Scoro is a business management software designed for companies in the professional and creative services sector

You are an analyst at a medium-sized legal services company (around 120 employees across four countries). The company is seeking to modernize its processes and IT systems. The existing IT systems are outdated and cumbersome. The company managers recognize that most business processes are broken. The amount of manual work is high and a lot of unnecessary mistakes are made. The company's CFO recently saw a demonstration of Scoro and found that it could be a fit for the company. He asked you to look into the details and determine if this or a similar solution could help to modernize the processes and IT systems in the company. Your first task is to determine what business processes are supported by Scoro (in general). With this in hand, you will then be able to assess what processes inside the legal firm could be supported by Scoro (and which ones not). You will also have a basis to determine which existing applications it can replace and which ones not? How would Scoro affect the way the company works? Which alternatives to Scoro should be considered?, etc. Based on the information available in the Scoro web site and in publicly available reviews of Scoro, your task is to identify the main process groups and processes supported by Scoro and to arrange them into a process architecture including core, support and (if applicable) management processes. You must also identify the main value chain(s) supported by Scoro and capture it/them using the chevron notation. The deliverable of this task is a process architecture diagram. You can draw this architecture diagram using any tool of your choice. Your solution will be judged on how insightful it is? The main question we will ask ourselves when evaluating your solution is the following: To what extent your process architecture diagram helps the reader to easily understand what processes are supported (or not supported) by Scoro? Feel free to add a textual explanation of your process architecture, for example, to explain the key terms that you use in your diagram. Hint: If your process architecture contains more than 25 elements (processes or groups of processes), it's probably too much. If it contains less than 8 elements, it's probably too little.