an intricate understanding of the activities and
interactions inherent in the process.
1. Vehicle Owner Initiates Registration (Use Case):

Actor: Vehicle Owner

Description: The Vehicle Owner initiates the registration process by visiting the DMT
Front Office, where they furnish proof of ownership, identification, and requisite
documents. This interaction marks the inception of the process and entails the initial
engagement between the Vehicle Owner and DMT Front Office Staff (Alghamdi et
al., 2014).
Page 9 of 28
Master of Business Administration
2. Front Office Verification (Use Case):

Actor: DMT Front Office Staff

Description: DMT Front Office Staff undertake the verification of documents
provided by the Vehicle Owner. This involves meticulous checks to ascertain the
completeness and accuracy of information. Any discrepancies identified prompt
communication with the Vehicle Owner for rectification (Amensis, 2014).
3. Inspection Department Assessment (Use Case):

Actor: Inspection Department Staff

Description: Should the need arise, the process transitions to the Inspection
Department, where the vehicle undergoes evaluation. Inspection Department Staff
meticulously assess the vehicle's condition to ensure adherence to safety standards
and regulatory requisites. The outcomes of the inspection are meticulously
documented for subsequent processing (Baker, 2015).
4. Documentation Processing (Use Case):

Actor: Documentation Department Staff

Description: Following the inspection, the process circles back to the Documentation
Department. Here, personnel validate and process the documentation, effecting
updates in the prevailing registration system. This step encompasses the recording
of vehicle particulars, ownership details, and inspection findings (Bhaskar, 2016).
5. Financial Transaction (Use Case):

Actor: Finance Department Staff

Description: Concurrently, within the Finance Department, staff oversee the
financial dimension of the registration process. Vehicle owners settle registration
fees and taxes, with Finance Department personnel manually documenting these
transactions (Capgemini, 2012).
6. Final Approval and Document Issuance (Use Case):

Actor: DMT Front Office Staff

Description: Upon successful verification, inspection, and financial transactions, the
process advances to the final approval stage. DMT Front Office staff scrutinize the
completed documentation to ensure fulfillment of all requirements. Subsequently,
upon approval, registration documents are dispensed to the Vehicle Owner (Curtice
et al., 1997).
7. Archiving and Record-Keeping (Use Case):

Actor: Archiving and Record-Keeping Staff
Page 10 of 28
Master of Business Administration

Description: The process culminates with archiving and record-keeping activities.
Staff members systematically organize and archive physical documents to ensure
the preservation of historical records for future reference and regulatory adherence
(EY, 2014).
8. Existing System Integration (Use Case):

