---------------------------------- SESSION 14 ------------------------------- [13:10:08] Ysbq: Topics for today to be discussed [13:10:24] Ysbq: - different terminologies [13:10:37] Ysbq: - Paul Harmon Process - strategy Matrix [13:11:18] Ysbq: - Methodology for Chane [13:11:21] Ysbq: Change [13:11:39] Ysbq: - Outsouring (important) [13:12:10] Ysbq: Starting in couple of min [13:12:26] yaroslava: yeah harmon always there about in exams [13:12:40] Ysbq: http://www.youtube.com/watch?v=ZgP6li2jC3Q&feature=plcp&context=C4fe27c0VDvjVQa1PpcFOEQVQUxrINTKJI7puyHOiow0PGIG57dt0%3D [13:12:53] Ysbq: Check out this link in the mean time [13:13:18] Ysbq: it is a KAplan video on attemoting P3 Paper [13:14:23] yaroslava: i did this one yestur, he is good [13:14:37] yaroslava: dec11 [13:17:51] yaroslava: question suitable for this topic will be: jun 2008 Q2 maybe we should do after the theoratical bit [13:19:58] Ysbq: Lets Start [13:20:27] Ysbq: What is Process is Improvement [13:21:34] yaroslava: is a collection of interrealted tasks which solve a particular issue [13:22:00] yaroslava: sorry just cleared my screen [13:22:22] Ysbq: What is Process Improvement [13:22:28] lotte77: it is a tactical incremental technique [13:23:05] lotte77: appropriate for small processes [13:23:21] Ysbq: yeah [13:24:11] yaroslava: it could be automation, rationalisation or business process re-engineering [13:24:27] Ysbq: so usually processes that are improved are stable and existing in operation [13:24:35] lotte77: yes [13:24:43] yaroslava: yes [13:24:50] Ysbq: {yaroslava} i guess that is process change [13:25:19] yaroslava: you are right [13:25:39] Ysbq: ok can any one contribute any example here [13:25:50] Ysbq: of process improvement [13:26:39] yaroslava: go on i am thinking [13:27:48] Ysbq: well lets say that in our organisation we have a file system which could be improved to provide better referring and file retrival [13:31:14] lotte77: sorting the database of clients based on recent purchases, geography, volume of purchases, assuming that a company was making before a database with no any logique [13:31:33] yaroslava: IBM slaeforce used to record in thier meeting the details of the clients they wanted to lease the equipements to.Tjis was passed to the client division which checked the credit status of the client. After a pproval the application was passed to the finance department to allocate funds. [13:32:01] yaroslava: the legal deprtment gave forms to the sale to get clients to sign [13:32:22] Ysbq: ok these are good examples [13:32:29] Ysbq: Lets move on [13:32:40] yaroslava: the complaints from the sale team was that these documents spent time on trays awaiting to be signed [13:32:47] Ysbq: What is Process Re-design [13:33:20] yaroslava: and while this went on the cusdtomer cooled off and often found another supplier [13:33:41] yaroslava: So a radiacla change was required [13:33:50] yaroslava: Discuss [13:33:55] lotte77: it is appropriate for middle sized processes that need significant change [13:34:25] Ysbq: {yaroslava} whats are u trying to say , i am sorry i cannot make sense.. [13:35:16] yaroslava: you asked for examples of process improvement. I have given you one [13:36:33] Ysbq: {lotte77} yeah the difference between the process improvement and re-design is the process in re-design needs greater amount of chnage and usually these process are linked to value chain activities that create customer satisfaction [13:36:59] Ysbq: or one could say that create competitive edge [13:37:01] yaroslava: research reveleave that this whole process could have taken three minutes but took long and therefore they re-engineered and cut unnecessary processes for effectiveness and efficiency [13:37:43] Ysbq: {yaroslava} ok got it u are giviing examples of re-engineering i asked abt simple process improvemnets [13:38:16] yaroslava: gosh i am off trac [13:38:44] Ysbq: {yaroslava} we will use those examples in Process