Business Process Management and Information Technology

Business
Management
Design By Curiosity
Prepared By: Prof. Ashish Desai
i n f o @ t h e c a m e n t o r . c o m
Process
a s h i s d e s a i @ g m a i l . c o m
Information
TECHNOLOGY
&

By : ASHISH DESAI
In this new technological world, business process designers are directly
involved in systems design.
The closer working relationship between business process designers
and IT helps to reduce the gap between the business requirement and
the final deployed solution.
Overview of Business Process

What is Process ?
• Process is defined as a sequence of
events that uses inputs to produce outputs.
• Process is “a coordinated and
standardized flow of activities performed
by people or machines, which can traverse
(cross) functional or departmental
boundaries to achieve a business objective
and creates value for internal or external
customers.”
• Process orientation is at the core of BPM.
• Hence, understand clearly distinction
between the traditional functional
organization and process organization.
By : ASHISH DESAI

• System of interlinked processes which
involves concerted efforts to map, improve
and adhere to organizational processes.
• Where traditional organizations are
composed of departments, today it consider
as n/w or systems of processes.
• To manage a process,
The first task is to define it.
o defining steps (tasks) in process and mapping
the tasks
Once the process is mapped, performance
measures can be established
Enables the standardization (correction) of
and adherence
What is Business Process ?
By : ASHISH DESAI

• A business process is a prescribed sequence of
work steps performed in order to produce a
desired result for the organization.
• Organizations have many different business
processes such as completing sale, purchasing
raw materials, pay employees and vendors, etc.
• Each of processes has either a direct or indirect
effect on financial status of organization.
• The no. and type of business processes and how
they are performed vary across enterprises.
• This is also impacted by automation.
Business Process Flow
By : ASHISH DESAI

Accounting • It involved in recording and processing
accounting events of a company.
• It begins when a transaction or
financial event occurs and ends with its
inclusion in the financial statements.
1. Source Document
2. Journal:
3. Ledger:
4. Trial Balance
5. Adjustments:
6. Adjusted Trial balance:
7. Closing entries:
8. Financial statement:

• Order to Cash (OTC or O2C) covers all
the business processes relating to
fulfilling customer requests for goods or
services.
• It involves a customer order to the final
point of collecting the cash.
1. Customer Order
2. Recording
3. Pick release
4. Shipping
5. Invoice
6. Receipt
7. Reconciliation (Settlement)
SALES

• Processes relating to obtaining raw
materials required for production of
a product.
• It involves placing an order with a
vendor to the point of payment to the
vendor.
1. Purchase requisition
2. Request for quote
3. Quotation
4. Purchase order
5. Receipts:
6. Payments
PURCHASE

2. What is Process?
Process is defined as a sequence of events
that uses inputs to produce outputs.
OVERVIEW OF BUSINESS PROCESS
1. INTRODUCTION
In this new technological world, business
process designers are directly involved in
systems design.
3. What is Business Process?
Traditional organizations are composed of
departments, today it consider as n/w or
systems of processes.
3. What is Business Process?
To manage a process,
The first task is to define it.
Once process is mapped, performance
measures can be established
Enable standardization of & adherence
4. Business Process Flow
 A business process is a prescribed
sequence of work steps performed in
order to produce a desired result for the
organization.
 Each of processes has either a direct or
indirect effect on financial status of
organization.

OVERVIEW OF BUSINESS PROCESS
A. ACCOUNTING
1. Source Document
2. Journal:
3. Ledger:
4. Trial Balance
5. Adjustments:
6. Adjusted Trial balance:
7. Closing entries:
8. Financial statement:
4. Business Process Flow
The no. & type of business processes & how they performed vary across enterprises.
B. SALES
1. Customer Order
2. Recording
3. Pick release
4. Shipping
5. Invoice
6. Receipt
7. Reconciliation (Settlement)
C. PURCHASE
1. Purchase requisition
2. Request for quote
3. Quotation
4. Purchase order
5. Receipts:
6. Payments
D. FINANCE
From the financial planning stage to resource
allocation, monitoring and analysis, at every
step of the way, governments and agencies
ensure that public resources are used
effectively and reach the intended
beneficiaries (receiver).