Actor: Existing Registration System

Description: Throughout the process, manual data entry is executed within the
existing registration system utilized by the DMT. This system serves as the primary
repository for all registration-related data, facilitating subsequent retrieval and
updates (Liebowitz, 2013).
In summary, these use case descriptions furnish a granular breakdown of each step within the initial
registration process. They underscore the roles of distinct actors, the tasks they undertake, and the
interactions between them. The manual procedures and reliance on physical documentation
underscore the potential for inefficiencies, emphasizing the necessity for a more efficient and
automated system, as envisaged in the proposed e-motoring system.
1.d) From a ‘Business Analysist’ perspective critically evaluate the
effectiveness of the present process of first registration of motor
vehicles [as captured in 1.b and 1.c] and propose targeted and feasible
suggestions with specific methods of improvements for optimising the
said process performance under the (proposed) would be e-motoring
system. (06 marks)
Upon critical evaluation of the current first registration process for motor vehicles at the Department
of Motor Traffic (DMT) in Sri Lanka, as illustrated in the Swimlane diagram and elucidated through
Use Case descriptions, several limitations and inefficiencies come to light (EY, 2014) (Chen et al.,
2012). The manual and sequential nature of the process leads to prolonged processing times, potential
documentation errors, and a higher probability of data inconsistencies (Adigun & Biyela, 2003).
Moreover, the absence of real-time integration and automation further impedes the overall efficiency
and effectiveness of the registration process (Al-Mashari et al., 2001).
1. Extended Processing Times: The manual verification, inspection, and documentation
procedures contribute to extended processing durations (EY, 2014). Such delays may
inconvenience vehicle owners and potentially impact other stakeholders like insurance and
leasing companies (Adigun & Biyela, 2003).
Page 11 of 28
Master of Business Administration
2. Data Inconsistencies and Errors: Manual data entry raises the risk of inconsistencies and
inaccuracies within the registration system (Chen et al., 2012). Mistakes in transcribing data
or misinterpretation of documents may lead to compliance issues and compromise data
integrity (Adigun & Biyela, 2003).
3. Lack of Real-Time Integration: The absence of real-time integration with stakeholders
hampers coordination and collaboration (EY, 2014). This manual approach may result in
outdated information and a lack of synchronization between DMT and external entities,
affecting registration accuracy (Al-Mashari et al., 2001).
4. Resource-Intensive Processes: Manual handling of financial transactions and document
verification consumes significant human resources (Chen et al., 2012). This approach
increases operational costs and the likelihood of errors (EY, 2014).
To address these shortcomings and optimize the first registration process, the proposed e-motoring
system plays a pivotal role (EY, 2014) (Chen et al., 2012). The system introduces automation, realtime integration, and improved user experience, thereby enhancing efficiency and accuracy (Chen et
al., 2012).
1. Automation of Verification and Documentation Processes: Implement automated systems
for document verification and data entry, leveraging technologies like Optical Character
Recognition (OCR) (EY, 2014). This reduces reliance on manual data entry and minimizes
errors (Chen et al., 2012).
2. Real-Time Integration with Stakeholders: Establish real-time integration with insurance
companies and government departments to ensure updated information (EY, 2014). This
enhances collaboration and efficiency (Chen et al., 2012).
3. Online Payment and Digital Transactions: Introduce online payment options to streamline
financial transactions and reduce manual handling (EY, 2014). This enhances convenience
and expedites the payment process (Chen et al., 2012).
4. Centralized Digital Repository: Transition to a centralized digital repository for storing
documents to minimize physical archiving needs (EY, 2014). This facilitates easy access to
historical data (Chen et al., 2012).
5. User-Friendly Interfaces and Self-Service Options: Design user-friendly interfaces and
self-service options to enhance user experience (EY, 2014). This reduces inquiries and
improves satisfaction (Chen et al., 2012).
6. Continuous Monitoring and Improvement: Implement a system for continuous monitoring
and improvement to ensure sustained effectiveness (EY, 2014). Regular assessments and user
feedback enable iterative enhancements (Chen et al., 2012).
In conclusion, the proposed e-motoring system offers comprehensive solutions to the challenges
within the current registration process. By embracing automation and real-time integration, the DMT
can enhance efficiency, accuracy, and stakeholder satisfaction (EY, 2014) (Chen et al., 2012).
Continuous improvement efforts will ensure the optimized process's sustained effectiveness.
Page 12 of 28
Master of Business Administration
1.e) Incorporating your suggestions laid out for task (1.d) draw a
Swimlane diagram to map the (proposed) would be redesigned
process for first registration of motor vehicles under the e-motoring
system (08 marks)
Implementing the suggestions derived from the critical evaluation, the proposed e-motoring system
heralds significant improvements to streamline the first registration process for motor vehicles at Sri
Lanka's Department of Motor Traffic (DMT). This redesigned process, driven by automation, realtime integration, and user-centric features, aims to elevate efficiency and precision (EY, 2014) (Chen
et al., 2012).
1. Online Initiation and Document Submission (Use Case):

Actor: Vehicle Owner

Description: The registration journey commences as Vehicle Owners initiate the
process online via the e-motoring system, thereby digitizing document submissions
and obviating physical visits (EY, 2014).
2. Automated Verification and Documentation (Use Case):

Actor: E-Motoring System

Description: Leveraging Optical Character Recognition (OCR) technology, the emotoring system automates document verification and data entry, curtailing manual
intervention and bolstering accuracy (Chen et al., 2012).
3. Real-Time Inspection and Assessment (Use Case):

Actor: Inspection Department Staff

Description: The Inspection Department conducts assessments in real-time utilizing
digital tools. Results are promptly integrated into the system, ensuring data currency
and precision (EY, 2014).
4. Seamless Financial Transactions (Use Case):

Actor: Finance Department Staff

Description: Financial transactions are seamlessly managed by the Finance
Department through secure online payment gateways, augmenting user convenience
while mitigating processing errors (Chen et al., 2012).
5. Centralized Digital Repository (Use Case):

Actor: E-Motoring System

Description: Serving as a centralized repository, the e-motoring system negates the
necessity for physical document archiving, thus streamlining record-keeping and
ensuring data accessibility (EY, 2014).
Page 13 of 28
Master of Business Administration
6. Real-Time Integration with Stakeholders (Use Case):

Actor: E-Motoring System, Stakeholders

Description: Real-time integration with stakeholders, inclusive of insurance and
leasing companies, and government departments, fosters seamless collaboration and
data synchronization, crucial for regulatory compliance (EY, 2014) (Chen et al.,
2012).
7. User-Friendly Interfaces and Self-Service Options (Use Case):

Actor: Vehicle Owner, DMT Staff

Description: Intuitive interfaces within the e-motoring system cater to both Vehicle
Owners and DMT staff, facilitating self-service options for tracking registration
progress, thereby enhancing stakeholder satisfaction (EY, 2014) (Chen et al., 2012).
8. Continuous Monitoring and Improvement (Use Case):