Re-engineering [13:38:56] lotte77: so change re-design has an impact upon different departments comparing with the process improvement [13:39:11] Ysbq: {lotte77} yeah very right [13:39:22] lotte77: ok [13:39:35] Ysbq: ok Lets move on to Process Re-engineering [13:39:56] Ysbq: What is it By the way [13:40:14] yaroslava: what examples do we have for process improvement and redesign? [13:41:29] Ysbq: {yaroslava} like for process improvement u could say that on a production line quality check has been automated from manual basis [13:41:36] lotte77: is fundamental and radical re-design of business processes in order to achieve dramatic improvements considering the quality, cost, services and time [13:41:59] yaroslava: {Ysbq} cheers and the other? [13:42:11] yaroslava: redesign? [13:43:53] Ysbq: {yaroslava} and for process re-design we could say that the purchasing process is changed to JIT [13:44:31] Ysbq: hope it helps that is what i can think of rite now [13:45:03] yaroslava: {Ysbq} as good as how lotte77 defined re-engineering..radical change can involve redesign [13:45:10] OYENIYI: GOOD DAY TO YOU ALL, AM JOINNING THIS CHAT NOW [13:45:35] lotte77: Hi Oyeniyi [13:45:44] Ysbq: {OYENIYI} fine join in we are discussing process Change are we are gonna Start Process Re-engineering [13:45:59] yaroslava: {OYENIYI} good day, cant see what you have written oyeniyi [13:46:15] OYENIYI: Hi lotte77 [13:46:18] Ysbq: {OYENIYI} chnage u font color [13:46:37] Ysbq: ok lets move on [13:46:48] Ysbq: What is Process Re-engineering [13:47:13] lotte77: I said it already [13:47:21] yaroslava: very radical changes to how the business operates [13:47:31] lotte77: lotte77: is fundamental and radical re-design of business processes in order to achieve dramatic improvements considering the quality, cost, services and time [13:47:35] yaroslava: lotte77 covered that [13:47:42] Ysbq: ok [13:47:59] Ysbq: lets have an example here [13:48:12] Ysbq: can any one think of one [13:48:31] yaroslava: looking for radical redesign with the view to creating and delivering a better customer value [13:49:29] lotte77: a company create a marketing department and invest in marketing research. [13:49:38] yaroslava: The IBM example was good i thought [13:49:39] lotte77: creates [13:49:53] yaroslava: {lotte77} yep [13:49:57] Ysbq: like KOdak might have went into process re-engineering after the introduction of Electronic Camras while they were producing simple shutter camras [13:51:25] lotte77: and also IBM who started to provide consuntancy services instead of relying on computer production [13:51:40] Ysbq: so we could day that it was a stratgic Change [13:52:01] Ysbq: what changed the scope of how the business operated [13:52:31] yaroslava: yep sudden and radical..revolution [13:52:34] Ysbq: Lets Dicsuss the Paul Harmon Process-Strategy MATRIX [13:53:30] yaroslava: {OYENIYI} you are quiet [13:53:36] Ysbq: ok We Have got process complexity on one axis and on the other we have Stratgic Importance of process [13:53:57] OYENIYI: AM NOT [13:53:57] lotte77: Harmon's matrix ranks the processes based on complexity and strategic importance [13:54:00] Ysbq: Whats is meant by Process Complexity [13:54:26] OYENIYI: I WANT TO COME IN WHEN WE WILL BE DISCUSSING A NEW TOPIC [13:55:09] lotte77: some processes are simple and can be automated and some other are so complex that require decision involvement and design [13:56:56] yaroslava: if a process is complex it might be non core process and may take a lot of our time do to and therefore we would ruther someone else does it [13:57:19] yaroslava: probably of low importance to the org [13:57:28] yaroslava: strategically [13:58:21] OYENIYI: IT IS NOT ALWAYS OF LOW IMPORTANCE [13:58:35] yaroslava: {OYENIYI} go on [13:58:55] Ysbq: Well lets make it simple, Process Complexity is to categorise process based on the number of activities and complication it entails , this is regardless of the fact