Pemodelan Proses
Bisnis
Identifkasi Proses Pertemuan 5
Dosen Pengampu: Alivia Yulftri (2017) Prodi Sistem Informasi - Fakultas Ilmu
BPM Lifecycle
Process identifcation
Conformance and performance insights
Conformance and performance insights
Process monitoring and
controlling
Executable process
model Executable
process model
Process
implementation To-be process model To-be process
model
Process analysis As-is process
model As-is process
model Process
discovery
Process architecture Process architecture
Process redesign
Insights on weaknesses and
their impact Insights on weaknesses and
Process Identifcation
What?
1. Defne an organi翀ation’s business processes
2. Establish criteria to prioriti翀e the management of these processes
Why?
3. Understand the organi翀ation
4. Maximi翀e value of BPM initiatives
Output: Process Architecture
– Captures business processes and their
scope
– Serves as a framework for defning
priorities and scope of subsequent BPM phases (e.g. modelling, redesign and
1.Designation phase
– Enumerate main processes
– Determine process scope: boundaries
(hori翀ontal 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
After Davenport (1993)
5
Process Enumeration
• There is no “number fts all” - it really
depends on organi翀ation’s domain and si翀e
• Trade-of:
Process Scoping
• Processes are interdependent
Insights into interrelations required – Hori翀ontal: upstream – downstream
processes
– Vertical: root (a.k.a. main) processes –
sub-processes
• Processes change over time
– identifcation should be exploratory and
iterative
– improvement opportunities are
time-constrained
Architecture: high level
picture of an organi翀ation
After Rummler and Brache (1990) Customers
Capital Markets Labor Markets
Research Community
sales contacts
products & services delivered information &
dividends
requests for new products
materials
Competitors competitive products General Environmental Influences:
Local and global economies, government regulations, and social trends
Your Organization
Customers
orders marketing
contacts
Markets
support requests
“Process” Architecture
information & dividends
materials
competitive products
BPT Delivery
Southern US and Central America
Deliver 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 Operations
Southern 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
Components of a Process
Architecture
Core Processes
Core Processes
Management Processes
Management Processes
Support Processes
Support Processes
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
Order Fill Order
Stock Supplies
Receive Supplies
Order Supplies Establish
Sourcing Procedure
Sign Contracts
Evaluate Vendors
Reorder Supplies
Process Fill Order Process
Process Architecture
Example
Sales
Sales
Content
Content Programming and Scheduling
Packaging and Delivery
Strategic Management
Marketing Management Process Management
Facilities
Facilities PeoplePeople TechnologyTechnology Finance
Process Architecture
Example
Process Architecture Example
Management Processes
Sales and Marketing
Core Processes
Selected questions for
scoping a process
• If Process Architecture already in
place: where does the process ft into the Process Architecture?
• On what level is the unit of analysis,
i.e. end-to-end process, procedure or operation?
• What are the previous/subsequent
processes and what are the interfaces to them?
• What variants does this process
have?
• What underlying processes describe
Various techniques to
scope a process
• 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
Identify Process
Stakeholders
– Process owner, responsible for the efective and efcient 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
Identify Process Objectives
• Primary (hard) process
objectives
– Time, cost, quality (minimise, maximise) – satisfaction, compliance, fexibility,
predictability
• Secondary process objectives
– To purchase goods, to hire new staf
members
• Accompany with appropriate process
metrics
• Let involved stakeholders defne their
Guidelines to identify hori翀ontal
boundaries
1.Change of fow object in the process 2.Change of multiplicity of fow object
in the process
3.Change of transactional state
4.Process contains logical separation in time
5.Process contains logical separation in
space
6.Process contains logical separation in
other dimension
7.Follow scope in reference model (see later)
A stepwise method to
build process
architectures
Identify vertical boundaries:
typical artefacts in a Process
Hierarchy
Value chains
A major line of business, has direct efect on a company's business results and strategic importance. Stays at a high level. For example: presentation of a product to the market.
(Root/Main) Processes
Processes build up value chains and mutually afect each other. For example: market research.
Sub-processes
Sub-processes build up processes. They involve multiple activities and can be layered on diferent levels of granularity (i.e. sub-sub-processes). For
example: sales operation, preparation of sales budget, reception of customer orders.
Process tasks
Process tasks build up processes and sub-processes. These tasks are
conducted by one or more individuals within the same function. For example: reception of customer orders involves review of these orders and
incorporating them into the system.
Logical
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)
B
Strategic View
Business Value Streams
Business Balanced Scorecard Business
KPIs
Business Unit Scorecard Unit KPIs
Business Process Value Streams
Business Objectives
Business Unit Objectives
Operational Unit Objectives
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
Process View
Service Streams Process Service Lines
Resources
Detailed Resources Value Domains
Business Functions
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
Business Activities
Processes
Sub-processes
Detailed Processes
Enabling Streams
Tasks
B
Operational Teams Business
Organisation View
Operational Roles Operational Units
Business Units
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
B
Data View
Business Information
Cust contact
CustomerInquiry
Customercreditlimit CustomerAccount
Customerbudget Cust
1
CustomerOffer
Corporate Data Model
Process Information
Function Data Attributes
System
Attributes Im
p
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 Procedural Information
System Types
System IT Functions Screens
(System Specific)
Systems and Modules System Types and
Modules Types
System Domains
Systems View
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
B
Level A
Level B
Level C
Level D
31
Designation via Reference
Models
• industry-neutral
enterprise model
• Open standard
for
benchmarking
• Four levels
– Categories
– Process group – Process
– Activity
33
34
APQC Classifcation
Framework
Available industry sectors:
• Aerospace & Defense
• Automotive
• Banking
• Broadcasting
• Consumer Electronics Just
released
• Consumer Products
• Education
• Electric Utilities
• Petroleum Downstream
• Petroleum Upstream
• Pharmaceutical
• Retail
35
The Evaluation Phase (aka
Process Selection)
1. Importance
– Which processes have the greatest impact on the
organi翀ation‘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
Evaluation Example
Y
Process Health
High
Primary Focus
Praeg (2007)
Evaluation Example
38
The Evaluation Phase: nasty
questions
1. Does an assessment of the importance,
dysfuncioning and feasibility always point to the same processes to actively manage?
Alternative: Selection Project
by Project
• Processes are identifed with every
request from
a line of business
• Ensures high relevance for involved
business unit
• Reactive approach (-)
• Often restricted to discrete
improvement (-)
• No conscious process selection
Pitfalls of Process Identifcation
(1/2)
• 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 identifed root-causes are located outside the boundaries of the
process under analysis
• The scope of the process is too wide
Pitfalls of Process Identifcation
(2/2)
• The process is identifed 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
sufciently informed about the
benefts 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 conficts
References
Required
• Chapter 2 of textbook “Fundamentals of BPM”
Recommended
• T.H. Davenport, “Process Innovation: Reengineering Work Through Information Technology”, Harvard Business School Press, 1993
• M. Hammer, J. Champy, “Reengineering the Corporation: A Manifesto for Business Revolution”, HarperCollins, 1993
• M.E. Porter, “Competitive Advantage: Creating and Sustaining Superior Performance”, Free Press, 1985
• M. Rosemann, “Process Portfolio Management”, BPTrends, April 2006
• R. Dijkman, I. Vanderfeesten, H.A. Reijers, “The road to a business process architecture: an overview of approaches and their use”. BETA Working
Paper Series, WP 350. Eindhoven University of Technology, Eindhoven (2011)
Web-sites
• http://www.value-chain.org (Value Reference Model)
• http://www.mindtools.com/pages/article/newSTR_66.htm (more on value chains)