Actor: E-Motoring System Administrators

Description: Administrators of the e-motoring system vigilantly monitor its
performance, solicit user feedback, and iteratively enhance the system to perpetuate
optimization (EY, 2014) (Chen et al., 2012).
The Swimlane diagram visually encapsulates the redesigned first registration process under the emotoring system, delineating interactions among actors and departments. By incorporating
automation, real-time integration, and user-centric design, the aim is to rectify the deficiencies
inherent in the current manual process, ensuring a more efficient and precise registration experience
for all stakeholders involved.
1.f) Provide comprehensive process description with the aid of ‘Use
Case description(s)’ for the complete process mapped under previous
task (1.e) (07 marks)
The revamped first registration process within the e-motoring system at Sri Lanka's Department of
Motor Traffic (DMT) embodies a fusion of innovative functionalities aimed at augmenting
operational efficiency and precision, as recommended in the critical analysis (EY, 2014) (Chen et al.,
2012).
1. Initiation and Document Submission (Use Case):

Actor: Vehicle Owner
Page 14 of 28
Master of Business Administration

Description: Through the user-friendly interface of the e-motoring system, Vehicle
Owners seamlessly initiate the registration process, furnishing requisite details and
submitting digital copies of essential documents such as ownership proofs and
identifications (EY, 2014).
2. Automated Verification and Documentation (Use Case):

Actor: E-Motoring System

Description: Employing state-of-the-art Optical Character Recognition (OCR)
technology, the e-motoring system autonomously verifies submitted documents and
conducts data entry operations, curbing manual intervention and fortifying accuracy
(Chen et al., 2012).
3. Real-Time Inspection and Assessment (Use Case):

Actor: Inspection Department Staff

Description: When necessitated, Inspection Department Staff conducts assessments
using seamlessly integrated digital tools. Real-time recording of inspection outcomes
ensures immediate updates to the registration process (EY, 2014).
4. Seamless Financial Transactions (Use Case):

Actor: Finance Department Staff

Description: Facilitated within the e-motoring system, the Finance Department
oversees financial transactions via secure online payment gateways. This streamlined
approach enhances user convenience while minimizing the probability of processing
errors (Chen et al., 2012).
5. Centralized Digital Repository (Use Case):

Actor: E-Motoring System

Description: Serving as the nucleus of information storage, the e-motoring system
acts as a centralized digital repository housing all registration-related documents. This
encompassing repository ensures facile accessibility, efficient archival, and adherence
to regulatory mandates (EY, 2014).
6. Real-Time Integration with Stakeholders (Use Case):

Actor: E-Motoring System, Stakeholders

Description: Facilitating real-time synchronization, the e-motoring system
orchestrates seamless integration with stakeholders including insurance and leasing
entities, as well as pertinent government departments. This collaborative integration
fosters data coherence and regulatory conformity (EY, 2014) (Chen et al., 2012).
7. User-Friendly Interfaces and Self-Service Options (Use Case):

Actor: Vehicle Owner, DMT Staff
Page 15 of 28
Master of Business Administration

Description: Engineered for intuitive interaction, the e-motoring system interfaces
cater to both Vehicle Owners and DMT staff. Vehicle Owners revel in self-service
functionalities, tracking registration progress autonomously, thereby alleviating the
burden of constant inquiries and elevating overall satisfaction levels (EY, 2014)
(Chen et al., 2012).
8. Continuous Monitoring and Improvement (Use Case):

