ISH2B3 - Pemodelan Proses Bisnis

■ Processes Identification

■ Prodi Sistem Informasi – Fakultas Rekayasa Industri

 About This Course

Objective:
• To discussed the process identification phase of the BPM lifecycle.
• distinguished the two steps of process architecture definition and process selection

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 1
OUTPUT
The output of process
Process identification is a process
architecture, which
identification represents the processes
and their interrelations.

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FRAMEWORK
Process identification
refers to those This process architecture
management activities that serves as a framework for
aim to systematically defining the priorities and
define the set of business the scope of process
processes of an modeling and redesign
organization and establish projects.

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clear criteria for selecting PRIORITY
specific processes for Some processes need to
improvement. receive priority because
they are of strategic
importance to an
organization’s survival.

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 PRIORITY

Business Process

Business Process

Business Process Business Process Continuous

COSTL
Automation
Business Process

Business Process
Monitoring
Y
Business Process

Business Process

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Balanced Scorecard
BALANCED SCORECARD.
One prominent option is to define business goals
using the structure of a balanced scorecard.

The explicit representation of the strategy in such a

way is also often referred to as the business model of
a company.

Business processes build on

human, information, and organization capital and
provide the basis for the customer value proposition,
which will eventually result in financial success.

Implement
implementing the strategy requires transparency of
business processes and their contribution to strategic
goals.

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 Process identification is concerned with two
steps: definition of the process architecture and
selection of processes.
FIRST

differentiate categories of
processes.

Process SECOND
Architecture describe different relationships
between processes that are important
for a process architecture.
The aim of a process architecture is to provide a
representation of the processes that exist in an
organization.
THIRD
The definition of a process architecture has to present a method for defining the
face the complexity of the whole organization. process landscape as a top-level
There are three way in order to approach this representation of the process
complexity in a systematic way. architecture.

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 FIRST

differentiate categories of
processes.

Process Categories

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 Process Categories

One of the most influential categorization schemes is Porter’s Value Chain model. It originally distinguished two categories of
processes: core processes (called primary activities) and support processes (support activities). Management processes were
added as a third category.

CORE PROCESSES SUPPORT PROCESSES MANAGEMENT PROCESSES

• Core processes cover the essential • Support processes enable the • Management processes provide
value creation of a company, is the execution of these core processes. directions, rules, and practices for
production of goods and services for the core and support processes.
which customers pay.

• include design and development, • include indirect procurement, • include strategic planning,
manufacturing, marketing and sales, human resource management, budgeting, compliance and risk
delivery, after-sales, and direct information technology management, as well as investors,
procurement management, accounting, financial suppliers, and partners
management, and legal services. management.

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 LANDSCAPE MODEL

landscape model, which describes the most abstract

view of the process architecture.

CORE PROCESSES SYMBOL

Called chevron is symbol used for core processes and

modeling processes as a sequence of sub-processes
shown as chevrons is often called value-chain
modeling.

POINTING BLOCKS

For a better visual distinction, support processes can

be shown with upwards pointing blocks and
management processes with downwards pointing
• We will later call this type of representation a process landscape model blocks.

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10
 SECOND

describe different relationships

between processes that are important
for a process architecture.

Relationship Between Process

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 SPECIALIZATIO
SEQUENCE DECOMPOSITION N

there is a logical sequence there is a decomposition in which one there exist several variants of a
between two processes. specific process is described in more generic process.
detail in one or more subprocesses.

horizontal relationship. vertical or hierarchical Instance, there might be a

relationship. generic process for handling
This means that one
often used as the primary job applications in a multi-
process provides an output
relationship that defines the national company.
that the other process takes
as an input. structure of the process Variants are not only
architecture. defined for different legal
Each element of this process contexts, but also for
landscape model is decomposed different categories ,
into a more detailed process on services and types of
the next level. customers or suppliers.

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Process Architecture
 THIRD
present a method for defining the
process landscape as a top-level
representation of the process
architecture.

Reuse of Reference
Model

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 it difficult to identify processes of an organization and the levels of a process architecture. It might be
helpful to use reference models as an aid.
These reference models are developed by a range of industry consortia, non-profit associations,
government research programs, and academia.

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Information Technology
03
Process Classification Framework (PCF)
Infrastructure Library (ITIL) by AXELOS by the American Productivity
and Quality Center (APQC)

02
Supply Chain Operations
04
Performance Framework
Reference Model (SCOR) by APICS by Rummler & Brache

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Information
Technology
Infrastructure
Library (ITIL)

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Supply Chain
Operations Reference Model (SCOR)
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Process Classification Framework (PCF)

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 PERFORMANCE
FRAMEWORK

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Process Selection

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Process Selection
The aim of process selection is to 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. In order to define a solid basis for process selection, process performance measures should be
considered in combination with general criteria. The advantage of process performance measures is that
they can be used to plot the set of processes as a process portfolio.

