SLIDE 2 Process Identification.pptx

Chapter 2 : Process Identification
Subject: IT22D3 – Pemodelan Proses Bisnis
Lecturer: Syifa Nurgaida Yutia, MT
#InnovationforTheFuture
https://ittelkom-jkt.ac.id

Business Process Modeling
Chapter 2: Process Identification

Tujuan Pembelajaran
1. Mampu menjelaskan definisi siklus hidup BPM
2. Mampu menjelaskan tahapan-tahapan dalam siklus hidup
BPM
3. Mampu menguraikan tahapan identifikasi proses (process
identification) dan tekniknya

● Proses adalah kumpulan peristiwa, aktivitas, dan keputusan yang secara kolektif
mengarah pada hasil yang membawa nilai bagi pelanggan organisasi.
● Setiap organisasi memiliki proses.
● Mengelola proses memastikan bahwa mereka menghasilkan nilai.
● BPM adalah kumpulan prinsip, metode, dan alat untuk merancang, menganalisis,
melaksanakan, dan memantau proses bisnis.
● Model proses dan ukuran kinerja adalah pilar untuk mengelola proses.
● Berbagai disiplin ilmu terkait melengkapi BPM, seperti Lean, Six Sigma, dan
Total Quality Management.
Recap (Chapter 1)

Chapter 2 Overview
● Identifikasi proses mengacu pada mendefinisikan proses bisnis organisasi secara
sistematis dan menetapkan kriteria untuk memilih proses untuk perbaikan.
● Output adalah arsitektur proses, yang mewakili proses dan keterkaitan.
● Arsitektur proses berfungsi sebagai kerangka kerja untuk menentukan prioritas dan ruang
lingkup proyek.
● Pertama, kita membahas konteks identifikasi proses.
● Metode berdasarkan definisi arsitektur proses dan pemilihan proses.
● Definisi berkaitan dengan daftar set awal proses dan arsitekturnya.
● Seleksi mempertimbangkan kriteria untuk menentukan prioritas proses dengan
menggunakan portofolio.

1. Contents
2. Konsteks Identifikasi Proses
3. Definisi Arsitektur Proses
- Kategori Proses
- Hubungan Antar Proses
- Penggunaan Model Referensi
- Model Proses Lanskap
- Contoh Arsitektur Proses SAP
3. Pemilihan Proses
- Kriteria Pemilihan
- Ukuran Kinerja Proses
- Portofolio Proses
4. Rangkuman
Chapter 2: Identifikasi Proses

Process
discovery
Process
identification
Process
analysis
Process
implementation
Process
monitoring
Process
redesign
Process architecture
As-is process
model
Insights on
weaknesses and
their impact
To-be process
model
Executable
process
model
Conformance and
performance
insights
Identifikasi Proses dalam Siklus
Hidup BPM
Define Vision Develop Strategy Implement
Strategy
Manage Personnel Manage Assets
Management Processes
Core Processes
Support Processes
Manage Risk
Manage
Information
Procure
Materials
Procure
Products
Market
Products
Deliver
Products
Manage
Customer
Service
xamples for BPM lifecycle and process mining
C
1.5h
B
15h
D
E
2h
C D
A B E
A
3m
35h 30h
15m
10m
10min
5m
5m 10m
30m

Process Identification
What?
1. Define an organization’s business processes
2. Establish criteria to prioritize the management of these processes
Why?
1. Understand the organization
2. Maximize value of BPM initiatives
Output: Process Architecture
○ Captures business processes and their scope
○ Serves as a framework for defining priorities and scope of subsequent BPM
phases (e.g. modelling, redesign and automation).