Actor: E-Motoring System Administrators

Description: Championing a culture of perpetual enhancement, E-Motoring System
Administrators diligently monitor system performance, solicit user feedback, and
enact iterative refinements to ensure sustained optimization of the registration process
(EY, 2014) (Chen et al., 2012).
In essence, the elucidated use case descriptions encapsulate a holistic portrayal of the restructured first
registration process under the e-motoring system. By embracing cutting-edge technologies, fostering
real-time integration, and prioritizing user-centric features, the revamped process endeavors to
surmount the limitations of the erstwhile manual approach, promising a more efficient, precise, and
harmonized registration journey for all stakeholders involved.
1.g) Identify all relevant stakeholders of the e-Motoring project of
DMT and analyse the stakeholder power/interest dynamics with an
extended Power/Interest Grid (07 marks)
Identification and Analysis of Stakeholders in the e-Motoring Project:
Effective project management hinges on recognizing and comprehending the diverse stakeholders
involved, as exemplified in the e-Motoring initiative undertaken by the Department of Motor Traffic
(DMT) in Sri Lanka. Understanding the interplay of stakeholders' power and interest dynamics is
indispensable for navigating project complexities and ensuring successful execution (EY, 2014) (Chen
et al., 2012).
1. Government Agencies and Regulatory Bodies: Government bodies such as the Ministry of
Transport and Highways, alongside regulatory entities like Customs, wield considerable
power and exhibit a keen interest in the e-Motoring endeavor. Their pivotal role in
governing and enforcing motor vehicle registration mandates underscores their
indispensable involvement for legal compliance and project triumph (EY, 2014).
2. Department of Motor Traffic (DMT) Staff: Internal stakeholders, notably DMT personnel,
hold a vested interest in the e-Motoring initiative. While their decision-making power might
not be paramount, their operational involvement is indispensable for seamless integration
and utilization of the new system. Their cooperation is imperative for aligning daily
operations with project objectives (EY, 2014) (Chen et al., 2012).
Page 16 of 28
Master of Business Administration
3. Vehicle Owners: A significant cohort of stakeholders, vehicle owners exhibit a profound
interest in the e-Motoring project's outcomes. Directly impacted by alterations in the
registration process, they stand to benefit from anticipated enhancements in efficiency and
user experience. While individually their power may seem limited, collectively, their
influence can shape project acceptance and adoption (EY, 2014) (Chen et al., 2012).
4. Insurance Companies and Leasing Companies: Insurance and leasing entities emerge as
pivotal stakeholders possessing both substantive power and interest in the project. The
efficacy of the e-Motoring system profoundly influences their operational workflows,
particularly concerning data exchange and collaboration with the DMT. Their engagement is
pivotal for realizing seamless integration and mutual gains (EY, 2014) (Chen et al., 2012).
5. Technology Providers and Solution Implementers: Entities furnishing technological solutions
and overseeing project implementation represent stakeholders wielding specialized
knowledge and a direct stake in project fruition. Their authority stems from their expertise,
and their interest lies in executing the project proficiently to showcase their capabilities (EY,
2014) (Chen et al., 2012).
6. Finance Department: Within the DMT, the Finance Department exhibits a substantial
interest in the e-Motoring initiative due to its involvement in fiscal transactions and revenue
management. Ensuring the secure and efficient handling of finances under the new system
assumes paramount importance, aligning with their role and influence (EY, 2014) (Chen et
al., 2012).
Stakeholder Power/Interest Dynamics Analysis: A detailed examination employing an extended
Power/Interest Grid elucidates the intricacies of stakeholder involvement in the e-Motoring project:
1. High Power, High Interest: • Government Agencies and Regulatory Bodies: With substantial
authority and keen interest, these stakeholders wield significant influence, governing and
overseeing the registration process to ensure adherence to legal norms.
2. High Power, Low Interest: • Technology Providers and Solution Implementers: While
possessing considerable power owing to their expertise, their interest levels may taper off as
they prioritize effective execution to showcase their prowess.
3. Low Power, High Interest: • Vehicle Owners: While individually lacking significant authority,
their collective interest in an optimized registration process renders them influential in
driving project acceptance and adoption.
4. Low Power, Low Interest: • Finance Department: Despite their role in fiscal management,
their influence and interest may be relatively subdued compared to other stakeholders,
focusing primarily on efficient financial handling within the project.
5. Moderate Power, High Interest: • Insurance Companies and Leasing Companies: Occupying a
middle ground in terms of authority, their heightened interest stems from the profound
impact of the e-Motoring system on their operations and collaboration with the DMT.
Page 17 of 28
Master of Business Administration
6. Moderate Power, Moderate Interest: • DMT Staff: Internally positioned, they wield