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 Selection Criteria

Strategic
Health Feasibility
Importance

This criterion is concerned with assessing This criterion aims to render a high-level For each process, it should be determined
the strategic relevance of each process. judgement of the health of each process. how susceptible it is to BPM initiatives,
The goal is to find out which The question here is to determine which either incidental or on a continuous basis.
processes have the greatest impact on processes are in the deepest trouble. Most notably, culture and politics. BPM
the strategic goals of an organization. should focus on those processes where it
is reasonable to achieve benefits.
Process Performance Measures

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 Dimensions of Process Performance

Each of the four performance dimensions T IM E

(time, cost, quality, and flexibility) can be
refined into a number of process
performance measures (also called key
performance indicators or KPIs). CO S T

A process performance measure is a quantity

that can be unambiguously determined for a
Q U AL I T Y
given business process—assuming that the data
to calculate this performance measure is available.

F L E X IB I L IT Y

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 Dimensions of Process Performance
Time

COMPONENTS OF CYCLE TIME

Processing time

the time that resources, such as process participants or

software applications invoked by the process, spend on Female
actually handling the case.

Time Waiting time

Often the first performance dimension that comes to
mind when analyzing processes is time. Specifically, a the time that a case spends in idle mode. Waiting time
very common performance measure for processes is includes queueing time—waiting time due to the fact that no
cycle time (also called throughput time). Cycle time is resources are available to handle the case—and other waiting
the time that it takes to handle one case from start to time, for example because synchronization must take place
end. with another process, with other activities, or because an
input is expected from a customer or from another external
party

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 Dimensions of Process Performance
Cost

Cost
Another common performance dimension when
analyzing and redesigning a business process has a
financial nature. While we refer to cost here, it would
also have been possible to put the emphasis on
turnover, yield, or revenue.

PERSPECTIVES ON COST • Operational costs can be directly related to the

outputs of a business process. A cost notion which
Fixed costs Variable costs is closely related to productivity is operational cost.
A substantial part of operational cost is usually labor
are overhead costs which are are positively correlated with
(nearly) not affected by the cost, the cost related to human resources in
some variable quantity, such as
intensity of processing. Typical the level of sales, the number ofFemale producing a good or delivering a service.
fixed costs follow from the use of purchased goods, the number of
infrastructure and the maintenance new hires, etc. • Within process redesign efforts, it is very common
of software systems.
to focus on reducing operation cost, particularly
labor cost.

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 Dimensions of Process Performance
Quality

Quality
The quality of a business process can be viewed from at least two different angles: from the client’s side and from
the process participant’s perspective. This is also known as the distinction between external quality and internal
quality.

EXTERNAL QUALITY INTERNAL QUALITY

• The external quality can be measured as the client’s satisfaction with • the internal quality of a business process relates to the process
either the product or the process. participants’ viewpoint. Female
• Service level agreements (SLAs) precisely specify what is to be • INTERNAL QUALITY CONCERNS :
expected. On the other hand, a client’s satisfaction concerns the way • the level that a process participant feels in control of
how the process is executed the work performed,
SPECIFIC MEASURES ARE USED TO CAPTURE • the level of variation experienced,
CUSTOMER SATISFACTION: • and whether working within the context of the
business process is felt as challenging.
Churn rate Net promoter score
• It is interesting to note that there are various direct relations
The churn rate is calculated by defined in a range from 1 to 10, and
between quality and other dimensions.
dividing this amount by the number of captures how far customers would be E.g : external process quality is often measured in terms of time,
all interactions. Female e.g., the average cycle time or the percentage of cases where
willing to recommend a product or
service. Specifically for services, it is deadlines are missed.
directly connected with the business
process behind it.

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 Dimensions of Process Performance
Flexibility

Flexibility
Flexibility can be defined in general terms as the ability to react to ANOTHER WAY APPROACHING
THE PERFORMANCE DIMENSION OF FLEXIBILITY :
changes. These changes may concern various parts of the business
process, for example: Runtime flexibility Build-time flexibility

1 The ability of resources to execute different tasks

within a business process setting
Runtime flexibility concerns
the opportunities to handle
changes and variations while
Build-time flexibility
concerns the possibility to
change the business Female
executing a specific business process structure.

2 The ability of a business process as a whole to handle

various cases and changing workloads
process.

3 The ability of the management to change the structure

and allocation rules

4 The organization’s ability to change the structure and

responsiveness of the business process to wishes of
the market and business partners.
Process Portfolio

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 Process Portfolio
builds on the three criteria of importance, health, and feasibility.

p ro c e s s p o r tf o l i o
Importance Health Feasibility
refers to the set of all processes in general, and more
The strategic importance Health can be quantified by Feasibility requires an
specifically to their visualization by the help of
of each process can be calculating the difference assessment by the process
different criteria.
assessed by senior between the objectives and owner.
managers in reference to actual values for the major
the organization’s strategy. process performance
measures of each process.

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Process Portf olio
Process selection
Process selection should prioritize processes in the left upper quadrant,
but also take feasibility into account.

Not too many processes should be selected for improvement for two
reasons.

First, Second,
the temporal and financial having too many
resources of improvement improvement projects
teams are typically limited. running leads to complexity
of coordination, since
processes are often
interrelated.

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Example of Process Portfolio
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%

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 it is not feasible to have too many BPM projects at the same time, and
that a BPM initiative should try to create success stories in the beginning.

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