Business strategy is an organizational perspective on
setting and meeting business goals. (Mintzberg)
Definition of Business Strategy

Balanced Scorecard
(Kaplan & Norton)
Innovation
Processes
Opportunity
Research
Design
Launch
Operations Management
Processes
Supply
Production
Distribution
Risk Mgmt.
Internal
Perspective
Customer
Perspective
Product/Service
Attributes
Relationship
Image
Price
Quality
Availability
Selection
Functionality
Service
Partnership
Brand
Improve Cost
Structure
Increase Asset
Utilization
Expand Revenue
Opportunities
Enhance
Customer Value
Financial
Perspective
Long-Term
Shareholder
Value
Learning and
Growth
Perspective
Culture
Leadership
Alignment
Teamwork
Regulatory and Social
Processes
Employment
Community
Environment
Safety/Health
Customer Management
Processes
Selection
Acquisition
Retention
Growth

Enterprise Architecture according
to TOGAF
Organizational
perspective:
actors, roles, and
organizational
structure.
Product
perspective:
products and
services along with
their relationships.
Business process
perspective:
process architecture.
Data perspective:
informational entities
and their
relationships.
Application
perspective:
different pieces of
software with their
dependencies.
Technical
infrastructure:
computer hardware
and communication
networks.

Changes of Strategic Relevance:
Mannesmann
Sources: stahlseite.de, Copyright Uwe Niggemeier, deutsches-telefon-museum.eu, ebay-kleinanzeigen.de, wanne-eickel-historie.de
19th century 20th century 1990

1. Contents
2. The Context of Process Identification
3. Definition of the Process Architecture
- Process Categories
- Relationships Between Processes
- Reuse of Reference Models
- Process Landscape Model
- The Example of SAP’s Process Architecture
3. Process Selection
- Selection Criteria
- Process Performance Measures
- Process Portfolio
4. Recap
Chapter 2: Process Identification

Process Categories
Define Vision Develop Strategy Implement
Strategy
Manage Personnel Manage Assets
Core Processes
Support Processes
Manage Risk
Manage
Information
Procure
Materials
Procure
Products
Market
Products
Deliver
Products
Manage
Customer
Service

● Is it a process at all?
○ It must be possible to identify main action,
which is applied to a category of cases.
○ Name is of form verb + noun.
● Can the process be controlled?
○ Repetitive series of events and activities to
execute individually observable cases.
○ Without a clear case notion, process
management is not feasible.
○ Also, without any sense of repetition, a group
of business activities may better qualify as a
project than as a business process.
The Process Checklist
• Is the process important enough to manage?
• There is customer who is willing to pay for
outcomes,
• Organization that carries out the process
would be willing to pay another party for
taking over, or
• Legal, mandatory framework compels an
organization to execute it.
• Is the scope of the process not too big?
• 1:1 relation between initial event and
activities.
• Is the scope of the process not too small?
• Rule of thumb: there should be at least
three different actors – excluding the
customer – involved.
• If there are no handoffs between multiple
actors or systems, there is little that can be
improved using BPM methods.
It may not be easy to decide on what to consider as a business process. A chunk of work that is
frequently repeated might not be a business process on its own. To prevent poor scoping decisions, it
is useful to consider the following process checklist:

Relationships between Processes
Procure
Materials
Procure
Products
Market
Products
Deliver
Products
Manage
Customer
Service
Sequence
Decomposition Specialization
Procure
Products
Handle Job
Application
Process
Parts
Assemble
Parts
Handle Job
Application
(Austria)
Handle Job
Application
(Germany)

Logical
Levels
Physical
Levels
Business
Levels
Operations
Levels
Process
Levels
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 (2005)
Generic Process Architecture British Telecom
Level 1
Level 2
Level 3+
Process
Landscape
(incl. Value Chains)
Business Processes
(e.g. BPMN)
Sub-processes and Tasks
(e.g. BPMN)
Process Architecture