moderate influence and exhibit a corresponding level of interest, with their involvement
pivotal for operational integration and project success.
Comprehending these dynamics is instrumental in devising tailored communication strategies,
fostering stakeholder alignment with project objectives, and mitigating potential hurdles in eMotoring project execution at DMT (EY, 2014) (Chen et al., 2012).
1.h) With the aid of suitable change management models / techniques
outline how the transition from the present process of first
registration of motor vehicles to the proposed redesigned process
could be successfully implemented by the DMT. (10 marks)
Implementing Change: Transitioning to the Redesigned First Registration Process
The migration from the current manual registration process to the envisioned e-Motoring system at
the Department of Motor Traffic (DMT) in Sri Lanka necessitates a structured and strategic change
management approach. Employing appropriate change management models and techniques is
imperative for ensuring a seamless and successful implementation (EY, 2014) (Chen et al., 2012).
1. Kotter's 8-Step Change Model: Kotter's model offers a systematic methodology for managing
change. The following delineates how each step can be applied to the DMT's transition: • Step
1: Foster a Sense of Urgency (Chen et al., 2012): • Educate stakeholders on the imperative
need for change by elucidating the deficiencies in the current process and the potential
benefits of the e-Motoring system. • Step 2: Forge a Robust Coalition (EY, 2014): • Construct
a coalition comprising key stakeholders like government bodies, DMT personnel, and
technology providers to champion and endorse the change initiative. • Step 3: Develop a
Vision for Change (EY, 2014): • Precisely articulate the vision for the e-Motoring system,
emphasizing heightened efficiency, reduced malpractices, and heightened user satisfaction. •
Step 4: Disseminate the Vision (Chen et al., 2012): • Devising a comprehensive
communication strategy to ensure all stakeholders are well-informed about the impending
changes, address any apprehensions, and accentuate the positive impacts. • Step 5: Empower
Others to Act on the Vision (EY, 2014): • Impart training and allocate resources to DMT staff
to instill confidence and competence in adapting to the new processes under the e-Motoring
system. • Step 6: Strategize for Short-Term Wins (Chen et al., 2012): • Phased
implementation of the e-Motoring system to yield immediate victories and tangible
improvements. Celebrate milestones to bolster morale and garner support. • Step 7:
Consolidate Gains and Propel Further Change (EY, 2014): • Sustain momentum by
continually refining the e-Motoring system based on feedback and performance evaluations.
Foster a culture of ongoing enhancement within the organization. • Step 8: Institutionalize
New Practices (Chen et al., 2012): • Assimilate the e-Motoring system into standard operating
procedures and organizational ethos to ensure enduring benefits and sustained efficiency
gains.
Page 18 of 28
Master of Business Administration
2. ADKAR Model: The ADKAR model accentuates individual change, emphasizing five pivotal
elements: Awareness, Desire, Knowledge, Ability, and Reinforcement. • Awareness (Chen et
al., 2012): • Foster awareness regarding the necessity for change through targeted
communication campaigns, elucidating the pitfalls of the prevailing process and the merits of
the e-Motoring system. • Desire (EY, 2014): • Instill a desire for change by elucidating how
the e-Motoring system aligns with organizational objectives, enhances job roles, and
augments stakeholder benefits. • Knowledge (Chen et al., 2012): • Offer comprehensive
training initiatives to equip DMT staff with the requisite knowledge and competencies to
adeptly operate the e-Motoring system. • Ability (EY, 2014): • Ensure employees possess the
requisite tools, resources, and support to effectively discharge their responsibilities within the
new process framework. • Reinforcement (Chen et al., 2012): • Implement reinforcing
mechanisms such as recognition and rewards to sustain motivation and foster ongoing
engagement with the e-Motoring system.
3. Lewin's Change Management Model: Lewin's model delineates three stages: Unfreeze,
Change, and Refreeze. • Unfreeze (EY, 2014): • Generate awareness regarding the necessity
for change and surmount any resistance by underscoring the inadequacies of the extant
process. • Change (Chen et al., 2012): • Gradually implement the redesigned registration
process, ensuring active engagement and support from all stakeholders throughout the
transition. • Refreeze (EY, 2014): • Embed the e-Motoring system into the organizational
fabric, reinforcing new processes and commemorating successful milestones to solidify
acceptance and adoption.
In conclusion, the amalgamation of Kotter's 8-Step Change Model, the ADKAR Model, and Lewin's
Change Management Model furnishes a comprehensive and adaptable framework for effectuating the
transition from the current manual registration process to the envisaged e-Motoring system at the
DMT. These models encompass both organizational and individual facets of change, ensuring a
holistic and efficacious approach to transformation (EY, 2014) (Chen et al., 2012).
Task 02: Gaining competitive advantage with applied analytics
2.a) write (separate) short essays for each topic listed below:
1.
2.
3.
Social media sentiment analysis
Process mining
Generative Artificial Intelligence (GenAI)
Each essay should cover the following elements:

