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Process IdentificationFundamental of Business Process [IS611083]
Lecturer : 1. Dwi Mustika K, S.Kom., M.Kom (DMK)
2. Yudha Saintika, S.T., M.T.I (YUS)
Sub Capaian Pembelajaran MK
“Mahasiswa mampu memahami langkah – langkah proses identifikasi yang fokus kepada kunci proses”
“Mahasiswa mampu melakukan perancangan arsitektur proses”
Sub Capaian Pembelajaran MK
Process identification
Conformance and performance insights
Conformance and performance insights
Processmonitoring and
controlling
Executable processmodel
Executable processmodel
Processimplementation To-be process
model
To-be process model
Processanalysis
As-is processmodel
As-is processmodel
Process discovery
Process architectureProcess architecture
Processredesign
Insights onweaknesses and
their impact
Insights onweaknesses and
their impact
What?1. Define an organization’s business processes
2. Establish criteria to prioritize the management of these processes
Why?1. Understand the organization
2. Maximize value of BPM initiatives
Output: Process Architecture• Captures business processes and their scope
• Serves as a framework for defining priorities and scope of subsequent BPM phases (e.g. modelling, redesign and automation).
Process Identification
Process Identification Steps
1. Designation phase• Enumerate main processes
• Determine process scope: boundaries (horizontal and vertical) and interrelationships (order and hierarchical)
2. Evaluation phase (a.k.a. Process Selection)Evaluate processes’
• Alignment with strategic objectives
• Health (e.g. performance, compliance, sustainability…)
• Culture & politics
• Feasibility to being successfully improved
• Risk of not improving them
• There is no “number fits all” - it really depends on organization’s domain and size
• Trade-off:
• ensuring process scope is manageable, since• process scope determines potential impact
Process Enumeration
• Processes are interdependent
Insights into interrelations required• Horizontal: upstream – downstream processes• Vertical: root (a.k.a. main) processes – sub-processes
• Processes change over time• identification should be exploratory and iterative• improvement opportunities are time-constrained
Process Scoping
Process Architecture
Process Architecture
Architecture: high level picture of an organization
Customers
Capital
Markets
Labor
Markets
Research
Community
Shareholderspeople
technology
capital
Vendors
sales contacts
products & services
delivered
information &
dividends
requests for new products
materials
Competitorscompetitive products
General Environmental Influences:
Local and global economies, government regulations,
and social trends
Your Organization
Customers
orders
marketing
contacts
Markets
support requests
Suppliers & Partners Customers & Owners
“Process” Architecture
people
technology
capital
information
& dividends
materials
competitive products
BPT Delivery
Southern US and Central
AmericaDeliver Packages via Air & Ground
Vendors
Research
Community
Capital
Markets
Labor
Markets
Suppliers & Partners Customers & Owners
Shareholders
The US and world economies, government regulations, and social trends
UPS, FedEx. US & Mexican Postal Services
Manage Outsourced Supply Chain
OperationsSouthern US and Central
America
Businesses that want
to Outsource Delivery
Operations
Finance Supply Chain Operations
Individuals &
Businesses that want
on site pickup &
delivery
Businesses that
need transport
financing
Value chains
Components of a Process Architecture
Core Processes
Management
Processes
Supplie
rs /
Part
ners
Custo
mers
/ Ow
ners
Support Processes
After Porter
Core, Management and Support Processes
Core processes
generate value as they
are directly linked to
external customers
Management processes
provide direction, rules and
practices
Support processes provide
resources to be used by other
processes
Deliver
Order
Receive
Order
Approve
OrderFill Order
Stock Supplies
Receive Supplies
Order Supplies
Establish Sourcing
Procedure
Sign Contracts
Evaluate Vendors
Reorder
Supplies
Process
Fill Order Process
Plan
Vendors
Process