whether it is a vlaue chain process having strategic importance or not [13:59:04] OYENIYI: ARE WE SAYING ADVERTISEMENT IS OF LOW IMPORTANT [13:59:35] OYENIYI: I AGREE WITH Ysbq [14:00:15] OYENIYI: example include distribution [14:00:28] Ysbq: process can be any [14:01:12] Ysbq: we have to look have complex or simple it is to operate and maintain such process [14:01:18] Ysbq: lets move on [14:01:32] Ysbq: What is Strategic Importance [14:01:33] Ysbq: ? [14:02:07] OYENIYI: processes that is key to the sustainability of an organisation [14:03:03] OYENIYI: example may include product development [14:03:40] yaroslava: something that is a core competence of the org that gives them a competitive edge and will not outsource, its robust and rare to it [14:03:41] Ysbq: Strategic Importance in relation to business process means that whether it is a value chain process or not [14:03:48] lotte77: the strategic importance is based on how much added value the processes contribute to the success of a company [14:03:59] Ysbq: {lotte77} yeah exactly [14:04:40] OYENIYI: another example will be sales order process [14:06:54] Ysbq: so In paul harmon process strategy matrix we will plot the process based on their COMPLEXITY and STRATEGIC IMPORTANCE , then , we can see that what startegy could be used for these processes for improvement [14:07:18] OYENIYI: that is correct [14:07:22] yaroslava: {OYENIYI} anyone can develop a product and have a sales order process only when its uniques and the co it competent at carrying out this task, will it become something of strategic importance [14:07:52] Ysbq: lets say the process is simple and of low Strategic Importance , what should an organisation do here? [14:08:21] lotte77: they should automate the process [14:08:49] OYENIYI: such process can also be outsourced [14:08:50] Ysbq: yeah they can either automate the process or outsource it [14:09:06] Ysbq: like in real life accounting services are outsourced [14:09:24] yaroslava: will be back in 5 [14:09:39] Ysbq: ACCENTURE is an example that takes on the outsourcing [14:10:47] OYENIYI: what if the process is not simple and is equally of low Strategic Importance , what should an organisation do here [14:11:22] lotte77: outsource [14:13:05] Ysbq: yeah outsource since the process is complex so it is important to engage outside help inorder to free up the internal resources so that they can focus on value chain activites can create competitve edge [14:13:31] yaroslava: sorry, i am back [14:14:27] Ysbq: ok we have a process taht is of high strategic importance but of low complexity , what should an organisation do here [14:15:25] yaroslava: automate to improve efficiency [14:16:32] lotte77: guys, what Six Sigma is? Is this in the syllabus? I did not find it [14:16:32] Ysbq: yeah it is better to use internal resources for automation of the process so that confidential information does not leave the company [14:16:51] Ysbq: SIx SIgma Gone with the WInd :) [14:16:57] Ysbq: in June-2011 [14:17:22] lotte77: good to know, so I don't bother with it [14:17:35] Ysbq: Ok the last one [14:17:56] Ysbq: HIGH COMPLEXITY and HIGH Strategic IMportance [14:18:51] yaroslava: thus a complex core process BPR focusing on people [14:19:30] yaroslava: keep in-house [14:20:40] OYENIYI: that is correct [14:21:18] Ysbq: well we would use internal resources to build and improve the process , since they are core value chain activities [14:21:26] OYENIYI: Ysbq, are you saying six sigma is not in the syllabus? [14:21:33] Ysbq: yeah [14:22:20] Ysbq: Ok lets do a question on this matrix [14:22:21] OYENIYI: Quality is now only in P5 [14:22:26] Ysbq: yeha [14:22:52] OYENIYI: which question [14:23:01] yaroslava: jun 08 q2 [14:23:34] Ysbq: Waot [14:23:36] Ysbq: Wait [14:23:47] Ysbq: DEC-2009 Q3 [14:23:54] lotte77: can I have the link for the question please? [14:24:05] Ysbq: http://www.accaglobal.com/en/student/qualification-resources/acca-qualification/acca-exams/p3-exams/exams-p30.html [14:24:21] lotte77: thanks [14:24:30] Ysbq: no problwm [14:24:59] Ysbq: Branch Rationalisation Project [14:25:29] Ysbq: every one got the question [14:25:30] Ysbq: ? [14:26:16] Ysbq: we will be doing Part b. [14:26:31] Ysbq: Part a. is on Project management [14:27:04] Ysbq: Please Start Reading From Potential Process Initiatives [14:27:28] OYENIYI: ok [14:28:10] Ysbq: Reading TIME 5 min [14:34:43] Ysbq: guys are u done Readng [14:34:56] lotte77: yes [14:35:04] yaroslava: yes [14:35:17] Ysbq: {lotte77} a very targetted question [14:35:29] Ysbq: ok Lets see PArt b (i) [14:35:35] lotte77: true [14:36:18] Ysbq: its easy 4 marks for just defining the matirx [14:37:00] Ysbq: we have discussed the stratgic imporatance and comlexity [14:39:15] yaroslava: wot are we waiting for? [14:39:21] lotte77: the first initiative is a non core competence so the two bespoke payroll systems have a low strategic importance and the process complexity is low (even those must me integrated into one system). there is no added value with this so it should be outsourced [14:40:18] Ysbq: yeah or we automate it if it is not complex [14:40:42] yaroslava: {lotte77} yep and the fact that the other tow banks are using them means thet are not uniques to LDB nad will not add value as you say [14:41:05] Ysbq: a process of low strategic importance and low complexity [14:41:06] lotte77: yes [14:41:17] yaroslava: yes [14:41:21] Ysbq: ok lets discuss the second initiative [14:42:35] Ysbq: first of all lets define the variables [14:42:50] Ysbq: Strategic Importance [14:42:54] Ysbq: ? [14:43:09] lotte77: it is of low strategic importance [14:43:16] lotte77: but it is a complex process [14:43:29] Ysbq: yeah very right [14:43:42] Ysbq: so what should be do here [14:44:05] Ysbq: should be keep it in house or...... [14:44:51] lotte77: outsource [14:44:53] lotte77: guys [14:45:08] lotte77: I guess the first part it is about theory [14:45:22] Ysbq: yeah simple outsource it since it is complex [14:45:45] Ysbq: {lotte77} yeah first part simple 4 marks for defining the matrix [14:45:46] lotte77: and in ii we justify the three initiatives [14:45:53] lotte77: nice [14:45:57] Ysbq: yeah [14:45:58] yaroslava: it is of low statergic importance and we would ruther have our employing use the time efficiently concentrating on strategic activities but outsource geting these systems standardised [14:46:09] Ysbq: {yaroslava} yeah good [14:46:19] lotte77: good yaro [14:46:27] Ysbq: lets move to the last intiative [14:48:07] lotte77: it is of high strategic importance because it is a core competence and a complex process. Must be kept inhouse and focus on resources and processes [14:49:21] yaroslava: this will give use a competitive edge and longterm profitability, its what LDB is has core competences and therefore should be kept in-how by business process redisgn focusing on people. Highly complex and of high strategic importance [14:49:42] Ysbq: yeah we should use internal resources and capability to build such systems since it is clearly an activity that will help us to gain competitive advantage but targetting high value customers [14:49:57] Ysbq: but=by [14:50:09] yaroslava: {lotte77} {Ysbq} yes, yes, yes [14:51:03] Ysbq: ok lets move on to process redesign methodology [14:51:27] yaroslava: that was nice and short [14:51:39] lotte77: yes [14:52:27] Ysbq: {yaroslava} yeahs lolz we have cover a lot of topics today [14:52:40] Ysbq: What are the steps ? [14:53:46] Ysbq: Planning , Analysis, Redesign , Development, Transition [14:53:58] lotte77: Planning, Analysing, Redesign, Development and Transition [14:54:20] Ysbq: what does planning entails [14:54:24] Ysbq: ? [14:54:54] lotte77: set the scope of the project and also the goals [14:56:11] Ysbq: yeah scope, goals and roles are set at this stage [14:56:25] Ysbq: what about Analysis Stage [14:56:26] Ysbq: ? [14:57:23] sanrac15: Identifying probloms and come