Business processes are broadly classified into two categories.
1. ‘Organizational’ Business Processes and
2. ‘Operational’ Business Processes.
Different levels can be identified in business process management,
ranging from high-level business strategies to implemented business
processes.
classification of Business Process
By : ASHISH DESAI

Classification of Business
Process Flow
A. Business Strategy: At Highest level, strategy of
company is specified
B. Goals: At Second level, the business strategy is
broken down to operational goals
C. Organizational Business Process: At Third level,
‘Organizational’ Business Processes can be found.
o Specified in textual form by their IO and expected
results and their dependencies.
o Enriched with diagrams expressed in an ad-hoc or
semiformal notation.
• ‘Operational’ Business Processes: the activities
and their relationships are specified,
• Implemented Business Processes : It contain
information on execution of the process activities

BPM refers to the closed loop, iterative management of business processes
• BPM may be defined as: “The achievement of an organization’s
objectives through the improvement, management and control of
essential business processes”.
Business Process Management
BPM is about the management of business processes with the organization
being the primary focus.
By : ASHISH DESAI

Business Process Management
• All Key Terms Are:
ACHIEVEMENT: strategic objectives as outlined in
the organization’s strategic plan.
ORGANIZATION: enterprise or parts of an
enterprise, perhaps a business unit that is discrete
in its own right.
OBJECTIVES: range from the strategic goals of
the organization through to the individual process
goals.
IMPROVEMENT: making the business processes
more efficient and effective.
MANAGEMENT:
By : ASHISH DESAI

• All Key Terms Are:
CONTROLS: ability to measure
correctly.
ESSENTIAL: achievement of the
organization’s strategic objectives.
BUSINESS: by delivering benefits.
PROCESSES: making the business
processes more efficient and
effective.
By : ASHISH DESAI

Business Process MANAGMENT
Principles & Practices
1. BPM’s first principle is processes are assets
that create value for customers.
2. A managed process produces consistent value
to customers and has the foundation for the
process to be improved.
oentails the tasks of measuring, monitoring,
controlling, and analyzing business processes.
oto predict, recognize, and diagnose process
deficiencies, and it suggests the direction of
future improvements.
3. The third principle is continuous improvement
of processes.
oorganizations need to improve to stay
competitive.
By : ASHISH DESAI

• Principles
o By measuring, monitoring, controlling, and
analyzing business processes, a company can
deliver consistent value to customers;
o Business processes should be continuously
improved;
• Practices
o Appoint process owners;
o Senior management needs to commit and drive
BPM;
o Execution of BPM
o take a bottom-up approach;
o monitor, control, analyze, and improve
processes;
o Work collaboratively
o on cross-organizational
o Continuously train the workforce
Business Process
MANAGMENT
By : ASHISH DESAI

BPM’s Practices
1. PROCESS-ORIENTED ORGANIZATIONAL
STRUCTURE:
• To make processes more effectively managed &
improved.
• BPM identifies 3 types of process-oriented structures:
A. Process Organization
 Each process unit would contain various functions that
support the process.
 Process organization optimizes performance of
process.
B. Case Management Organization
 Employees would still report to functional heads & also
to case managers, responsible to oversee the end-to-
end process of an individual case.
C. Horizontal Process Management Organization
 Create process owners who are responsible for core
processes
By : ASHISH DESAI

2. APPOINT PROCESS OWNERS
 The process owner designs, deploys, and
improves the process
3. TOP-DOWN COMMITMENT, BOTTOM - UP
EXECUTION:
 Top management needs to commit to it and
support the process-focused management
approach it requires.
 Undoubtedly, organizations adopting BPM will
go through difficulties and oppositions.
4. USE INFORMATION TECHNOLOGY (IT) TO MANAGE
PROCESSES:
 BPMS aligns the IT solution to be more in line
with the process
BPM Practice’s
By : ASHISH DESAI

5. COLLABORATE WITH BUSINESS PARTNERS:
 More focused on what they want to perform in
house and what to be outsourced.
6. CONTINUOUS LEARNING AND PROCESS
IMPROVEMENT:
 tasks workers are expected to perform and new
technologies that are implemented to support BPM
7. ALIGN EMPLOYEE REWARDS TO PROCESS
PERFORMANCE:
 When employee rewards are aligned to process
performance, they further collaborate among
workers who are engaged in the same process
8. UTILIZE BPR, TQM, AND OTHER PROCESS IMPROVEMENT
TOOLS:
BPM Practice’s
By : ASHISH DESAI

