1. Introduction

The Trans Link in the Southeast Queensland is the network that is formed by G: Link and its reach is far and wide. The main aim of the paper is to analyze the existing Human Activity System as changes can be made after the observation of the system that is currently very complex.  The current socio-technical system is a complex and the paper suggests various measures to change the HAS and the changes that is required. G: Link is growing and with a new HAS with implementation of IS there is a focus point on the environmental as well as the cultural differences also with technical systems that needs an improvement. There are a lot of provinces that needs to be included and the paper focuses on increasing the efficiency of the overall procedures to change the current environment of HAS.

2. Part 1: A complete Business Analysis of G:Train

2.1 Part 1- question a: The information of the G:train along with the strategies that is followed, the operations and the competition in the market place.

Gold Coast Light Rail is also another name for the G:Link/train which serves the Gold Coast of Australia in Queensland with its railway system. It has a single 20 km line (12 mi) with 19 stations and is a public transport network with the name Translink’s South-east railway. G:link was started in the year 2014 on 2oth of July with its extension reaching the Northwest. There are two terminus of this railway system and are Helensvale railway station which is the Northern terminus and Broad beach south which is referred to as the Southern terminus. There was an expansion made to the railway system towards Helensvale from Gold Coast University Hospital on 17^th of December in the year 2017.

Strategies:

There are various strategies of the G:train and some of which includes a lot of responsibilities not just for the train but for the timeliness and passengers safety and maintenance. Transportation and delivery are important tasks and requires a lot of planning that is precise with the right amount of investments to practice a safe, timely and comfortable transportation which also needs to be efficient. There are various domain of this railway network out of which one of the most important is the public domain transport which is responsible for the safe and precise public transportation with keeping in view all the infrastructure needs and systems that runs it. This led to a partnership with the City Gold Coast which is the strategy to get an outcome that is coordinated with the city. These are guided strategies of the transportation and the objectives which are, a positive experience of transportation, Providing efficient and safe travel options to the individuals using this mode of transportation, maintaining the legacy of the transportation which also needs to be sustainable and in an infrastructure that is new a complete balance of the investment that is targeted with the existing capacity of the infrastructure.

Operations:

• Begin of the Operation -2014, 20July
• Operator – Keolis Downer
• Length of the trains: 43.5m that is 143 ft.
• Number of Vehicles owned- 2 trans 18 flexibly
• Advancements- 7-30 minutes.

2.2 Part 1- question b: Description OF Organizational form of G:Link using Mintzberg classification.

The structure of an organization makes a great deal of difference in the way it functions. It is essential to have a comprehension of how the structure relates to the different types of functions that are appropriate in situations that are different in nature.  Consideration of an organizational form should have  certain things that need to be kept in mind and these are analyzing the environment, capacity and internal need assessing the capacity and needs with regards to the same and making sure of the strategy that is fit for the current situation at hand. The organizational form of G:link in accordance to the Mintzberg’s Classification structuring is The  Machine Organization also known as bureaucracy. This is an appropriate structuring for the G:link , it is because this organization form is defined by its standardization. The methodology uses the work that is done in a very formal manner with numerous procedures and routines that needs to be followed. The tasks are categorized based on their functionality and has a very centralized decision-making. Machine organization follows a structure that is tight and vertical. The top managers maintain all the tasks because there is a functional line that   goes to the top.

2.3 Part 1- question c: The value chain of the train using Porter’s Value chain Model and also the description of Primary and Secondary Activities of the train

The value chain is a methodology used to analyze the activities using which firm can generate competitive advantage and value. In 1998 porter made interconnected activities that were generic in the companies. The value chain comprises of the Main activities also known as the primary activities and activities that support these main activities and these are as follows:

 

 

Figure: Using Porters Value Chain Model- G:Links Value Chain model.

