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Modelling Business Process (Lanjutan)
Recommendations
Plan Execute Evaluate
ManagementProcess
BusinessProcesses
InformationProcesses
Data
Managing Business and
Information Processes
Rules Trigger Measures Measures
Resou
rces
Objec
tive
s
Opp
ortu
nities
/Risks
Informationprocesses
TriggerInformation
System Response
Report (in many forms)Decision Making
Needs of Information Customers
Business events
Information SystemResponse
Record (event data)Maintain
(agent, resource, location data)Information
processes
Trigger
Processes that Trigger Information System Responses
Acquisition / Payment ProcessRegardless of the type of good or service being
acquired, the following are typical operating events in the acquisition / payment business process: Request goods or services. Order goods or services. Receive and inspect goods or services. Store and/or maintain goods. Pay for goods or services. Return goods.
Some organizations : may order the events differently, may use a subset of the events, or may add more detailed events.
Sales/Collection ProcessAlthough there is some diversity across the
types of goods and services sold, the sales/collection process typically includes the following events:Receive an order for goods or services.Select and inspect goods or services to be delivered.Prepare goods or services for delivery.Deliver goods or services.Receive payment for goods or services.Accept customer returns of goods.
Some organizations :may order the events differently, may use a subset of the events, or may add more detailed events.
Conversion ProcessFinally, examples of some of the more general activities in
the conversion process include: Assembling. Growing. Excavating. Harvesting. Basic manufacturing (e.g., metals, woods, and chemicals). Finished manufacturing (e.g., tools, instruments, and components). Cleaning. Transporting. Distributing. Providing (e.g., power, water, protection, and communication). Educating. Discovering (e.g., research and development).
Analyzing the Standish market, competitors, and customers.
Deciding what pizzas to place on Golden’s menu.
Determine if the cooked pizza is correct for the customer presenting his/her copy of the order form.
Receive customer pizza order.
Receive customer payment.
Make pizza. Box pizza. Give pizza to
customer.
Decision/ManagementOperating Events Information Events
Record customer order.
Calculate order amount.
Mark order “Paid.” Give customer
copy of order. Give cook copy of
order. Tape order to pizza
box. Remove copy of
order from box. Send order copies
to accounting.
Process Analysis: Golden Pizza
Trigger
Generate a customer analysis report.
Generate a report of sales by pizza type.
Generate a gross margin analysis.
Generate a report of lost sales due to the 20 minute guarantee.
Trigger
Developing a REAL Business Process ModelREAL Business Process Modeling is a formal
method of identifying and representing the essential characteristics that collectively describe business processes and events.
The title REAL is an acronym for Resources, Events, Agents, and Locations.
Preparing a REAL Business Process Model requires you to identify strategically significant business activities and essential characteristics about these business activities (see Exhibit 2-4).
Exhibit 2-4Real Business Process Model Matrix
EventBusiness Objective
Event Trigger
Business Risk Notes
Strategically relevant events What happened? How is each event executed and why is it executed.?Date/Time When did each event occur? Internal and external agents What roles are performed and who/what agents perform the roles in executing each event? Resource(s) What kinds of resources were involved and how much was used?.Location Where did the event occur? Risks What can go wrong in executing the event?
EVOLUTION OF AIS MODELINGStage 1ManualSystems
Stage 2AutomatedSystems
Stage 3Event Driven Systems
Bias:Generate financialstatements
Bias:Generate financialstatements
Bias:Support Planning, Controlling & Evaluating Activities forVarious Information Customers
Changing the Design Focus is built on three underlying premises:
Information technology enables the design and
implementation of
semantically modeled systems -
systems that more closely
resemble reality.
Today's users expect
a more complete
and accurate representation of reality from which
to draw information.
We are no longer
constrained by the human
inability to record,
maintain, and report
large volumes of
details about business events.
Changing the Design Focus is built on three underlying premises:
Information technology enables the design and
implementation of
semantically modeled systems -
systems that more closely
resemble reality.
Today's users expect
a more complete
and accurate representation of reality from which
to draw information.
We are no longer
constrained by the human
inability to record,
maintain, and report
large volumes of
details about business events.
Business event analysis involves thinking about:
• What happened?• When?
• What resources were involved and how much?
• Where did it occur?• Who was involved and what roles did they
play?• What are the risks involved and how can we
control these risks?
• Why?
We are able to satisfy multiple views by the data we collect:
• What happened?• When?
• What resources were involved and how much?
• Where did it occur?• Who was involved and what roles did they
play?
• We also identify the risks involved and devise a plan for controlling risks as events occur.
A Model of Business Events
• What happened?• When did it happen?• Who was involved?• What resources were
involved?• Where did it occur?
Event
Stewardship
ResourceExternalParticipa
nt
Location
REAL Business Process Models: A Basis for Defining the Data
Repository
Customer Places Order
ShipMerchandi
se
ReceivePaymen
t
Salesperson
Merchandise
Shipping
Clerk
Carrier
Customer
Customer
Payment Clerk
Cash
Package
CatalogCenter
Distribution
Center
Customer Returns Merchan
diseReturns
Clerk
CATALOG-CENTER(Center#, Name, Address, Telephone, ...MERCHANDISE(Item#, Item-Description, Color, Size, .., Current-Cost, Current-Price, QOH...CUSTOMER-PLACES-ORDER(Order#, Time, [Center#], [SP#], [Customer#], [Shipment#], Ship-to-Instructions, Confirmation#, Tax, ...SALESPERSON(Salesperson-ID, Name, Address, ... Commission-Rate, Marital-Status, ...CUSTOMER(Customer#, Name, Address, Phone, ...SHIP-MERCHANDISE(Shipment#, Time, [Customer#], [Packer#], [Carrier#], [Ship-Clerk#], [Dist-Ctr#], [Pmt-Receipt#], CARRIER(Carrier#, Name, Address, Rate, Performance-Score, ...SHIPPING-CLERK(Ship-Clerk#, ...DISTRIBUTION-CENTER(Dist-Ctr#, Name, Address, ...
An Event-Driven Data Repository
PACKAGE(Package#, Weight, [Shipment#], Shipping-CostCASH(Acct#, Description, Balance, ...RECEIVE-PAYMENT(Pmt-Receipt#, Time, [Customer#], [Cust-Pmt-Clrk#], [Acct#], Amt, ...CUSTOMER-PAYMENT-CLERK(Cust-Pmt-Cler#, ...RETURN-MERCHANDISE(Return#, [Customer#], [Returns-Clrk#], [Center#], Time, ...MERCHANDISE-ORDER([Item#],[Order#], Qty-Ordered, Order-Price, Order-Cost, ...MERCHANDISE-SHIP([Item#], [Shipment#], Qty-Shipped, ...MERCHANDISE-RETURN([Item#], [Return#], Qty-Returned, ...
An Event-Driven Data Repository
We Can Apply This Same Approach to Any Other Business Processes
• Buy a machine• Sell a service• Build a car• Hire an
employee• Teach a class• Make steel• Buy
merchandise• . . .
IT: The Enabler
Posting MachinesCheck Writers
General Ledgerand Sub-Systems
1910
1920
1930
1940
1950
1960
1970
1980
1990
2000
Computing Power
Unit Costs
Thank You