Process Architecture ExampleTelevision New Zealand
Process Architecture ExampleWA Water Corporation
Process Architecture ExampleAn insurance company
Strategic
Management
Corporate
Development
Investor
Relations
Risk Assessment
and ManagementMarket
Development
Management Processes
Sales and Marketing
Underwriting
Management
Policy
Servicing
Claims
Management
Collections and Disbursement
Asset Management
Finance/
Treasury
Legal/
AuditReinsurance IT HR
Core Processes
Enabling Processes
Process Architecture Example
Contoh Value Chain Pertamina GAS
Internal Audit
Bussines Support (Human Resource,Corporate Support, ICT)
Planning & Portofolio
Finance
Corporate Secretary
Supply Chain Management
QM & HSE
Pengembangan Usaha Penyaluran Gas
Margin
SUP
PO
RT
AC
TIV
ITIE
S
PRIMARY ACTIVITIES
• Identify relevant stakeholders and objectives, e.g. via a Stakeholder-Objectives Matrix
• Identify relevant context, e.g. via a SIPOC (Suppliers, Inputs, Process, Output, Customers) Diagram
• Identify relevant process boundaries, e.g. via a Case/Function Matrix
• Identify relevant guides and enablers, e.g. via an IGEO (Input/Guides/Enablers/Outputs) Diagram
• A combination of the above
Various techniques to scope a process
• Process owner, responsible for the effective and efficient operation of the process being modeled
• Primary process participants, i.e. those who are directly involved in the execution of the process under analysis
• Secondary process participants, i.e. those who are directly involved in the execution of the preceding or succeeding processes
Identify Process Stakeholders
• Primary (hard) process objectives• Time, cost, quality (minimise, maximise)
• satisfaction, compliance, flexibility, predictability
• Secondary process objectives• To purchase goods, to hire new staff members
• Accompany with appropriate process metrics
• Let involved stakeholders define their priorities
Identify Process Objectives
Process Identification Hierarchy
Core processes
Support processes
Management processes
Quote handling
Product delivery
Invoice handling
Detailed quote
handling process
Hierarchy Example: British Telecom
Logical
Levels
Physical
Levels
Busin
ess L
eve
lsO
pera
tions
Levels
Pro
cess L
evels
Model structure, methodology and
modelling standards
Shows groups of related business
functions and standard end-to-end
processes (e.g. Service Streams)
Decomposition of core processes
into detailed ‘success model’
business process flows
Detailed operational process
flows with error conditions and
product and geographical
variants (where required).
Further decomposition of detailed
operational where required
Process Groupings
Business Activities
Core Processes
Business Process Flows
Detailed Process Flows
Level A
Level B
Level C
Level D
Level E
Level F
Operational Process Flows
Defines business activities
Distinguishes operational customer
oriented processes from
management and strategic process
Core processes that combine
together to deliver Service Streams
and other end-to-end processes
Meta
Level
© British Telecommunications (2006)
Strategic View
Busin
ess L
ayer
Pro
ce
ss L
aye
r
Business
Value Streams
Business
Balanced Scorecard
Business
KPIs
Business Unit
ScorecardUnit KPIs
Business Process
Value Streams
Business
Objectives
Business Unit
Objectives
Operational Unit
Objectives
Imple
me
nta
tion
Process Groupings
Business Activities
Core Processes
Business Process Flows
Detailed Process Flows
Level A
Level B
Level C
Level D
Level E
Level F
Operational Process Flows
Davis (2005)
Process View
Service Streams
Process Service Lines
Resources
Detailed Resources
Value Domains
Business FunctionsProcess Groupings
Business Activities
Core Processes
Business Process Flows
Detailed Process Flows
Level A
Level B
Level C
Level D
Level E
Level F
Operational Process Flows
Business
Activities
Processes
Sub-processes
Detailed Processes
Enabling Streams
Tasks
Steps
Operations
Busin
ess L
aye
rP
rocess L
ayer
End-to-End
Processes
Core
processes
Imple
me
nta
tion
Davis (2005)
Organization View
Busin
ess L
aye
rIm
ple
me
nta
tion
Pro
cess L
ayer
Operational Teams