Primary Value Chain Activities:

There are five main activities which describes the Primary Value Chain Activities and these as mentioned in the diagram above are as follows:

• Inbound Logistics: Inputs that are purchased are taken care of which enables inbound logistics to be in communication with the suppliers.
• Operations: Gathering of requirement when done internally it is required by operations to convert these collected data into the product that is desired. Operations phase consists of activity that converts the requirements into the product that is final. Example: Machining
• Outbound Logistics: Product after its completion still needs to reach the market where people can use it so the activities or phases related to the outbound logistics are collecting these finished products and delivering it to the buyers. Example: Operations related to delivery of vehicle operations.
• Sales and Marketing: Sales and marketing is required because a developed product is necessarily not a required product. The marketing and sales people need to make sure that the products advertisements reaches the potential customers so that the product can be sold.
•  Services: Having customer services in an orderly manner after the consumer buys the product is as important as the promotions itself because in this vast era of internet reviews spread very fast. Hence providing after-sales service is a very important part. Example: parts supply and adjustments.

Support Value Chain Activities:  

These activities can also be termed as the functions supporting activities and are divided into four categories and are as follows:

• Procurement: Purchased inputs from the value chain of the firm that is required for every activity that is a value activity which constitutes the support activities too. It is required to perform activities and support their functions.
• Technology Development: Complete improvements in the fallbacks of the processes and the products and also includes departments like development and research.
• Human Resource Management: Development and training. HRM exists to train and recruit individuals that are exceptionally skilled and can give productive results to the firm.
• Firm Infrastructure: Comprises of different activities that performs as the backbone of the whole value chain and supports all the activities. Firm infrastructure has strategic management which engages the whole project from since the start and can impact all the other value chain functions.

 

2.4 Part 1- question d: Analyzing the strategies using Porters forces:

The tool that is used to analyze and focuses on the 5 competitive forces are Five Forces Model of Porter’s. Using porters five forces model, the company to analyze the competitiveness of the G-Train:

Figure: Porter’s Five Forces Model and their interactions.

The competition level and the development of strategies related to the business is the analysis method in Porter’s Five Forces Model. The strategies are developed after forces that shape the industry competition is recognized. Industry profitability is determined using the five forces which integrates the strategies of the industry conditions. This has a tendency to reflect on the most notable aspects of the environment that is competitive and gives a full understanding of the structure of the firm that emphasizes the strategic possibilities that provides guide to compete with the forces that is the profitability of the industry. There are clusters in regards with the five forces and these are attractive forces and unattractive forces, the attractive forces increases the profitability whereas the unattractive forces degrades the profitability.

IMPACT OF FORCES:
HIGH IMPACT:	1: Power of Buyer:	Power of buyer has high impact because buyers are sensitive to costs and prefer cost effective methods
	2: Rivalry based on competition:	Competitive rivalry is high because competing firms are of various types but all compete for a certain type of customer base.
LOW IMPACT:	1: Threats of New Entries:	Low new entry threat because there is a huge amount of capital requirements, few barriers that are legal protect the firm from new entrants, and products differentiation is based on the quality of engineering and design.
2: Suppliers Power :	Supplier’s power is low because capital requirements are large, few barriers that are legal protect the firm from new entries, and differentiation is based on the quality of design.
MEDIUM IMPACT:	1: Substitute Threats:	Threat of substitute is moderate because there are alternatives for transportation systems and substitutes cannot provide similar services.

3. Answer to Part 2: An existing human activity system (HAS) analysis that has problems

A HAS is a combination of personals with resources that are organized in order to have a possibility. The people in HAS are dependent on the system  . This whole process enables them to gain a known common purpose. A systems model of the HAS describes; The purpose formulated by people in the system and interactions that formulates the environment. Functions that needs to be selected to carry out the components of HAS which is structured in the system. Sustainable relations among the components by processes that regulates the system for attaining the purpose. HAS is a whole set of functions and components integrated. The rules that sustain the system are relationships between the processes.

3.1 Part 2- question a: HAS identification with respect to stakeholders and role definition of these stakeholders

 

Figure: HAS mapping the flow of direction of factors caused by different perspective levels.

