Pemodelan Proses
Bisnis
BPM Critical Success Factor
Pertemuan 4
Dosen Pengampu: Alivia Yulftri (2017)
Prodi Sistem Informasi - Fakultas Ilmu
Referensi
•
Fundamentals of Business Process Management, Marlon
Dumas, Springer book
•
ABPMP Guide to the Business Process Management
Common Body of Knowledge,
•
Business analysis techniques, 72 Essential Tools for
Success, James Cadle
BPM Critical Success Factors
2.6.1 Alignment of Strategy, Value Chain and Business Process
Experience has shown that the most successful organizations implementing BPM pay particular attention to the alignment of business strategy, value-chain defnitions, and business processes. BPM relies on key business strategies that set the primary
direction of the enterprise, usually in terms of value propositions for goods and services delivered to customers. The business strategy then leads to enterprise and business unit goals as the basis for action plans and business tactics. These goals are often stated in terms of operational objectives and fnancial goals.
2.6.2 Goals
BPM Critical Success Factors
2.6.3 Executive Sponsorship/Governance
Enterprises that are mature in their approach to BPM typically assign executive leadership responsibility to oversee the performance of key processes. The performance of a process is measured with accountability falling under the executive leadership and reported throughout the enterprise. In order to discover and manage key processes, it is important to have
organizational discipline to utilize methodologies
to document, store, manage and continuously improve the business processes, particularly those that make up the value chains. This would include governance mechanisms to support BPM with all its tools and institutionalized across all functional areas in order to optimize the impact on value chain performance.
2.6.4 Process Ownership
Organizations who successfully implement BPM recognize that the role of a process owner is critical. A process owner is responsible for the entire end-to-end process across functional departments. The success of this role depends on the authority the individual has to control the budget and make decisions that efect the development, maintenance, and improvement of the business process.
2.6.5 Metrics, Measures and Monitoring
To manage one must measure. Business process measurement and monitoring provides
critical feedback on process design, performance, and compliance. It is necessary to measure process performance in terms of a variety of possible metrics related to how well the process meets its stated goals. Metrics may include sales
growth, cost reduction or containment, cycle time, and customer satisfaction or retention.
2.6.6 Institution Practices
• The efective attainment of these BPM success factors to create value for an enterprise
• and its customers is dependent upon both organizational practices and mastery of
Alignment of Strategy, Value
Chain and Business Process
•
Most successful organisations implementing BPM
pay attention to the alignment of business
strategy, valuechain defnitions and business
processes
•
BPM relies on key business strategies that set the
primary direction of the enterprise
− Value propositions for goods and
services delivered
•
Business strategy leads to enterprise and
Analyzing the Business
Environment : Strategy analysis
All organisations have to address the changes that have arisen, or can be predicted to arise, within their operating business environment. Such changes occur constantly, and any organisation that fails to identify and respond to them runs the risk of encountering business problems or even the failure of the entire enterprise. Senior management carries out regular monitoring of the business environment in order to identify any infuences that may require action.
There are two techniques that are used to examine the business environment within which an organisation is operating: PESTLE analysis and Porter’s Five Forces analysis.
Technique: Porter’s Five Forces
framework
•
Description of the
technique Porter’s Five
Forces analysis is also
used to consider the
external business
environment
•
Michael Porter divided
the potential sources
of pressures within an
industry into fve
categories. These
categories are set out
in Figure 1.1, and the
factors to consider in
each case are
Value Chain Analysis
Originally identifed in his book
Competitive
Advantage
2 (1985), Michael Porter
introduced a generic value chain model that
introduced a sequence of fve primary and
several support activities that are fairly common
through most organizations. To the process analysis
professional it is easy to see the relationship of the
value chain to
standard process management principles:
• Inbound logistics (inputs)
• Operations (acting on inputs to create value)
• Output and distribution logistics (outputs)
Porter further defned several common
supporting activities that infuence the
value
chain such as:
• Infrastructure (organizational structure,
culture, etc.)
• Human Resources
• Procurement
value chain analysis
A value chain analysis enables the process analyst to
look at the process from a macro
view that includes suppliers, vendors, customers, etc.
This view helps identify
weaknesses in the process that might occur upstream or
downstream from the actual
process itself. Examples of this in the manufacturing
industry are clear. If a
manufacturer cannot get materials from a supplier
routinely on time, it does not matter
how good the process is; the outcome will always be
late. Looking at this view enables
STRATEGY DEFINITION
During strategy defnition, the results of the external and
internal
environmental analyses are summarised and consolidated in
order to
examine the situation facing the organisation and identify
possible courses of action. When defning the business
strategy, the factors outside the management’s control are
examined within the context of the organization and its
resources.
There are two techniques that may be used to defne
SWOT analysis
•
A variant is
TOWS
analysis
(threats,
opportunities,
weaknesses and
strengths).
•
SWOT analysis is used
to consolidate the
Using SWOT analysis
•
SWOT is used to summarise and
consolidate the key issues identifed
when analysing an organisation and
its business environment.
•
Once the SWOT has been developed
it is then used as a means of
evaluating the organisation’s
PERFORMANCE MEASUREMENT
•
All organisations need to monitor
performance. This section explains
two techniques used to identify
performance measures and carry out
the evaluation.
•
Technique: critical success
CSF and KPI
•
Critical success factors (CSFs) and key performance
indicators (KPIs) are used to determine measures of
organisational performance.
•
CSFs are identifed frst, since they are the areas of
performance that the organisation considers vital to its
success.
•
KPIs are related to the CSFs, and defne the specifc areas
to be monitored in order to determine whether the required
level of performance has been achieved.
•
If an organisation has defned ‘excellent customer service’