up with a redesign plan [14:57:30] lotte77: Analysis implies assesment of issues [14:57:54] Ysbq: yeah [14:58:09] Ysbq: ok Whats about Re-design [14:58:14] yaroslava: swot area [14:58:46] yaroslava: not re-design i meant analysis [14:59:37] Ysbq: Possible solutions are considered and the best option is chosen [14:59:54] Ysbq: Ok What abt DEvelopment Stage? [14:59:58] yaroslava: radical change twith the view to creat and deliver value to the customer [15:01:04] yaroslava: carryout the planned activities of the chosen solutions [15:01:32] Ysbq: all functional activities are carried out at this stage [15:01:47] Ysbq: ok the last stage of Transition [15:02:00] yaroslava: or trial or prototypes to bring about gradual change [15:02:07] lotte77: implementation of the redesigned process [15:02:27] yaroslava: GOING LIVE..IMPLEMENT and review [15:02:32] Ysbq: yeah implementation stage [15:03:00] Ysbq: ok [15:03:07] Ysbq: Lets talk abt Outsourcing [15:03:40] Ysbq: http://www.accaglobal.com/en/student/qualification-resources/acca-qualification/acca-exams/p3-exams/exams-p33.html [15:03:58] Ysbq: Guys i want u read the articles on Outsouring [15:04:13] Ysbq: click the link to follow [15:04:18] lotte77: now? [15:04:21] Ysbq: yeah [15:04:26] lotte77: ok [15:04:32] Ysbq: READING TIME 10 min [15:04:46] yaroslava: ok [15:25:23] OYENIYI: when are we coming back [15:26:22] Ysbq: {OYENIYI} read the articles it is an exhaustive one and i guess we will conclude the session for today after discussing the article [15:28:05] Ysbq: guys are we done reading [15:28:42] yaroslava: done this was quite big [15:29:09] Ysbq: {yaroslava} but i guess it gave a good understanding abt the topic [15:30:36] yaroslava: absolutely, and i thank you for that. i will go through it over and over again...it was also in the dec11 exam so thus 5 times so far [15:31:55] OYENIYI: any article a month or two to exam should be carefully reviewd [15:32:12] Ysbq: ok lets discuss the process re-design patterns now [15:32:48] Ysbq: Re-engineering we discussed is starting with a clean sheet [15:33:07] yaroslava: yes [15:33:55] OYENIYI: re-design process for improvement [15:33:59] Ysbq: Simplification is process improvement which eliminates the redundant actitivities [15:34:25] Ysbq: and now we have two new concepts to discuss [15:34:35] Ysbq: Value additioon Analysis [15:34:38] Ysbq: ? [15:34:47] yaroslava: also known as rationalisation..removes bottlenecks [15:34:52] Ysbq: yeah [15:35:11] OYENIYI: Elimination of non-value adding processes [15:35:21] yaroslava: remove non-value adding activiteis [15:35:28] yaroslava: {OYENIYI} yep [15:35:31] Ysbq: Value Addition Analysis Helps us to remove activities taht do not add value for the customer [15:35:56] Ysbq: the next one is Gaps and Disconnects [15:35:57] Ysbq: ? [15:36:15] OYENIYI: how do we identify non-value adding to customer [15:36:21] yaroslava: Gaps and disconnects check flow btwn deprtments [15:36:52] yaroslava: ensures efficiency and effectiveness [15:37:29] Ysbq: {yaroslava} yeah it is targetted in removing operation inefficiencies that are needed for efficiency and effectiveness in depts. [15:37:50] yaroslava: {Ysbq} true [15:38:05] OYENIYI: all these are gaps and disconnects [15:38:23] Ysbq: okay lets discuss software packages [15:38:46] Ysbq: Whats is an ERP? [15:40:02] OYENIYI: On the shelve packages that org.can adopt [15:40:40] yaroslava: wot does ERP stand for? [15:40:52] OYENIYI: they are standardised for business sector [15:41:21] OYENIYI: Enterprise resource planning [15:41:49] yaroslava: {OYENIYI} cheers [15:42:09] yaroslava: {OYENIYI} like payroll? [15:44:00] Ysbq: yeah okay what could be the advantages of software packages over in house development [15:44:24] yaroslava: {Ysbq} wot other ones are there? [15:46:04] Ysbq: {yaroslava} u mean other modules [15:46:08] Ysbq: of ERP [15:46:24] Ysbq: Lets see U heard of SAP [15:46:29] yaroslava: software packages [15:46:44] yaroslava: ok, i get it [15:46:51] yaroslava: yep [15:47:29] lotte77: advantages for inhouse software packages will be a customised one for the companies needs, no extra charges from external providers in case there are any software packages [15:47:40] lotte77: no external training needed [15:47:46] Ysbq: SAP has different modules for implemnetation such as Human Capital Management , General Ledger, Sales and Distribustion , MM meaning material management [15:47:55] Ysbq: just to aid info [15:48:16] yaroslava: yes thank you [15:48:44] Ysbq: {lotte77} yeah cost saving, time saving , Quality , Maintenance Support [15:48:52] Ysbq: {yaroslava} are u working [15:48:58] yaroslava: Suppport and trainig is easly available [15:49:03] Ysbq: {yaroslava} yeah [15:49:14] Ysbq: Okay what abt disadvantages [15:49:22] Ysbq: of Software packages [15:49:26] yaroslava: standardisation of product [15:49:50] yaroslava: might not be a precise fit to the requirements of the org [15:50:06] Ysbq: {yaroslava} yeah since it is not custom build [15:50:28] Ysbq: and it might not proivde competitve advantage [15:50:30] yaroslava: they are not a source of competitive advantage [15:50:39] yaroslava: {Ysbq} yes [15:50:41] lotte77: no capabilities to develop the right software package [15:50:48] Ysbq: since it is easily available ot everyone [15:50:53] OYENIYI: yaroslave-expantiate on standardisation of product as disadvantage [15:51:26] Ysbq: {lotte77} yeah inhouse ability to create a bespoke software might be lost [15:52:03] Ysbq: and the software package might not be flexible to cater the organisation needs [15:52:08] yaroslava: {OYENIYI} everyone can use it as an asset and its not unique to the org thus using it [15:52:15] Ysbq: since the always changing [15:52:37] OYENIYI: Survival of the supplier is not guarranted [15:53:09] OYENIYI: future version and update is threatened [15:53:26] sanrac15: poor integration and perhaps some weak intenal controls. [15:54:01] yaroslava: ownership of the soiftware code is not with the user, therefore present poroblems one breakdowns [15:54:08] Ysbq: {OYENIYI} yeah most the organisations have to scrape the old hardware and systems to install and run the newer version of these softwares [16:02:30] Ysbq: ok lets do a question [16:02:49] OYENIYI: which question this time [16:03:09] lotte77: there is no reason yaro :) [16:03:18] Ysbq: JUNE-2011 Question 3 (a) [16:03:35] Ysbq: http://www.accaglobal.com/en/student/qualification-resources/acca-qualification/acca-exams/p3-exams/exams-p30.html [16:03:44] Ysbq: link to past papers [16:03:50] yaroslava: {lotte77} its joke [16:04:15] lotte77: i know [16:04:49] sanrac15: >5 mins. reading time [16:05:54] Ysbq: Reading Time 10min [16:13:29] lotte77: I wouldn't pick this question :) [16:13:41] lotte77: in the exam I mean [16:14:26] OYENIYI: is simple but trickish [16:16:31] Ysbq: ok guys have u all gone through the complex diagram [16:16:52] OYENIYI: the problem with the present process are clear [16:17:02] sanrac15: yes [16:17:05] lotte77: yes [16:17:13] Ysbq: ok pls can u list one by one [16:17:29] Ysbq: the problems with the current process [16:17:56] OYENIYI: 1- Administrators are not skilled in the subject matter [16:18:35] OYENIYI: 2- This lead to 10% error rate [16:18:42] sanrac15: Delays in entering questions. backlog [16:19:08] yaroslava: there are some parts of the process that will need to be eliminated..the admni staff, the education department should carry out thier task as they are obviously educated [16:19:30] Ysbq: {yaroslava} {sanrac15} {OYENIYI} yeah a lot redundancy of efforts [16:19:31] lotte77: few administrators considering the number of questions [16:19:33] sanrac15: misplacing original submission [16:20:25] Ysbq: {lotte77} {sanrac15} yeah [16:20:34] Ysbq: what else [16:20:46] OYENIYI: Can we talk about the re-design [16:21:01] Ysbq: {OYENIYI} offcourse why not [16:21:29] OYENIYI: {yaroslave} had started it [16:21:52] OYENIYI: eliminating admin unit [16:21:58] yaroslava: Rejected or accepted sent to the finance department, why not only accepted..inefficincy [16:22:31] yaroslava: ok [16:23:22] Ysbq: guys i am clueless abt this question so what u guys to come up with ideas before to look at the suggested answers [16:23:37] OYENIYI: {yaroslave} is only accepted questions that finance receive notification [16:23:46] sanrac15: Consider hiring 2 more education staff and replace abt 4 admin. staff [16:23:58] Ysbq: ok [16:24:16] yaroslava: {OYENIYI} look at the second review [16:24:46] Ysbq: alot reviewing going on which needs to be cut down to one standardised review [16:25:16] lotte77: there is no link between entering question into the question bank and record first review outcome [16:25:46] yaroslava: {Ysbq} true because processes should ensure efficiency and effectiveness or customers will be annoyed [16:26:06] sanrac15: (lotte77 that's true [16:26:38] OYENIYI: {yaroslave} who do you think shld notified the author for rejected questions [16:27:39] yaroslava: {OYENIYI} good question, reviewer? [16:27:58] lotte77: administration [16:28:30] sanrac15: Reviewer id is protected from author [16:28:31] Ysbq: {lotte77} yeah it needs to eliminated [16:28:52] yaroslava: you review if its not good send it back, admin dont have a clue,education will send it to the reviewer anyways [16:29:11] yaroslava: i think [16:29:33] OYENIYI: {yaroslave} reviewers identity is unknown to the author [16:29:56] Ysbq: {yaroslava} u can write any thing in this paper until u can justify it [16:30:07] Ysbq: okay guys do u wanna keep on adding ur suggestions or could we shift to answers and see what examiner has for us [16:30:25] yaroslava: {OYENIYI} oh may gosh, you are rt. i dont have a clue there [16:31:12] OYENIYI: examiners view please [16:31:22] yaroslava: But the option, they are asking about, are they ther ones we discussed earlier or we are just giving solution to the probs. [16:31:24] lotte77: let's read the answers, this question is not my cup of tea [16:31:38] Ysbq: ok over to answers [16:31:44] sanrac15: Admin. staff function is to input data and notify finance re: paym't. I think input data can be done by Educ. staff and review process for raising payment to author. [16:36:58] yaroslava: a question like this is not on my options unless the other ones are as bad. its heavy stuff!!! [16:37:39] lotte77: I totally agree with yaro :) [16:37:56] Ysbq: {yaroslava} i agree not my favourite [16:38:08] OYENIYI: but we tried [16:38:34] yaroslava: {OYENIYI} you are rt there. the idea is to have a go [16:38:56] lotte77: yes, but we should have tried it in a systematic way :) [16:39:19] sanrac15: guys we have to overcome this. I thought that i was alone to jump this type of quest'n [16:39:20] Ysbq: yeah , i agree so we have a start and stop point [16:39:59] yaroslava: i think there is a 50marker with the swim lane diag, we shall see when we get to it [16:40:33] OYENIYI: ao do you mean [16:40:54] yaroslava: {OYENIYI} in the past exam questions [16:40:59] Ysbq: i guess it we had enough for today [16:41:17] Ysbq: tomorrow we will do JUNE2009 (C) [16:41:30] Ysbq: which we left last week [16:41:44] yaroslava: {Ysbq} question 1 of that has a swim lane [16:41:49] lotte77: 11.00am UK time? [16:41:51] Ysbq: yeah [16:42:00] lotte77: or 9.00am uk time? [16:42:01] Ysbq: {lotte77} yeah , is the time ok with u [16:42:08] Ysbq: 1100am UK time [16:42:28] yaroslava: 11 am please come guys, we are almost there [16:42:52] lotte77: unfortunatelly I will travel tomorrow but I will be here next weekend [16:43:02] yaroslava: thank you for your help..catch you 2moro [16:43:08] lotte77: I wish you a nice weekend and take care [16:43:11] sanrac15: Did we go for 3.75 hrs today? [16:43:22] yaroslava: {lotte77} but please have a go at it [16:43:25] Ysbq: {OYENIYI} {sanrac15} {lotte77} {yaroslava} Thanks a lot to all for participating in this session