Identification of the problems of G-Train in accordance to Human Activity System, mapping is done in which causes of problems are looked upon from different views. HAS factors are referenced using prompts and is traced in flows to see what causes are involved and their interactions and how it affects the outcomes. Human Activity System has the ability to check the issues that are immediate and needs improvement and key issues feasible for sustainable changes that are significant.

Stakeholder’s analysis makes sure that all the relevant stakeholders are considered while making decisions and evaluation of existing system is done to evaluate the earlier version or a competitor system to check the usability problems and gain the usability measurements.

The stakeholder’s analysis is done using soft systems methodology for both profit and non-profit. This methodology involves the key activities breakthrough which is analyzed from top-level objectives of G-train and developed through discussion and debate. The work is broken down into key activities to better achieve them.

Roles of stakeholders of Human Activity System:

Stakeholders are divided into two parts, namely Internal and External Stakeholders, The internal stakeholders comprises of  workers, Manager and Owners and the External Stakeholders constitutes the Suppliers, the society, Government,  Creditors, Shareholders and the customers.

3.2 Part 2- question b:The issues and concerns mapping rich picture identified.

EXTERNAL STAKEHOLDERS RESPONSIBILITIES:	INTERNAL STAKEHOLDERS RESPONSIBILITIES:
Improvements that relate to actions	Root system responsibilities related to building a strong and relevant Human Activity System
Inspection of Complexity of the situations at hand
Implementations of systematically desirable and culturally feasible techniques.	Conceptual models formulation.
Messy systems expression

 

 

3.3 Part 2- question c: A process model using the BPMn notation for the process of the existing human activity system you have identified

Figure: BPMn process model of the existing identified HAS.

3.4 Part 2- question d: Using the DeLone-McLean Model of Information System Success to describe the areas in which the existing human activity system is not successful.

 

         Figure: DeLone-McLean Model of Information System in which HAS is not successful

        The previous Information System success was not defined well because the complexity, interdependency and the quality of the Information System success was dimensional in multiple level. Information System success tool is evaluated based on the effectiveness of its achievements to meet the organizational or individual goals.

3.5 Part 2- question e: Measures of success (Triple E- efficiency, efficacy, and effectiveness)

Figure: Updated DeLone-McLean Model of Information System

Connections of models of conceptualized IS success is restricted to the necessities.  To achieve the correlation there was sufficiency added to the system. There is an efficiency that is logical that is attainable once sufficiency is included.  This is the adjudicator among one or more suffiency but conditions of desired effect.

4. Answer to Part 3: A new Information System to support the Human Activity System suggestion.

The new IS to support the Human Activity System of the G:Train must be a correlated software and specific analysis tasks to support a particular task with the help of HAS. There is also a need of the Geographic Information System that should be included so that it can manage all the geographical data the train reaches up to. There are various components to be kept in mind and these are, Procedures and processes that define the specifications of the processed and analyzed data to achieve the goals, hardware’s for computer-based IS, Software’s like tools and programs that will enable the users to organize and analyze data, database that will enable the system to maintain everything into structured folders and tables and a Network that will connect different departments into one Information Systems.

4.1 Part 3- question a: Identifying a new Information System using Value Model of Porter (listing of stakeholders goals)

The following figure shows the listing of goals of the stakeholders,

LISTING OF STAKEHOLDERS:	RESPONSIBILITIES OF THE SYSTEMS:
Senior Management of the firm	Responsible for decisions support systems
Executives of the firm	Responsible for Executive Information’s system
Managers who manage the middle/body	Responsible for Management of Information’s System
Workers/ Employees	Responsible for processing systems that enables transmission

The Porter’s Value Chain Model the new Information system will identify the measures that can be cost effective to the organization with opportunities listed. The model enables the organization to recognize goals that can economics of sales, learning methodologies, utilization of capacities of the network, linking Human Activity System with the value chain, Interconnections between the units the business follows, Geographical location and many more activities. The IS will represent all the interlinked activities with a weight that is equalized in every task and procedures. This also enables the firm to changes. There is an advantage to the IS if integrated with the Porter’s Value model because it can influence the competitive advantage to the firm and the HAS. These benefits can be , cost reduction, differentiation in the competition with new measures, increased business success and profitability, Increase in the efficiency, decreased degradation of resources and waste, higher value to the organization.

