The document profiles Setia A. Wicaksana, an expert in organizational development, business psychology, and human resources. It lists her roles managing consulting firms, associations, and as a professor. The document also summarizes her qualifications, publications, and educational background. It provides an overview of business process management, including definitions, the BPM lifecycle of design, modeling, execution, monitoring and optimization. It gives examples of basic process components and how they are organized in BPMN diagrams.

1. Business Process Management
www.humanikaconsulting.com

2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Managing Director of Humanika Amanah Indonesia –
Humanika Consulting
• Managing Director of Humanika Bisnis Digital – hipotest.com
• Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI
• Business Psychologist
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Certified of I/O Psychologist
• Dosen Tetap Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku : “SOBAT WAY: Mengubah Potensi menjadi
kompetensi” Elexmedia Gramedia 2016, Industri dan
Organisasi: Pendekatan Integratif menghadapi perubahan,
DD Publishing, 2020
• Organizational Development Expertise
• Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu
Ekonomi dan Bisnis Universitas Pancasila Bidang MSDM
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• sekolah ikatan dinas Akademi Sandi Negara

5. The Bottom Line Is…
• Clean kitchen does not necessarily produce tasty food, but
• we’d rather eat a so-so tasty food from a clean kitchen.
• Good processes does not necessarily develop quality software,
but
• we’d rather fly in Airbus with a software from a well-known
company than a small software development house.
• So, there is a need for quality processes, since they decrease the
risk of companies producing low quality products.
• Process management ensure qualitative processes.

6. Definitions
• Business = person/ corporation
engaged in commerce,
manufacturing, or a service; profit-
seeking enterprise (people/teams are
involved for a specific outcome; refers
to individuals, interacting together, to
perform a set of activities to deliver
value to customers and a return on
investment to the stakeholders)
• Process= a systematic series of
actions directed to some end; a
continuous set of actions, operations
or series of changes taking place in a
definite manner
• Management = the act or manner of
managing; handling, direction or
control; executive ability; the person
or persons controlling and directing
the affairs of a business or institution
(it requires handling exceptions,
providing directions, controlling
variables to achieve desirable
outcomes; it requires skills and
involves people and executives)

7. Business
process
• Is "a collection of related, structured activities that produce a
service or product that meet the needs of a client„,
• Is often used as synonymous of management of middleware
processes; or integrating application software tasks,
• Foundation is very similar to other Total Quality Management
or Continuous Improvement Process methodologies or
approaches.

8. Business Process
Management
• Management approach focused
on aligning all aspects of an
organization with the wants and
needs of clients.
• It could be described as a
"process optimization process„.
• Enables organizations to be more
efficient, effective and capable of
change than a functionally
focused, traditional hierarchical
management approach.

9. BPM Life-Cycle
Business process
management activities can
be grouped into five
categories:
• Design
• Modeling
• Execution
• Monitoring
• Optimization

10. Design • Process Design
encompasses both the
identification of existing
processes and the design
of "to-be" processes.
• The aim is to ensure that
a correct and efficient
theoretical design is
prepared.
• The proposed
improvement could be in
human-to-human,
human-to-system, and
system-to-system
workflows, and might
target regulatory, market,
or competitive challenges
faced by the businesses.

11. Modeling
• Modeling takes the theoretical design and introduces
combinations of variables (e.g., changes in rent or materials
costs, which determine how the process might operate under
different circumstances).
• It also involves running "what-if analysis" on the processes:
"What if I have 75% of resources to do the same task?" "What
if I want to do the same job for 80% of the current cost?".

12. Execution
• Process Automation is:
➢ to develop/purchase an application that
executes the required steps of the process,
➢ to use a combination of software and human
intervention - more complex => difficult
documentation proces.
• Developed software enables the full BP to be
defined in a computer language directly
executed by the computer. The system will use
services in connected applications to perform
business operations, or, when a step is too
complex to automate, will ask for human input.
• A business rule engine can be used to drive
process execution and resolution

13. Monitoring
• Tracking of individual processes, so, that
information on their state can be easily seen,
and statistics on the performance of one or
more processes can be provided.
• The degree of monitoring depends on what
information the business wants to evaluate and
analyze and how business wants it to be
monitored, in real-time, near real-time or ad-
hoc.
• Process mining is a collection of methods and
tools related to process monitoring. The aim of
this is to analyze event logs extracted through
process monitoring and to compare them with
an a priori process model. It allows to detect
discrepancies between the actual process
execution and the a priori model.

14. Optimization
• Process optimization includes
retrieving process performance
information from modeling or
monitoring phase; identifying the
potential or actual bottlenecks and
the potential opportunities for cost
savings or other improvements; and
then, applying those enhancements
in the design of the process.

15. Example of BPM Service Pattern:
(implement BP throught the orchestration of activities between people and systems)

16. Basic Process Components
Participants
People or systems that
provide input to, or
perform work steps within
a process
Processes are:
A set of Activities and Tasks, which are performed by
Participants in Roles, organized in a particular Sequence, directed
and measured by Time and Events / Triggers
Activities / Tasks
A single unit of work, can
be performed by a person
or system
Roles
A layer of abstraction that
creates the link between
participants and activities
/ tasks
Events / Triggers
Occurrences that cause a
process to start, direct a
process sequence, or
cause a process to end
Time
Average or desired
durations for work items
Sequence
The logical order in which
work steps are performed

17. Basic Process Components
• In order to prevent the
need for a VERY large
sheet of paper, we create
a process hierarchy that
allows us to
compartmentalize and
focus on specific process
segments
• Our process hierarchy will
be the following:
• Cycle
• Process
• Subprocess
• Activity
• Task

18. Basic
Process
Components
• A basic set of symbols
have been built into the
Visio template
• These symbols are
compliant with the
Business Process
Modeling Notation
(BPMN) standard,
managed and supported
by the Object
Management Group

19. Swimlanes
• Swimlanes provide a
means to show who is
responsible for specific
work
• Events and controls
may appear in any
swimlane

20. Visio
Template
Overview

21. Example Quoting Process
Quoting Process
Customer
Quoter
Customer
Quoter
Sales
Team
Sales
Team
Customer
Customer
Customer calls
main switchboard
to place order
Sales team
documents
standard order
Distributor?
Use Distributor
Pricing
Yes
Use end user
pricing
No
Customer
Order?
Yes
Collect data and
create
quote
Custom Quote
Email quote
to
customer
Standard
Quote
No

23. Learning and Giving
for Better Indonesia
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