• Analysis phase:
o analysis of the current environment and
current processes,
• Design phase:
o evaluation of potential solutions to
meet the identified needs,
• Implementation phase:
o involves project preparation, blue
printing, realization, final preparation,
go live
• Run and Monitor phase:
o involves business process execution or
deployment
• Optimize:
o Iterate for continuous improvement.
BPM Life Cycle
By : ASHISH DESAI

2. KEY TERMS ARE:
ACHIEVEMENT:
ORGANIZATION:
OBJECTIVES:
IMPROVEMENT:
MANAGEMENT:
CONTROLS:
ESSENTIAL:
BUSINESS:
PROCESSES:
BUSINESS PROCESS MANAGMENT
1. INTRODUCTION
BPM is about the management of business
processes with the organization being the
primary focus.
3. PRINCIPLE & PRACTICES
1. BPM’s first principle is processes are
assets that create value for customers.
2. A managed process produces consistent
value to customers and has the foundation
for the process to be improved.
3. The third principle is continuous
improvement of processes.
4. BPM’s PRACTICE
1. PROCESS-ORIENTED ORGANIZATIONAL
STRUCTURE:
A. Process Organization
B. Case Management Organization
C. Horizontal Process Management
Organization

BUSINESS PROCESS MANAGMENT
4. BPM PRACTICE
2. APPOINT PROCESS OWNERS
3. TOP-DOWN COMMITMENT, BOTTOM - UP
EXECUTION:
4. USE INFORMATION TECHNOLOGY (IT) TO
MANAGE PROCESSES:
5. COLLABORATE WITH BUSINESS PARTNERS:
6. CONTINUOUS LEARNING AND PROCESS
IMPROVEMENT:
7. ALIGN EMPLOYEE REWARDS TO PROCESS
PERFORMANCE:
8. UTILIZE BPR, TQM, AND OTHER PROCESS
IMPROVEMENT TOOLS:
5. BPM LIFE CYCLE
1. Analysis phase:
2. Design phase:
3. Implementation phase:
4. Run and Monitor phase:
5. Optimize:
By : ASHISH DESAI

SIX SIGMA
BUSINESS PROCESS RE ENGINEERING ( BPR )
THEORIES OF PROCESS MANAGMENT
TOTAL QUALITY MANAGEMENT ( TQM )
By : ASHISH DESAI

• Six Sigma is a set of strategies, techniques, and
tools for process improvement.
• It seeks to improve the quality of process outputs by
identifying and removing the causes of defects.
• It follows a life-cycle having phases:
1. Define:
o Customers identified & their requirements gathered.
2. Measure:
o O/p variances are graphed & process sigma are calculated.
3. Analyze:
o Possible causes of process o/p variations are identified and
analyzed statistically to determine root cause of variation.
4. Improve:
o Solution alternatives are generated to fix the root cause.
5. Control:
SIX SIGMA
By : ASHISH DESAI

• To improve the quality of products and
services through ongoing refinements in
response to continuous feedback.
• It originated in the manufacturing sector and
has since been adapted for use in almost
every type of organization
• TQM processes divided into four categories:
1. PLAN
o People define problem and collect relevant data.
2. DO
o People develop and implement a solution.
3. CHECK
o People confirm the results .
4. ACT
o People document their results.
T Q M
By : ASHISH DESAI

• It provides a systematic approach to manage
and bring in transformational change is called
Business Process Reengineering (BPR).
• (BPR) is: “BPR is the fundamental rethinking
and radical redesign of processes to achieve
dramatic improvement, in critical,
contemporary measures of performance such
as cost, quality, and speed”.
• This has a few important key words are ;
• Dramatic achievement means to achieve
80% or 90% reduction
• Radical redesign means BPR is reinventing
and not enhancing or improving
B P R
By : ASHISH DESAI

B p R
• Fundamental rethinking means
asking the question “why do you do
what you do”, thereby eliminating
business processes altogether if it
does not add any value to the
customer.
• BPR aims at major transformation of
the business processes to achieve
dramatic improvement.
• It transforms an organization in ways
that directly affect its performance.
By : ASHISH DESAI