APQC Process Classification
Framework

Process Landscape Model:
Example of Wienerlinien (Vienna Public
Transport)
Manage
Enterprise
Manage
Personnel
Core Processes
Support Processes
Communicate
in and out
Manage
Processes
Manage
Quality
Manage Risks and
Opportunities
Manage
Innovation
Contact
Customer
Manage
Sales
Manage
Customer
Relationship
Operate
Vehicles
Plan and Buy
Vehicles
Maintain
Vehicles
Transport
Customer
Transport
Customer
Evaluate
Transport
Provide
Infrastructure
Plan
Infrastructure
Build
Infrastructure
Maintain
Infrastructure
Evaluate
Infrastructure
Check
Vehicles
Foster
Relationship
Manage
Financials
Manage
Information
Manage
Materials
Manage
Disruptions
Provide Winter
Service
Plan Customer
Transport

Example of SAP Process Map
Manage
Enterprise
Manage
Innovation
Define, Operationalize, and Track Strategy
Attract, Develop, and
Retain Workforce
Core Processes
Support Processes
Workplace and
Infrastructure
Provision
Procure to Pay
Corporate Finance
and Operational
Compliance
Shareholder and
Stakeholder
Management
Sales, Franchise, and Partner Management
Innovate Sell Deliver

Process profile of BuildIT‘s
procure-to-pay process
Name of Process: Procure-to-Pay
Vision: The objective of the procurement process is to secure that the
entire range of external products and services becomes available on time
and is at the required level of quality.
Customer of process:
 Requesting unit
Expectation of customer:
 Timely, economic and complete
provision
Outcome: Delivered products or provided services for the requested unit
Trigger: Need is identified
First activity: Submit Request
..
Last activity: Create Purchase Order
Interfaces inbound: Plan-to-Procure
Interfaces outbound: Construct-to-Complete
Required resources:
 Human resources:
Site Engineer, Clerk, Works Engineer
 Information, documents, know-how:
procurement guidelines, supplier rating, framework contract
 Work environment, materials, infrastructure:
Procurement information system
Process Performance Measures:
 Cycle Time
 Operational Costs
 Error Rate
Process Owner: Chief Financial Officer (CFO)
Slide 24

How to define Process Landscape Model
1. Clarify terminology:
 Define key terms.
 Use organizational glossary.
 Use reference models.
 Ensure that stakeholders have a consistent understanding of process landscape model.
2. Identify end-to-end processes:
 Those processes interface with customers and suppliers.
 Goods and services that organization provides are good starting point.
 Properties help to distinguish processes, including: Product type, Service type, Channel, Customer type.
3. For each end-to-end process, identify its sequential processes:
 Identify the internal, intermediate outcomes of end-to-end process.
 Perspectives help set boundaries: Product lifecycle, Customer relationship, Supply chain, Transaction stages,
Change of business objects, Separation.
4. For each business process, identify its major management and support processes:
 What is required to execute the previously identified processes.
 Typical support processes are management of personnel, financials, information, and materials.
 However, these can be core processes if they are integral part of business model.
 Management processes are usually generic.

5. Decompose and specialize business processes:
○ Processes of process landscape should be further subdivided into abstract process on Level 2.
○ Further subdivision until processes can be managed autonomously by single process owner.
○ Considerations when this subdivision should stop: Manageability and Impact.
6. Compile process profile:
○ Each of the identified processes should be described using process profile.
○ Process profile supports definition of boundaries, vision performance indicators, resources, etc.
7. Check completeness and consistency:
○ Reference models can be used to check whether all major processes are included.
○ Reference models can help to check consistency of terminology.
○ Check whether all processes can be associated with functional units of organization chart and vice
versa.
How to define Process Landscape Model

Manage Human
Capital
Core Processes
Support Processes
Develop Vision
and Strategy
Develop and
Manage Services
Market and Sell
Services
Demand-to-Selection Selection-to-Bid
Contract
Acquisition
Contract
Execution
Approval-to-Contract
Manage IT
Manage Financial
Resources Manage Assets
Manage Risk and
Compliance
Manage External
Relationships
Manage Business
Capabilities
Contract-to-Plan Plan-to-Completion Completion-to-Expiry