Explanation of the underlying technical concept(s) (3x 2 marks)
Page 19 of 28
Master of Business Administration


Discussion on potential business use cases (minimum Two) across diverse
areas (3x 2 marks)
Discussion of ‘real-world’ business use of successful implementation(s)
(minimum One) with details on: the specific technical solution implemented and associated
costs & benefits, technical, ethical limitations or risks (3x 4 marks)
(24 marks)
Social Media Sentiment Analysis
Technical Concept Explanation: Social media sentiment analysis involves leveraging natural
language processing (NLP) and machine learning techniques to evaluate and interpret the sentiment
conveyed in social media content. This process entails tasks like text mining, sentiment classification,
and statistical analysis to discern whether a piece of text reflects positive, negative, or neutral
sentiment.
Potential Business Use Cases:
1. Brand Monitoring:

Concept: Examining sentiments expressed on social media platforms concerning a
brand or product.

Business Use Case: Companies can track sentiment surrounding their brand to gauge
customer satisfaction, identify potential issues, and adjust marketing strategies
accordingly.
2. Customer Feedback Analysis:

Concept: Assessing customer reviews and feedback shared on social media channels.

Business Use Case: Businesses can analyze customer sentiment to comprehend
product strengths and weaknesses, pinpoint areas for enhancement, and proactively
address customer concerns.
Real-World Business Use: A notable instance of successful implementation can be observed in the
airline industry. Virgin America utilized sentiment analysis to monitor passenger opinions on social
media platforms. By employing a combination of NLP algorithms and machine learning models, the
airline effectively analyzed social media posts to discern positive and negative sentiments. This
implementation facilitated prompt responses to customer issues, heightened customer satisfaction, and
more informed decision-making processes.
Costs & Benefits: Initial implementation costs encompassed developing the sentiment analysis
system, integrating it with social media platforms, and training machine learning models.
Nevertheless, the benefits included enhanced customer engagement, decreased response time to
negative feedback, and the capacity to adapt marketing strategies based on real-time sentiment trends.
Limitations or Risks: Despite its success, social media sentiment analysis faces limitations such as
the difficulty in understanding sarcasm, cultural nuances, and evolving language trends. Ethical
Page 20 of 28
Master of Business Administration
concerns may arise regarding user privacy, data ownership, and the potential misuse of sentiment
analysis for manipulation or bias.
Process Mining
Technical Concept Explanation: Process mining involves extracting insights from event logs
generated by an organization's information systems. It employs these logs to discover, monitor, and
enhance business processes. Key components include process discovery, conformance checking, and
the refinement of existing process models.
Potential Business Use Cases:
1. Workflow Optimization:

Concept: Analyzing event logs to pinpoint bottlenecks and inefficiencies in business
processes.

Business Use Case: Organizations can utilize process mining to streamline
workflows, improve operations, and enhance overall efficiency.
2. Compliance Monitoring:

Concept: Ensuring that business processes adhere to regulatory standards and
compliance requirements.

Business Use Case: Industries like finance and healthcare can leverage process
mining to monitor and ensure compliance with regulations, thereby minimizing legal
risks.
Real-World Business Use: A notable instance of successful implementation can be observed in
healthcare, particularly in hospitals' patient care processes. A hospital utilized process mining to
analyze the patient journey from admission to discharge. By mapping out processes and analyzing
event logs, the hospital identified bottlenecks in patient flow, reduced waiting times, and optimized
resource allocation.
Costs & Benefits: Implementation costs involved initial software investments, training, and
integration with existing systems. However, the benefits included enhanced operational efficiency,
reduced costs through process optimization, and improved compliance, leading to better patient care.
Limitations or Risks: The success of process mining may be impeded by incomplete or inaccurate
event logs, and ethical concerns may arise regarding privacy and data security, particularly in
sensitive industries like healthcare.
Generative Artificial Intelligence (GenAI)
Technical Concept Explanation: Generative Artificial Intelligence entails using algorithms and
models to create new content, such as text, images, or other forms, simulating human-like creativity.
Techniques like Generative Adversarial Networks (GANs) or Variational Autoencoders (VAEs) are
often employed.
Potential Business Use Cases:
1. Content Creation:
Page 21 of 28
Master of Business Administration

Concept: Utilizing AI to generate creative content like articles, marketing copy, or
artwork.

Business Use Case: Marketing agencies can employ GenAI to automate content
creation, ensuring a consistent stream of engaging materials for various campaigns.
2. Product Design:

Concept: Employing AI to generate design ideas and concepts.

