Analisis Bisnis
INTRODUCTION
• An approach that may be used to examine the
stakeholders’ views in more detail.
INTRODUCTION
MOST
Stakeholder
Stakeholder
INTRODUCTION
MOST
Stakeholder
Stakeholder
Stakeholder Business Perspectives
SOFT SYSTEMS METHODOLOGY
• Peter Checkland, 1981
SOFT SYSTEMS METHODOLOGY
Hard System
Thinking
SOFT SYSTEMS METHODOLOGY
• The key stakeholders should be asked how they view, from their own perspectives, the purpose and objectives of the part of the organization that is within the scope of the change project.
SOFT SYSTEMS METHODOLOGY
• Weltanschauung or world view
W
• Owner
O
• Environment
BUSINESS ACTIVITY MODELS
BUSINESS ACTIVITY MODELS
The principles underlying the BAM approach are as follows:
• There will be one BAM for each business perspective.
• A separate BAM is needed to describe each perspective. These will subsequently be overlaid to form a consensus model, possibly covering all relevant perspectives.
• The BAM helps in the analysis of the business situation and the identification of improvements.
BUSINESS ACTIVITY MODELS
All business systems can be described in terms of five types of business activity and the dependencies between them.
• planning activities;
• enabling activities;
• doing activities;
• monitoring activities;
BUSINESS ACTIVITY MODELS
Planning activities
• These define the rules dictating the type of resources required and how the performance of these resources is to be measured.
BUSINESS ACTIVITY MODELS
Enabling activities
• These ensure that the resources and facilities needed by the doing activities are obtained and deployed.
• Resources include raw materials,
BUSINESS ACTIVITY MODELS
• Doing activities
• These relate directly to achieving the transformation described in the business perspective, and are sometimes also referred to as ‘primary task’ activities.
BUSINESS ACTIVITY MODELS
Monitoring activities
BUSINESS ACTIVITY MODELS
Control activities
• These act on the other activities when monitoring has identified that some action is required.
• This is usually when performance expectations are not being met, but it could also be when action is felt to be needed, for example if targets are exceeded by a wide margin.
BUSINESS ACTIVITY MODELS
• In the BAM, activities are connected by
arrows.
• Such arrows represent logical dependency
between the activities.
• This means that for activity B to occur, activity A must have occurred.
BUSINESS ACTIVITY MODELS
Identifier
Title
BUSINESS ACTIVITY MODELS
Identify the main
doing activities
Look for enabling activities that need to be in place to
provide the resources that will allow the
doing activities to function.
1
BUSINESS ACTIVITY MODELS
Identify planning activities:
• decide upon the
resources to be provided
• define the performance targets that must be met using these resources.
Add monitoring
activities to compare actual with planned performance.
3
BUSINESS ACTIVITY MODELS
Add control activities to respond to deviations
between actual and planned performance.
Where environmental
constraints are referred to in the business perspective:
• activities should be added to consider the constraints (planning activities)
• To measure performance in relation to them (monitoring activities)
• to react to any threat of failure to comply with them (control activities).
5
BUSINESS ACTIVITY MODELS
Add
dependency
arrows
Add ‘lightning
strike’
control
arrows from
the controlling
activities
7
BUSINESS ACTIVITY MODELS
• The BAMs produced up to this point have each been derived from an individual business perspective derived from a key stakeholder.
• Our eventual goal is to derive just one definitive BAM of the activities needed by the business, by merging the individual models into one.
• This model is described as a ‘consensus
BUSINESS ACTIVITY MODELS
• To arrive at a consensus model, the business analyst must resolve any conflict between the various views that have caused the creation of the separate, different models.
BUSINESS ACTIVITY MODELS
There are three kinds of consensus that we might consider:
• Global consensus, which assumes there is a neutral model applicable to all organizations of a particular type.
• One hundred per cent consensus, where all the participants readily agree that a given activity, often one that is common to all individual models, is needed.
BUSINESS EVENTS AND BUSINESS
RULES
• One way of analyzing a BAM is to consider the business events to which the organization must respond, and the business rules that
underpin and constrain the business
operations.
Business events
• these events originate from outside the boundary of the business system.
External
• these events are usually internal decisions made by business managers.
Internal decision points
• these are the events that occur regularly.
Business rules
• these restrict how an activity is performed.
• They may include laws and regulations and – if these cannot be challenged – business policies.
Constraints
• these describe the procedural rules that dictate how activities should be performed.
CRITICAL SUCCESS FACTORS AND KEY
PERFORMANCE INDICATORS
• Another useful way of approaching BAM construction is to consider the organization's CSFs and KPIs.
• The CSFs are the things the organization must be good at in order to succeed, and they therefore provide some insights into the planning, enabling and doing activities that are needed.
VALIDATING A BUSINESS ACTIVITY
MODEL
Objectives and purpose (of the system): these must be explicit.
Connectivity: the activities in the model must all be connected.
Measures of performance: these must exist, and expected levels of performance must be set.
VALIDATING A BUSINESS ACTIVITY
MODEL
Decision-making procedures: there must be decision-making procedures that will be influenced by the control actions.
Boundary: the extent of the system must be clear and communications across the boundary defined explicitly.
Resources: staff, materials and other resources used by the system must be acquired, allocated, replenished and accounted for.
USE OF THE BUSINESS ACTIVITY
MODEL IN GAP ANALYSIS
• The BAM represents a theoretical (conceptual) model of the activities we would expect to find in place given the initial business perspective.
• Compare the BAM with the current reality in the organization:
– Some activities are in place and are quite satisfactory.
– Some activities are in place but are not satisfactory.
USE OF THE BUSINESS ACTIVITY
MODEL IN GAP ANALYSIS
• The BAM represents a theoretical (conceptual) model of the activities we would expect to find in place given the initial business perspective.
• Compare the BAM with the current reality in the organization:
– Some activities are in place and are quite satisfactory.
– Some activities are in place but are not satisfactory.
– Some activities are not in place at all.
