ISI2B3 - Pemodelan Proses Bisnis

Process Identification
Prodi Sistem Informasi – Fakultas Rekayasa Industri
 Objective

01. Understand the application of business

processes at different organizational levels

02. To discussed the process identification

phase of the BPM lifecycle

03. Distinguished the two steps of process

definition, process architecture
definition and process selection
BPM Lifecycle Process
identification

Process
Process architecture
architecture

Conformance
Conformance and
and Process As-is
As-is process
process
performance
performance insights
insights discovery model
model

Process
monitoring and Process
controlling analysis

Executable
Executable Insights
Insights on
on
process
process weaknesses
weaknesses and
and
model
model their
their impact
impact

Process Process
implementation To-be
To-be process
process redesign
model
model
 Process identification steps
1. Designation step
○ Enumerate main processes Process
○ Determine process scope Architecture

2. Prioritization step (aka Process selection)

Prioritize processes based on:
Prioritized
○ Importance
Process
○ Health
Portfolio
○ Feasibility

After Davenport (1993)

 Process
menyeleksi proses berdasarkan
beberapa kriteria
Selection
- penting tidaknya
- kesehatan
- kelayakan

di jelaskan melalui portofolio

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.
 Selection Criteria
kepentingan terkait dengan
tujuan perusahaan

Strategic
Health Feasibility
Importance

This criterion is concerned with assessing
the strategic relevance of each process.
The goal is to find out which processes
have the greatest impact on the
strategic goals of an organization.
This criterion aims to render a high-level
judgement of the health of each process.
The question here is to determine which
processes are in the deepest trouble.
For each process, it should be determined
how susceptible it is to BPM initiatives,
either incidental or on a continuous basis.
Most notably, culture and politics. BPM
should focus on those processes where it is
reasonable to achieve benefits.
01.
Process
Performance
Measures
Dimensions of Process Performance
waktu untuk mengerjakan suatu
Each of the four performance dimensions TI M E proses dari awal hingga akhir
(time, cost, quality, and flexibility) can be
refined into a number of process
performance measures (also called key
performance indicators or KPIs). CO ST

A process performance measure is a

quantity that can be unambiguously
QUA LI TY
determined for a given business
process—assuming that the data to
calculate this performance measure is
available.
FLEXI BI LI TY

Time
Often the first performance dimension that comes to mind
when analyzing processes is time. Specifically, a very
common performance measure for processes is cycle time
(also called throughput time). Cycle time is the time that it
takes to handle one case from start to end.
Time
COMPONENTS OF CYCLE TIME
Processing time
the time that resources, such as process
participants or software applications invoked by the Female
process, spend on actually handling the case.
Waiting time waktu tunggu proses eksekusi
the time that a case spends in idle mode. Waiting time
includes queueing time—waiting time due to the fact
that no resources are available to handle the case—
and other waiting time, for example because
synchronization must take place with another process,
with other activities, or because an input is expected
from a customer or from another external party
 Cost
Cost biaya yang diperlukan
Another common performance dimension when analyzing dalam menjalankan
and redesigning a business process has a financial nature. proses
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

Fixed costs
are overhead costs which are
(nearly) not affected by the
intensity of processing. Typical
fixed costs follow from the use
of infrastructure and the
maintenance of software
systems.
tidak dipengaruhi oleh
banyaknya proses
Variable costs
are positively correlated with
some variable quantity, such
as the level of sales, the
number of purchased goods,
the number of new hires,
etc.
dipengaruhi oleh banyaknya
proses(semakin banyak pesanan
semakin besar)
outputs of a business process. A cost notion which
is closely related to productivity is operational cost.
A substantial part of operational cost is usually
labor cost, the cost related to human resources in
producing a good or delivering a service.
Female
• Within process redesign efforts, it is very common
to focus on reducing operation cost, particularly
labor cost.
 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 • the internal quality of a business process relates to the process
with 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 • the level that a process participant feels in
way how the process is executed standar waktu penyelesaian control of the work performed,
layanan purna jual
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 captures how far customers would E.g : external process quality is often measured in terms of time,
Female
number of all interactions. be willing to recommend a product or e.g., the average cycle time or the percentage of cases where
service. Specifically for services, it is deadlines are missed.
directly connected with the business
process behind it.
kualitas dilihat dari proses ketika pembuatan
kualitas dalam pemenuhan ekspektasi customer
 Flexibility
Flexibility
kemampuan dalam bereaksi terhadap perubahan-perubahan

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

2
variations while executing process structure.
The ability of a business process as a whole to handle a specific business
various cases and changing workloads process. dapat merubah-rubah proses yang
berurutan
kemudahan perubahan waktu
dapat terjadi sesuai dengan kebutuhan

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
Portofolio
[ Result ]
 Process Portfolio
builds on the three criteria of importance, health, and feasibility.

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

bermasalah/tidak
 Process Portfolio

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.
 Example of Process Portfolio
Develop and Manage Study Programs:
Importance 90%, Health
Schedule Develop and Manage 90%, Feasibility 40%.
High Manage Feasibility
Courses Study Programs
Student Market Study Programs:
Services Low
Market Importance 75%, Health
Study 80%, Feasibility 60%.
Programs Medium
Importance

Deliver Courses Schedule Courses:

Importance 95%, Health
High
30%, Feasibility 50%.

Manage Deliver Courses:

Facilities Importance 95%, Health
70%, Feasibility 30%.
Low
Manage Student Services:
Poor Health Good
Importance 85%, Health
50%, Feasibility 40%.

Manage Facilities:
Importance 40%, Health
35%, Feasibility 70%
Hatur Nuhun!