• Organization wide commitment
 Changes to business processes have a direct
impact on processes, organizational structures
• BPR team composition
 A BPR team is formed to take the BPR project
forward and make key decisions
• Business needs analysis
 Identify what processes need reengineering.
• Adequate IT infrastructure
 A set of hardware, software, networks,
facilities, etc. in order to develop, test,
deliver, monitor, control or support IT services.
• Effective change management
 Resistance would be a natural consequence
which needs to be dealt with effectively.
• Ongoing continuous improvement
B P R
By : ASHISH DESAI

as process owners, process managers, and the method of
measuring the effectiveness and efficiency of a business process.
• The implementation enormous But
in competitive global market is all
the
BPM IMPLEMENTATION
By : ASHISH DESAI

BPM IMPLEMENTATION
KEY FACTORS
By : ASHISH DESAI

BPM IMPLEMENTATION
NEED FOR BPM IMPLEMENTATION
• Create long-term future positioning of
business
• Initiate continuous improvement
• Introduce a knowledge of product
• Re-engineer the business radically
• Any organization is the sum of its business
processes and is the fundamental part of
any organization’s infrastructure .
• The challenge for today’s organizations is
that these departments operate as
independent functional units.

BPM IMPLEMENTATION
AUTOMATION OF FUNCTIONAL UNITS
• The consumer is often confronted with poor
customer service due to broken processes,
inefficient processes and manual processes
• Consumer is becoming more and more
demanding with respect to delivery time
and also demanding higher quality
• The number of interfaces with the customers
is growing
• The product, service and price options have
increased the complexity of the business
CHALLENGES I N B P M
By : ASHISH DESAI

BPM IMPLEMENTATION
B P M TECHNOLOGY
• To achieve these benefits, Business Process Layer is
introduced in the Traditional IT architecture.
• The traditional IT architecture contains 3 layers:
Database, Application and Presentation.
 Database layer physically contains data;
 Application Layer contains applications and process
logic;
 Presentation Layer is what users see.
• BPM provides linking the various independent
applications needed to execute a single end-to-end
business process.
• Manage flow of activities along different applications,
and people involved & reduce execution time.
• By tracking business process, an organization can
monitor its performance and at same time audit for
compliance.

BPM IMPLEMENTATION
VALUE CHAIN AUTOMATION
• Separate activities which are necessary to
strengthen an organization's strategies and are
linked together both inside and outside the
organization.
• VCA defined as a chain of activities that a firm
operating in a specific industry performs in order
to deliver a valuable product or service
• It comprises of Primary and Supportive activities.
• Primary ones are inclusive of inbound logistics,
operations, outbound logistics, marketing and sales,
and services.
• Supportive activities relate to procurement, human
resource management, technology development
and infrastructure.
By : ASHISH DESAI

BPM IMPLEMENTATION
B E N E F I T S
• Saving on costs:
• Staying ahead in competition
• Fast service to customers
• Risk to jobs
• False sense of security
R I S K
By : ASHISH DESAI

2. KEY FACTORS ARE:
Scope
Goals
Methods to be
Skills Required
Tools to be used
Investments
Sponsorship/Buy-in
B P M IMPLEMENTATION
1. INTRODUCTION
Business process may cover different people
as process owners, process managers, and the
method of measuring the effectiveness and
efficiency of a business process.
3. NEED FOR BPM IMPLEMENTATION
 Create long-term future positioning of
business
 Initiate continuous improvement
 Re-engineer the business radically
4. AUTOMATION OF FUNCTIONAL UNITS
The consumer is often confronted with poor
customer service due to broken processes,
inefficient processes and manual processes

6. BPM TECHNOLOGY
To achieve these benefits, Business Process
Layer is introduced in the Traditional IT
architecture.
BPM provides linking the various independent
applications needed to execute a single end-
to-end business process.
Manage flow of activities along different
applications, and people involved & reduce
execution time.
B P M IMPLEMENTATION
5. CHALLENGES IN BPM
The number of interfaces with the customers
is growing
7. VALUE CHAIN AUTOMATION
• VCA defined as a chain of activities that
a firm operating in a specific industry
performs in order to deliver a valuable
product or service
• It comprises of Primary and Supportive
activities.
8. BENEFITS
• Saving on costs:
• Staying ahead in competition
• Fast service to customers
9. RISK
• Risk to Job
• False Sense of Security

