Quality and service excellence is the cornerstone of the University commitment to staff and students. Located throughout NSW and the world,libraries and access centres support over 20,000 students and staff, providing access tohalf a million books, over 106,955 journal titles, 610 databases (online collections ofjournal articles) and 246,450+ e-books.The handling of delays for delivering books and journals back to the library today isvery inefficient. The existing IT system is able to automatically send a reminder to thecustomer about the delay, but the handling of the delay is done purely manually by thelibrarians if the customer does not return the book or journal. The management of theLibrary has decided that the delay process should be managed by a business processmanagement system. A business consultant interviewed a number of librarians abouthow they handle delays. The interviews result in a heterogeneous view of the practiceof handling delays. The (hypothetical) scenario of handling a delay can besummarised as:A delay can be recognised automatically by the existing library management system.An email will be sent to the customer automatically, reminding him/her about thedelay. If the book has not been returned a week later, a librarian will be notified byemail. The librarian looks up the delayed customer in the IT system. If there is aphone number registered, she tries to call him by phone, else she writes a letter tellingabout the delay, that he already has received one reminder and that he will becharged a fee for the delay. If the book has not been returned a week later, thelibrarian will send another letter to the delayed customer informing him that he willbe reported to the police for theft if the book is not returned. One more week later, ifnot returned, the librarian contacts her manager, who takes over. If the delayedcustomer is a student, the manager contacts the academic registry department tosuspend the student account. If the delayed customer is a staff member, the managercontacts the Personnel unit to suspend the staff payroll. At the same time, themanager also contacts the police over phone about a theft. After that, the managercontacts the bad payment register through a web browser because the customer hasnot paid the charged fee. The manager registers the customer as a bad payer. He thencontacts a debt collection agency by phone to collect the fee. The case will be closedby the manager when the book is returned and the charged amount is paid in full.When the case is closed, the manager will notify the academic registry department orthe personnel unit to lift the suspension.You are employed as an IT architect for the library. You are responsible for modellingthe above delay handling business process using BPMN. You will need to identifyevents, activities and decision points, and show the complete library private processand its interactions with external entities. Document your business process diagramusing Bizagi BPMN modeller. Where the description is not clear, you can make yourown assumptions. You will need to draft a supporting document to explain yourassumption and submit it with your project.