Business
Operational Roles
Operational Units
Business UnitsProcess Groupings
Business Activities
Core Processes
Business Process Flows
Detailed Process Flows
Level A
Level B
Level C
Level D
Level E
Level F
Operational Process Flows
Davis (2005)
Data View
Busin
ess L
ayer
Pro
cess L
ayer
Business
Information
Custcontact
CustomerInquiry
Customercreditlimit
CustomerAccount
Customerbudget Cust
1
cn
1
n
1
n
1
1
1
11
1
1
1
1 1 1 n
CustomerOffer
Corporate Data Model
Process
Information
Function
Data
Function
Entities
department
Title
Phone #
Function
Attributes
System
Entities
department
Title
Phone #
System
Attributes Imple
menta
tion
Process Groupings
Business Activities
Core Processes
Business Process Flows
Detailed Process Flows
Level A
Level B
Level C
Level D
Level E
Level F
Operational Process FlowsProcedural
Information
Davis (2005)
System View
System
Types
System IT FunctionsScreens
(System Specific)
Systems and
Modules
System Types and
Modules Types
System
DomainsProcess Groupings
Business Activities
Core Processes
Business Process Flows
Detailed Process Flows
Level A
Level B
Level C
Level D
Level E
Level F
Operational Process Flows
Busin
ess L
ayer
Pro
cess L
ayer
Imple
me
nta
tion
Davis (2005)
Hierarchy Example: QLD Shared Service Agency
Level A
Hierarchy Example: QLD Shared Service Agency
Level B
Level C
Hierarchy Example: QLD Shared Service Agency
Level D
1. Importance• Which processes have the greatest impact on the organization‘s
strategic goals?
2. Dysfunction• Which processes are in the deepest trouble?
3. Feasibility• Which process is the most susceptible to successful
process management?
Process Portfolio Management
The Evaluation Phase (aka Process Selection)
Evaluation ExampleProcess Portfolio of an Australian Retailer
Y
Process Health
High
Low
GoodPoor
L O
Q
B J M R
H P U V X
I K A N
C G W Z
D E T
F
0 4
• The purpose of the project is not clear enough leading to inappropriate scoping of the process.
• The scope of the process is too narrow leading to the fact that later the identified root-causes are located outside the boundaries of the process under analysis
• The scope of the process is too wide leading to a process improvement project that has to be compromised in its lack of detail
Pitfalls of Process Identification (1/2)
• The process is identified in isolation to other projects due to poor portfolio management leading to redundancies and inconsistencies between these projects
• Involved project members and stakeholders have not been sufficiently informed about the benefits of the project leading to limited participation
• The involved project members and stakeholders have not been carefully selected leading to a very limited source of knowledge
• The business process architect has poor facilitation skills and cannot resolve emerging conflicts between the project members and stakeholders.
Pitfalls of Process Identification (2/2)
Latihan Soal
1. Mengapa kita harus mengidentifikasi proses??
2. Sebutkan beberapa teknik untuk membuat ruang lingkupproses!!
3. Apa yang dilakukan saat kita mengidentifikasi proses stakeholder (Stakeholder Process)??
4. Sebutkan langkah-langkah identifikasi proses!!
• Identifikasi Proses adalah mendefinisikan proses bisnis yang ada dalamperusahaan dan menentukan kriteria untuk memprioriritaskanmanajemen proses tersebut
• Identifikasi proses dibutuhkan untuk mengerti perusahaan secaramenyeluruh dan memaksimalkan nilai inisiatif BPM
• Output dari identifikasi proses adalah memotret proses bisnis organisasidan ruang lingkupnya.
• Langkah-langkah proses identifikasi adalah fase desain dan evaluasi.
• Pada fase desain yang dilakukan adalah menentukan proses-proses utama dan lingkup
• Sedangkan pada fase evaluasi hal-hal yang dievaluasi adalah keselarasandengan tujuan strategis, kesehatan proses, politik&budaya, dan risiko
• Beberapa kegagalan identifikasi proses antara lain adalah tujuan proyektidak jelas, lingkup proses terlalu sempit, lingkup proses terlalu luas, proses teridentifikasi terisolasi kepada proyek lainnya, anggota member dan stake holder tidak ada informasi, dll
Summary