AIS is defined as a system of
that is used by decision
makers.
ACCOUNTING INFORMATION SYSTEM
• The resulting can be
or externally by other interested parties
By : ASHISH DESAI

• Allows to perform accounting functions and tasks.
• Three basic functions of AIS
• Collect and store data:
o Collect and store data about organization’s business
activities and transactions
o Source documents are special forms used to capture
transaction data
o Control over data collection is improved by pre-numbering
each source document.
• Record transaction:
o Record transactions data into journals.
• Safeguarding organizational assets:
o Two important methods
o Documentation allows management to verify that
assigned responsibilities were completed correctly.
o Segregation of duties refers to dividing responsibility for
different portions of a transaction among several people.
By : ASHISH DESAI

• Financing Cycles:
 The cycle consists of a set of transactions leading to the
recognition of a major economic event
• Revenue Cycle:
 It involves capturing and recording of customer orders;
shipment of the goods;
• Expenditure Cycle
 It includes expenditures involving accounts like Purchases,
Accounts Payable, Cash Disbursements, Inventory and
General Ledger.
 It includes preparation and recording of purchase orders;
receipt of goods and the recording of the cost of
inventory;
• Human Resource Cycle
• General Ledger & Reporting System
Processing CYCLE
By : ASHISH DESAI

• Data Processing Cycle
• It involves data processing activities which has been
updated and stored.
• If the process of updating of the data stored is
periodic, it is referred to as batch processing
• If involves immediate updating as each transaction
occurs, is referred to as on-line, real-time processing.
• The controls on data are maintained using Audit Trials.
• This is done by capturing snapshots
• The Data Processing Cycle consists of following basic
steps
o Data input
o Data storage
o Data processing
o Information output
Processing CYCLE
By : ASHISH DESAI

2. THREE FUNCTION OF AIS:
A. Collect and store data:
Source documents are special forms used to
capture transaction data
B. Record transaction:
C. Safeguarding organizational assets:
Documentation
Segregation
1. INTRODUCTION
AIS is defined as a system of
that is used by decision makers.
3. PROCESSING CYCLE
 Financing Cycles:
 Revenue Cycle:
 Expenditure Cycle
 Human Resource Cycle
 General Ledger & Reporting System
 Data Processing Cycle
o Batch Processing
o On-line
o Real-Time Processing
o Data Processing Cycle
o Data input
o Data storage
o Data processing
o Information output

Process mapping is a visual description of the flow of activities in a
process.
• Accountants and auditors must understand the
• procedures and processes of a business process and the systems
• A picture, or chart, of the system is a concise, complete, easy-to-
understand way to analyze a system
APPROACH TO MAPPING THE SYSTEM
It describes the sequence of activities that make up a process, from its
starting point to its end point.
By : ASHISH DESAI

APPROACH TO MAPPING SYSTEM
Importance of DOCUMENTING IS
• Depicting how the system works:
 help employees understand how a system
works, assist accountants in designing control
• Training users:
 help train users to operate (IS) h/w and s/w,
• Designing new systems:
 A blueprints help architects design building
• Controlling system development and
maintenance costs:
 off-the-shelf software that is relatively
reliable and inexpensive.
• Standardizing communications with others:
 proposed system in a common language and
help users communicate with one another
about these systems.
By : ASHISH DESAI

APPROACH TO MAPPING SYSTEM
Importance of DOCUMENTING IS
• Auditing Information Systems:
 Auditors determine the strengths &
weaknesses of a system
• Documenting business processes:
 helps managers better understand how
their businesses operate what controls are
missing
• A picture, or chart, of the system is a
concise, complete, easy-to-understand way
to analyze a process or system.
• Some popular pictorial representation are:
 Entity Relationship Diagram;
 Data Flow Diagram;
 Flowchart;
 Decision Tree; and
 Decision Table
By : ASHISH DESAI