4.2 Part 3- question b: The type of creation of knowledge and decision creation information (Data and Information of new system)

The strategies of the firms decision making and knowledge creation is the way the organization runs through the organizing processes. This done with respect to the resolving issues in an environment that is enacted with the means of behaviors of processes related to each other. It can also be termed as processing of information to remove the equivocality from the informational inputs. This is done looking at the views of the information gathered in the IS with an insight that is creative and with the help of which the organization creates new innovation and processes to mitigate existing problems from the existing system.  

4.3 Part 3- question c: Process model diagram using BPMn notation for new IS

4.4 Part 3- question d: Classifying a new Information System within G-train (with regards to front-end, back-end and customer facing and explanation of why it is implemented)

Information system within G-train is classified based on the information use hence can be divided into two modules namely, Management supporting system and Operations Supporting system. The main objective of developing an operations supporting system is to ease the business negotiation, production controlling, upgrade the database that is central and support communication that is both external and internal. On the other hand the Management supporting system comprises of other subsystems that can be categorized as Information system related to accounting, management IS, decisions supporting system and systems for experts. This system gives the higher authorities access to the routine decision making procedures which facilitates specific solutions related to issues at hand. The frontend is the operations supporting system that the user sees while the backend is the infrastructure supporting this system that is management supporting systems.

4.5 Part 3- question e: Impact Dimensions of the new proposed IS for the identification and positive effects and description of a new system.

The new proposed Information System has a significant impact on the G:train industry. It can restructure the organizational activities in an efficient manner and can help the firm to strengthen the position of competition and to change the process of the business and how it functions. The IS should be able to track the communications generated from all the departments including HAS. There is a necessity to have a reporting and tracking of data from the initial phase of the new implementation to facilitate the employees and management departments. The formulation to a successful IS and stakeholder management is to follow a constant set of protocols.

4.6 Part 3- question f: Success measures (Triple E- Efficiency, Efficacy and effectiveness of new proposed IS)

Success measures are as follows:

Efficiency:	Efficacy:	Effectiveness:
Efficiency shows the performance level with the least amount of inputs and produces highest amount of output. Efficiency enables restructuring of resources and removal of unnecessary resources so as to increase the production which can save personal time and energy. This helps the reduction of waste such as resources, energy and time while getting the desirable outcome.	Measuring the success with regards to the efficacy of the IS revealed the impact of the context and conceptualization of the cultures decentralization of the IS. The efficacy reinforces the bridge between the operational systems and the detriment of system of IS.	Effectiveness of the proposed IS bridges the gap between the literature conceptualization and fulfillment of the variables of the earlier discussed models Delone and Mclean. This effectiveness assesses the performance between the traditional IS and the new IS proposed and it reveals the classification of the working environment.

5. Answer to Part 4: The outcomes synthesizing from part1,2 and 3.

After synthesizing the outcomes from part 1,2,3 the new proposed IS activities has history that is sustainable when researched starting from the views of management systems and development units and also sourcing of technology. The opportunities for future has been highlighted and revealed. The patterns gathered from the literature study a framework that is very comprehensive is being presented. The study found out the opportunities, methodologies and an expansion in the control level of the management procedures.

6. Conclusion

The above discussion clearly shows that the G:Link is an implementation of the  services that has good operations. The Human Activity System as integration with the new Information System was done to achieve growing requirements of the Systems of G:Link. The changes are made in the existing systems by adding a lot of new domains and features. Transport systems are rapidly increasing and so are the workloads but the opportunities and doors are opening for G:train because of the firms vast business areas including the domains that needed to be added. This paper is based on the implementation of the new Information System to the existing Human Activity System that will make the business more efficient and effective in the areas that was lacking before.

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