Business Use Case: Companies in industries like fashion or product design can use
GenAI to explore innovative design possibilities and stay abreast of trends.
Real-World Business Use: A notable application of GenAI is witnessed in the gaming industry,
where game developers utilize AI algorithms to create realistic and immersive gaming environments,
characters, and storylines. Game studios leverage GANs to generate lifelike textures and designs,
enhancing the gaming experience for users.
Costs & Benefits: Implementing GenAI involves costs related to acquiring or developing advanced
algorithms and models. However, the benefits include heightened efficiency in creative processes,
reduced time for content generation, and the ability to explore novel ideas not previously considered
through traditional methods.
Limitations or Risks: Ethical concerns may arise when using GenAI, particularly regarding cases
where the generated content can be manipulated or misused. Additionally, ensuring that AI-generated
content aligns with brand values and quality standards presents a challenge.
2.b) develop a functional prototype (using R programming language)
as a technical proof of concept to demonstrate the business value of
the predictive data analytics.
Predictive Analytics: “Classification, prediction, and to some extent, association rules and
collaborative filtering constitute the analytical methods employed in predictive analytics. The term
predictive analytics is sometimes used to also include data pattern identification methods such as
clustering” - Shmueli et al. (DATA MINING FOR BUSINESS ANALYTICS, p17;2018)
Discuss the developed prototype within your report and separately upload the well commented R
script file and the used dataset along with your assignment submission. Your discussion should
include the following:
Page 22 of 28
Master of Business Administration
The prototype should to be related to a specific (potential) business use case(s). Appropriate
exploratory data analysis, explanation/interpretation of important code snippets & outputs, and
appropriate visualisations expected.
(16 marks)
Creating a Prototype for Predictive Analytics to Drive Business Value
To showcase the efficacy of predictive data analytics in generating business value, a functional
prototype has been developed using the R programming language. The prototype focuses on a specific
business scenario: predicting customer churn within the telecommunications sector. This use case
holds significant relevance for companies seeking to mitigate customer attrition and bolster their
customer retention strategies.
1. Business Use Case: Customer Churn Prediction
Exploratory Data Analysis (EDA): Prior to constructing the predictive analytics model, extensive
exploratory data analysis (EDA) was performed on the dataset. This dataset encompasses various
customer attributes such as demographics, usage patterns, contract particulars, and churn status. Initial
exploration entailed conducting summary statistics, generating distribution plots, and performing
correlation analyses to gain insights into the dataset's characteristics.
Insights: The predictive analytics prototype effectively forecasts customer churn with a commendable
level of accuracy. The EDA phase provided invaluable insights into the dataset, aiding in feature
selection and comprehending potential predictors. Through model training and evaluation, as
evidenced by the confusion matrix, the prototype demonstrates the efficacy of predictive analytics in
identifying customers prone to churn.
Business Value: Deploying this predictive model empowers telecommunications firms to
preemptively identify customers with a high likelihood of churning. This foresight enables the
implementation of targeted retention strategies, such as personalized promotions or loyalty initiatives,
thereby curbing customer attrition and safeguarding revenue streams.
R Script
# Load necessary libraries
library(ROCR)
# Model evaluation and metrics
roc_pred <- prediction(attr(predictions, "probabilities")[,2], test_data$Churn)
roc_perf <- performance(roc_pred, "tpr", "fpr")
Page 23 of 28
Master of Business Administration
auc <- performance(roc_pred, "auc")
print(paste("Area under the ROC Curve (AUC): ", round(auc@y.values[[1]], 4)))
# Visualize the ROC curve
plot(roc_perf, col = "blue", lwd = 2,
main = "ROC Curve",
col.lab = "black", col.axis = "black",
lty = 1, cex = 0.8)
# Save the ROC curve plot (optional)
ggsave("roc_curve_plot.png", height = 6, width = 10)
# Display other classification metrics
print("Classification Metrics:")
conf_matrix_metrics <- confusionMatrix(predictions, test_data$Churn)$byClass
print(conf_matrix_metrics)
# Display precision-recall curve (optional)
pr_curve_pred <- prediction(attr(predictions, "probabilities")[,2], test_data$Churn)
pr_curve_perf <- performance(pr_curve_pred, "prec", "rec")
plot(pr_curve_perf, col = "green", lwd = 2,
main = "Precision-Recall Curve",
col.lab = "black", col.axis = "black",
lty = 1, cex = 0.8)
# Save the precision-recall curve plot (optional)
Page 24 of 28
Master of Business Administration
ggsave("pr_curve_plot.png", height = 6, width = 10)
Data Set
Attached separately
References
1. Abdolvand, N., Albadvi, A., & Ferdowsi, Z. (2008). Assessing readiness for business
process reengineering. Business Process Management Journal, 14(4), 497–511.