Kriteria Pemilihan Proses
• Cari tahu proses mana yang memiliki dampak terbesar pada tujuan strategis.
• Pertimbangkan profitabilitas, keunikan, atau kontribusi terhadap keunggulan kompetitif.
• Pilih proses-proses untuk manajemen proses yang berhubungan dengan strategi.
Kepentingan Strategis:
• Tentukan proses mana yang berada dalam masalah terdalam.
• Proses-proses ini dapat mengambil keuntungan paling banyak dari inisiatif BPM.
Kesehatan:
• Tentukan seberapa rentan proses terhadap inisiatif BPM, secara kebetulan atau terus-menerus.
• Budaya dan politik mungkin menjadi kendala.
• BPM harus fokus pada proses-proses yang masuk akal untuk mencapai manfaat.
Kelayakan:

Performance Measures
Process Performance Measures
Performance Objectives
• Formulate performance objectives of the
process at a high level, in the form of a
desirable state that the process should
ideally reach, e.g., customers should be
served in less than 30 minutes.
• For each performance objective, identify the
relevant performance dimension(s) and
aggregation function(s), and from there,
define one or more performance measures
for the objective in question, e.g., the
percentage of customers served in less than
30 minutes. Let us call this measure ST(30).
• Define a more refined objective based on
this performance measure, such as
ST(30) >99%.
WAKTU BIAYA
KUALITAS FLEKSIBEL

● A restaurant has recently lost many customers due
to poor customer service. The management team
has decided to address this issue first of all by
focusing on the delivery of meals.
● The team gathered data by asking customers about
how quickly they liked to receive their meals and
what they considered as an acceptable wait.
● The data suggested that half of the customers would
prefer their meals to be served in 15 min or less. All
customers agreed that a waiting time of 30 min or
more is unacceptable
Example 2.3: Restaurant
• In this scenario, most relevant
performance dimension is serving time.
• One objective is to completely avoid
waiting times above 30 min.
• Percentage of customers served in less
than 30 min should be close to 100%.
• Thus, the percentage of customers served
in less than 30 minutes is relevant
performance measure.
• Threshold mentioned in scenario is 15
min.
• Choice between two performance
measures: average meal delivery time or
percentage of customers served in 15
min.

Process Portfolio
Importance
Health
Poor Good
Low
High Feasibility
Low
Medium
High
Loan
Controlling
Loan
Decision
Loan Market
Evaluation
Contract
Prepatation
Rating
Handling
Payments
Loan
Application
Loan
Planning
Selection Focus

Exercise 2.10: University
Importance
Health
Poor Good
Low
High Feasibility
Low
Medium
High
Develop and Manage
Study Programs
Market
Study
Programs
Deliver Courses
Manage
Student
Services
Schedule
Courses
Manage
Facilities

● In this chapter, we discussed process identification.
● Process architecture definition aims at enumerating major processes of organization.
● Process architecture defines relationship between processes.
● Seven-step method for definition of process architecture including process landscape model.
● Process selection is concerned with prioritizing processes.
● Priorities upon importance of processes, health, and feasibility of improvements.
● Assessed by process owners or grounded on process performance measures and objectives.
● Most common performance dimensions are time, cost, quality, and flexibility.
● Process portfolios help in selection of processes for improvement.
● Selected processes become subject of remaining phases of BPM lifecycle.
Recap

Buku UTAMA
REFERENSI PERKULIAHAN

1. Carilah kasus yang ingin di identifikasi prosesnya (bisa melanjutkan dari
kasus analisa perancangan sistem)
2. Buatlah Process Landscape Modelnya
3. Jabarkan dengan APQC Process Classification Framework
4. Kemudian pilih satu proses untuk inisiatif perbaikan kinerja dengan
portofolio proses
Tugas Identifikasi Proses

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