Process

Identification
Samuel Ady Sanjaya
Table of contents
01 03
Process Identification Models
Score Proportion, Task, Ingredients and
Exam, etc. Components

02 04
Process Architecture Process Selection
Overview material for one Identify problem, improve
semester process, implement new
process
 01
Process
Identification
Class Rules & Score Proportion
Self Identification
Self Identification
Self Identification
 Process
Identifications?!
refers to those management activities that aim to
systematically define the set of business processes of
an organization and establish clear criteria for
selecting specific processes for improvement
 Output?!
process architecture, which represents the processes
and their interrelations. This process architecture serves
as a framework for defining the
priorities and the scope of process modeling and
redesign projects.
 Steps?

Process
Process
Architecture
Selection
Definition
Balanced
Scorecard –
Kaplan &
Norton
Process Checklist
• Is it a process at all?
• Can the process be controlled?
• Is the process important enough to manage?
• Is the scope of the process not too big?
• Is the scope of the process not too small?
 02
Process
Architecture
Overview Material for One Semester
 Process
Architecture?!
The aim of a process architecture is to provide a
representation of the processes that exist in an
organization.
Steps:
1. differentiate categories of processes
2. describe different relationships between processes
3. defining the process landscape as a top-level
representation
Process Categories
• Core processes
• the essential value creation of a company
• Design and development, manufacturing, marketing and sales, delivery, after-
sales, and direct procurement

• Support processes
• enable the execution of these core processes
• indirect procurement, human resource management, information technology
management, accounting

• Management processes
• provide directions, rules, and practices for the core and support processes
• strategic planning, budgeting, compliance and risk management, as well as
investors, suppliers, and partners management
Examples: high level process
 Question?!
What are core, support, and management processes of a
university?
Relationships Between Processes
A process architecture with three levels
Process Architecture: British Telecoms
 03

Models
Ingredients and Components of Business Provess
 Why Models?!
Models standardize what can be seen as different
processes, with unique characteristics and
delivering distinguishable products, and how their
performance can be measured
Framework and Models
• Organizational perspective describing the actors, roles, and organizational
structure by use of organization charts,
• Product perspective defining the products and services an organization
offers along with their relationships by use of product and service
catalogs,
• Data perspective including the informational entities and their relationships
as described by a data model,
• Application perspective describing the different pieces of software with
their dependencies by use of an application model
• Technical infrastructure, often with an emphasis on computer hardware
and communication networks, as described by an infrastructure model.
• Business process perspective described using a process architecture,
Process Architecture Models
• Information Technology Infrastructure Library (ITIL) by AXELOS,
• Supply Chain Operations Reference Model (SCOR) by APICS,
• The Process Classification Framework (PCF) by the American
Productivity and Quality Center (APQC),
• Performance Framework by Rummler & Brache
Level 1 and
Level 2 of the
APQC Process
Classification
Framework
Process Landscape Model
• process landscape model or the process architecture for Level 1
• process architecture on Level 1 has to be understandable by all major
stakeholders in the first place
• compact, showing no more than 20 business processes of an organization
Process Landscape Model: Public Transport
Process Landscape Model: Steps
1. Clarify terminology: key terms, glossary, APCQ Model
2. Identify end-to-end processes
3. For each end-to-end process, identify its sequential processes
4. For each business process, identify its major management and support
processes
5. Decompose and specialize business processes
6. Compile process profile (see next page)
7. Check completeness and consistency
Process Profile
Process Landscape Model: Examples
 04
Process
Selection
How business process is created.
 Process
Selection?!
define criteria for assessing the performance of
the identified business processes. This task builds on the
observation that business processes differ in terms of
their importance and maturity
Selection Criteria
• Strategic Importance
• which processes have the greatest impact on the strategic goals of an
organization
• profitability, uniqueness, or contribution to competitive advantages

• Health
• high-level judgement of the health of each process
• which processes are in the deepest trouble

• Feasibility
• determined how susceptible it is to BPM initiatives, either incidental or on a
continuous basis
• Culture and politics involved in a particular process may be obstacles to
achieving results from such initiatives
Process Performance Measures

• process performance measures are distinguished: time, cost, quality,

and flexibility

• make its processes faster, cheaper, and better

• Do a benchmark

• can be refined into a number of process performance measures (also

called key performance indicators or KPIs)

Balance
Scorecard:
Examples
 Process
Portofolio?!
refers to the set of all processes in general, and
more specifically to their visualization by
the help of different criteria
Process portofolio example: University
• Develop and Manage Study Programs: Importance 90%, Health 90%,
Feasibility 40%.
• Market Study Programs: Importance 75%, Health 80%, Feasibility 60%.
• Schedule Courses: Importance 95%, Health 30%, Feasibility 50%.
• Deliver Courses: Importance 95%, Health 70%, Feasibility 30%.
• Manage Student Services: Importance 85%, Health 50%, Feasibility 40%.
• Manage Facilities: Importance 40%, Health 35%, Feasibility 70%
Balance Scorecard: Examples
 Thanks!
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