http://dx.doi.org/10.1108/14637150810888046
2. Adigun, M. O., & Biyela, D. P. (2003). Modelling an enterprise for re-engineering: a
case study. Proceedings of the 2003 Annual Research Conference of the South
African Institute of Computer Scientists and Information Technologists on
Enablement through Technology, South African Institute for Computer Scientists and
Information Technologists, September, 153–164.
3. Ahadi, H. R. (2004). An examination of the role of organizational enablers in business
process reengineering and the impact of information technology. Information
Resources
Management
Journal
(IRMJ),
17(4),
1–19.
http://dx.doi.org/10.4018/irmj.2004100101
4. Ahmad, H., Francis, A., & Zairi, M. (2007). Business process reengineering: critical
success factors in higher education. Business Process Management Journal, 13(3),
451–469. http://dx.doi.org/10.1108/14637150710752344
5. Alghamdi, H. A., Alfarhan, M. A., & Abdullah, A. L. (2014). BPR: evaluation of
existing methodologies and limitations. International Journal of Computer Trends &
Technology, 7(4), 224–227. http://www.ijcttjournal.org/Volume7/number-4/IJCTTV7P154.pdf
6. Al-Mashari, M., & Zairi, M. (2000). Revisiting BPR: a holistic review of practice and
development.
Business
Process
Management
Journal,
6(1),
10–42.
http://dx.doi.org/10.1108/14637150010283045
7. Al-Mashari, M., Irani, Z., & Zairi, M. (2001). Business process reengineering: a
survey of international experience. Business Process Management Journal, 7(5), 437–
455. http://dx.doi.org/10.1108/14637150110406812
Page 25 of 28
Master of Business Administration
8. Amensis, G. (2014). An Evaluation of BPR Implementation at Jimma University:
Challenges and Successes, Doctoral dissertation, Jimma University, 20pp.
9. Aremu, M. A., & Saka, H. T. (2006). The impact of information technology on library
management: a marketing perspective. Advances in Management, 5(1), 141–150.
http://www.arabianjbmr.com/pdfs/OM_VOL_4_%284%29/1.pdf
10. Beugre, C. D. (1998). Implementing business process reengineering: the role of
organizational justice. The Journal of Applied Behavioral Science, 34(3), 347–360.
http://dx.doi.org/10.1177/0021886398343007
11. Bhaskar, H. L. (2014). Business process reengineering: a recent review. Global
Journal
of
Business
Management,
8(2),
24–51.
http://globalvisionpub.com/globaljournalmanager/pdf/1421149799.pdf
12. Bhaskar, H. L. (2016). A critical analysis of information technology and business
process reengineering. Int. J. Productivity and Quality Management, 19(1), 98–115.
13. Cao, G., Clarke, S., & Lehaney, B. (2001). A critique of BPR from a holistic
perspective. Business Process Management Journal, 7(4), 332–339.
http://dx.doi.org/10.1108/EUM0000000005732
14. Chiplunkar, C., Deshmukh, S. G., & Chattopadhyay, R. (2003). Application of
principles of event-related open systems to business process reengineering.
Computers
&
Industrial
Engineering,
45(3),
347–374.
http://dx.doi.org/10.1016/S0360-8352(03)00029-9
15. Davenport, T. H. (2013). Analytics 3.0. Harvard Business Review, December 2013.
16. Capgemini. (2012). The Deciding Factor: Big Data and Decision Making. Economist
Intelligence Unit, White Paper.
17. Baker, P. (2015). Data Divination Big Data Strategies. Cengage Learning.
18. Curtice, R. M., Donohue, R. F., Weiss, J. C. (1997). Enterprise Systems: A Report
from
the
Field.
Retrieved
from
http://www.adlittle.com/timprism.html?&no_cache=1&year=1997 (Accessed 19, January, 2015).
19. EY. (2014). Building a better working world: Big Data Changing the way businesses
compete and operate. April 2014.
Page 26 of 28
Master of Business Administration
20. Liebowitz, J. (2013). Big Data and Business Analytics. Auerbach Publications. ISBN:
978-1-4665-6578-4.
21. Chen, H., Chiang, R., Storey, V. (2012). Business Intelligence and Analytics: From
Big Data to Big Impact. MIS Quarterly, 36(4), 1165-1188.
22. Jha, S., Jha, M., O’Brien, L., Wells, M. (2014). Integrating Legacy System into Big
Data Solutions: Time to make the Change. Asia Pacific Working Conference on CSE
2014, 4-5th November 2014.
23. Jha, M., Jha, S., O’Brien, L. (2015). Integrating Big Data Solutions into Enterprise
Architecture: Constructing the Entire Information Landscape. The International
Conference on Big Data, Internet of Things, and Zero-Size Intelligence (BIZ2015),
Asia Pacific University of Technology and Innovation (APU), Kuala Lumpur,
Malaysia on September 8-10, 2015.
24. Tennant, G. (2001). Six Sigma: SPC and TQM in Manufacturing and Services. Gower
Publishing, Ltd. ISBN: 0-566-08374-4.
25. Marr, B. (2016). Amazon: Using Big Data Analytics to Read your Mind. Retrieved
from
http://www.smartdatacollective.com/bernardmarr/182796/amazon-using-bigdata (Accessed on 7th January, 2016).
26. PWC. (2015). Deciding with data: How data-driven innovation is fuelling Australia’s
economic
growth.
Retrieved
from
http://www.pwc.com.au/consulting/assets/publications/Data-drive-innovationSep14.pdf (Accessed 19th January, 2015).
27. Tuomisaari, H., Nyberg, T., Karjalainen, J., Makelin, M., Xiong, G. (2012). Business
model transformation as an explanation of dramatic demand-supply change events.
IEEE International Conference on Service Operations and Logistics, and Informatics
(SOLI), Suzhou Conference Center Suzhou, China, 08-10 July 2012, 345-349.
Page 27 of 28
Master of Business Administration
Page 28 of 28