E – R DIAGRAM
• (ER) diagram is a data modeling technique that
creates a graphical representation of the entities,
and the relationships between entities, within an
information system.
By : ASHISH DESAI

E – R DIAGRAM
• One-to-One relationship (1:1),
• One-to-Many relationship (1:N),
• Many-to-One relationship (1:N),
• Many-to-Many relationship (M:N),
By : ASHISH DESAI

E – R DIAGRAM
• simple and easily understandable.
• understood by non-technical specialist.
• Can help in database design.
Advantages of E-R Diagram
Limitation of E-R Diagram
• Physical design derived from E-R Model
may have some amount of ambiguities or
inconsistency.
• Sometime diagrams may lead to
misinterpretations.By : ASHISH DESAI

• For example, the elements writer, novel, and consumer may be described using ER
diagrams
By : ASHISH DESAI

• Construct an E-R diagram for a car-insurance company
• whose customers own one or more cars each.
• Each car has associated with it zero to any number of recorded accidents.
CUSTOMER CAR
ACCIDENT
Driver
- id
Address
Name License
Model
Year
Report_No.
Location
Date
Associate
Owns
By : ASHISH DESAI

• A university consists of a number of departments. Each department offers several courses.
• A number of modules make up each course. Students enroll in a particular course and
take modules towards the completion of that course.
• Each module is taught by a lecturer from the appropriate department, and each lecturer
tutors a group of students.
• Draw an E-R Diagram.
By : ASHISH DESAI

DATA FLOW DIAGRAM
• (DFD) is a graphical representation of the flow of
data through an information system.
• A DFD illustrates the data flowing from a process
to another, and the results.
• DFD provides a mechanism for functional
modelling as well as information flow modelling.
• The Context Diagram is a high-level DFD that
shows the entire system as a single process.
• The context-level DFD is next "exploded", to
produce Level 1 DFDs for each process that show
how system is divided into sub-systems (processes)
• There are two types of DFDs:
1. Physical DFD
2. Logical DFD
By : ASHISH DESAI

E – R DIAGRAM
• describing the boundaries of the system.
• provide a detailed representation of system
components.
• supports the logic behind the data flow
Advantages of E-R Diagram
• make the programmers little confusing
• simply takes a long time to create
• Physical considerations are left out.
By : ASHISH DESAI

• Construct an DFD diagram for a organization which gives fundamentals approach
between consumer and vendor while purchasing goods.
Consumer Vendor
Organi
zation
Order Purchase Order
Product Served
Payment Payment
0.0
By : ASHISH DESAI

• Draw DFD on the cash withdrawal process from process from Bank.
Customer TellerBank
Request For Transaction Request Accepted
Provide Cash
0.0
Received Cash
By : ASHISH DESAI

• Draw DFD on the cash withdrawal process from process from Bank.
By : ASHISH DESAI

• Draw a Context Level Diagram for Payroll Processing System that interacts with the
following five agents:
• Government Agencies; Employees; Management; Time Keeping and Human
• Resources.
By : ASHISH DESAI

F L O W C H A R T
• A flowchart is a diagram sequence of steps,
involved in solving a problem.
• It’s blueprint, that shows general plan, architecture,
and essential details of the proposed structure.
• It helps the programmer avoid fuzzy thinking and
accidental omissions of intermediate steps.
• Flowcharts can be divided into Three categories
1. DOCUMENT FLOW CHARTS
o flow of documents from the departments, groups, or
individual s
2. SYSTEM FLOWCHARTS
o While Document Flowcharts focus on tangible
documents, system flowchart concentrates on the
computerized data flows of Information systems.
3. PROGRAM FLOWCHARTS
o most detailed arithmetic operations on data
By : ASHISH DESAI

F L o w c H A R t
• Quicker grasp of relationships
• Effective Analysis
• Communication
• Documentation
• Efficient coding
• Orderly check out of problem
Advantages of Flow Chart
• Complex logic
• Modification
• Reproduction
• Link between conditions and actions
By : ASHISH DESAI

Data Flow DiagramFlow CHART
• Draw a flowchart to compute and print income tax and surcharge on the income of
person, where income is to be read from terminal and tax is calculated as per
following rates:
 Charge Surcharge @ 2% on the amount of total tax, if the income of person
exceeds Rs. 2,00,000
By : ASHISH DESAI

READ
I
I >
1,50,000
Tax=20000+0.3*
(Inc-150000)
Y
N
60,000
< I <=
150000
Y
N
Tax=2000+0.2*
(Inc-60000)
A B
I >
2,00,000
Schg = 0.02*Tax
Schg = 0
40,000
< I <=
60,000
Tax=0.1*
(Inc-40000)
Y
N
START
Y
N
By : ASHISH DESAI

A B
Tax=0
Print Tax & Schg
END
By : ASHISH DESAI

Flow CHART
A bicycle shop in Delhi hires bicycles by the day at different rates as shown ;
To attract his customers, the proprietor also gives a discount on the number of days a bicycle
is hired for. If the hire period is more than 10 days, a reduction of 15% is made. For every
bicycle hired, a deposit of ` 20 must be paid.
Develop a flowchart to print out the details for each customer such as name of customer,
number of days a bicycle is hired for, hire-charges and total charges including the deposit.
It is also assumed that there are 25 customers and complete details for each customer such as name of
customer, season and number of days the bicycle is required for is inputted through console.
Season Charges / Day
Spring (March - May) 8
Summer (June - August) 9.50
Autumn (Sept - Nov.) 5
Winter (Dec. - Feb.) 6
By : ASHISH DESAI

Flow CHART
START
READ
nm,seas,days
N = N+1
Seas =
SPRING
Rate = 8
Y
N
Seas =
SUMMER
Y
N
Rate = 9.50
A B
By : ASHISH DESAI

Flow CHARTA B
Seas =
AUTUMN
Y
N
Rate = 5.00
Rate = 6.00
BCHG = Rate * Days
Days>10
Y
N
DCHG = Rate * 0.15
DCHG = Rate
C
By : ASHISH DESAI

Flow CHARTC
TCHG = DCHG + 20
Print HCHG,
TCHG,
nm,seas,days
N>25
Y
N
D
By : ASHISH DESAI

Flow CHART
START
READ
nm,seas,days
N = N+1
Seas =
SPRING
Rate = 8
Y
N
Seas =
SUMMER
Y
N
Rate = 9.50
A B
D
By : ASHISH DESAI

Flow CHARTC
TCHG = DCHG + 20
Print HCHG,
TCHG,
nm,seas,days
N>25
Y
N
D
STOP
By : ASHISH DESAI

Flow CHART
A company has 2,500 employees. Their salaries are stored as J(s), 1, 2, ---- 2500. The
salaries are divided in four categories as under :
Draw a flow chart for finding the percentage of the employees in each category.
Less than Rs.1,000
Rs. 1,000 to Rs. 2,000
Rs. 2001 to Rs. 5000
Above Rs. 5000
By : ASHISH DESAI

Flow CHART
START
READ
J(1)…J(2500)
I=0
I = I+1
J(I)<1000 P1 = P1 + 1
Y
N
J(I)<2000 P2 = P2 + 1
Y
N
A B
By : ASHISH DESAI

Flow CHARTA B
J(I)<=5000
Y
N
P3 = P3 + 1
P4 = P4 + 1
If I <2500
Y
N
C
R1 = P1/2500
R1 = P1/2500
R1 = P1/2500
R1 = P1/2500
By : ASHISH DESAI

Flow CHART
START
READ
J(1)…J(2500)
I=0
I = I+1
J(I)<1000 P1 = P1 + 1
Y
N
J(I)<2000 P2 = P2 + 1
Y
N
A B
C
By : ASHISH DESAI

Flow CHARTA B
J(I)<=5000
Y
N
P3 = P3 + 1
P4 = P4 + 1
If I <2500
Y
N
C
R1 = P1/2500
R1 = P1/2500
R1 = P1/2500
R1 = P1/2500
Print R1,
R2,R3,R4
By : ASHISH DESAI

Flow CHARTA B
J(I)<=5000
Y
N
P3 = P3 + 1
P4 = P4 + 1
If I <2500
Y
N
C
R1 = P1/2500
R1 = P1/2500
R1 = P1/2500
R1 = P1/2500
STOP
Print R1, R2,R3,R4
By : ASHISH DESAI

Business Process Management and Information Technology

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