Chapter 1: Introduction

Subject: IT22D3 – Pemodelan Proses Bisnis

Lecturer: Syifa Nurgaida Yutia, MT

#InnovationforTheFuture
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 Business Process Modeling
Chapter 1 : Introduction Business Process
Modelling
Latar Belakang

Proses bisnis merupakan Tidak ada sistem informasi yang

fondasi dari semua aplikasi bergerak tanpa memiliki proses
sistem informasi

Kuliah ini akan menantang peserta untuk menjawab

kebutuhan pengelolaan proses bisnis di organisasi
Fokus Perkuliahan

• Process Identification
• Process Discovery
• Process Analysis
• Process Redesign
• Process Implementation
• Process Monitoring and Evaluation

Peserta akan mampu mendemonstrasikan eksekusi

proses model di atas perangkat lunak BPM
(Business Process Management)
Tujuan Pembelajaran yang Spesifik

• Mampu menjabarkan perbedaan konsep Process

Improvement dengan Process Reengineering
• Mampu menganalisis proses As-Is dengan Metode
Kualitatif
• Mampu menganalisis proses As-Is dengan Metode
Kuantitatif
• Mampu mereparasi proses As-Is dengan metode
proses redesign
• Mampu merangkum usulan perbaikan proses bisnis
Pengalaman Belajar

• Mampu mengklasifikasikan proses-proses yang masih aktif di

organisasi
• Mampu membuat model proses As-Is dan Usulan proses To-Be
• Mampu mendemonstrasikan eksekusi proses model di atas
perangkat lunak BPM
Aturan Pembelajaran – Student
Centered Learning

Mahasiswa
Dosen
● Memahami dan
● Membuat rencana
menjalankan rencana
perkuliahan
perkuliahan ● Mengawasi proses
● Mengikuti proses
pembelajaran dan
pembelajaran
memberikan feedback
Cycle of Learning

“Kuliah bukan hanya mencari nilai tetapi paham !”

“We’re in this together and Mahasiswa

We’re having fun” harus termotivasi
punya mindset “bisa”

Mahasiswa
Proses mengikuti proses
Pembelajaran pembelajaran
yang kondusif dengan baik

“Tidak telat masuk kelas, berusaha

aktif di kelas, dan mengumpulkan
Dosen tugas tepat waktu”
Termotivasi

“Bersemangat, rajin
memberikan feedback”
Final Rule

Don’t Do
Have prejudice, feel that you’re not good Care about your study, how much you
at some things get depends on how much you try

Be a slack Communicate, when there is a problem,

enjoy ypurself

Respect the rules, attendance,

plagiarism, cheating etc
PENILAIAN

• Quiz : 15%

• Tugas: 25%

• UTS: 30%

• UAS: 30%
REFERENSI PERKULIAHAN

Buku UTAMA
Chapter 1

● Processes Everywhere
● Ingredients of a Business Process
● Origins and History of BPM
● The Functional Organization
● The Birth of Process Thinking
● The Rise and Fall of BPR
● The BPM Lifecycle
● Recap
Process Definition

Bahasa Latin: Processus atau Processioat (tindakan dari sesuatu yang

dilakukan dan bagaimana melakukannya) Source: Rosing dkk (2015)
A process is a set of actions that take inputs, and then add value to
provide desirable outputs.

Customers Suppliers Resources Internet Product

Inputs Process Outputs

 Business Definition

● “… a course of action or a procedure

… a series of stages in manufacture or
some other operation…” [the concise
oxford dictionary]
● “… a series of actions, changes, or
functions bringing about a result.”
[[Link]]

untuk menciptakan hasil yang memiliki

nilai (value) untuk seseorang konsumen)
yang membutuhkan hasil tersebut.
What is a Business Process?
Business Process

A business process as a collection of inter-related events, activities, and

decision points that involve a number of actors and objects, which
collectively lead to an outcome that is of value to at least one customer.

Examples:
• Order-to-Cash
• Procure-to-Pay
• Application-to-Approval
• Fault-to-Resolution (Issue-to-Resolution)
Pentingnya Proses Bisnis : Memperbaiki
PROSES BERARTI Memperbaiki BISNIS
Ingredients of a Business Process
1. Events : sesuatu yang terjadi tanpa durasi dan memicu dilaksanakannya
serangkaian aktivitas.
2. Activities : sekumpulan pekerjaan/ tasks
3. Decision Points : titik waktu di mana sebuah keputusan dibuat yang
mempengaruhi bagaimana sebuah proses dijalankan
4. Actors: manusia, organisasi, perangkat lunak yang menjalankan tugas bagi
manusia atau organisasi, obyek fisik seperti peralatan, material, produk,
dokumen, dan obyek lain yang bukan material seperti dokumen elektronik dan
catatan elektronik.
5. Outcome : yang idealnya membawa nilai bagi aktor yang terlibat dalam proses
yang disebut hasil positif, namun proses mungkin hanya mampu merealisasikan
sebagian nilai yang diharapkan atau tidak mendatangkan nilai sama sekali.
Dalam kondisi ini, proses disebut membawa hasil negatif.
Ingredients of a Business Process
“My washing machine won’t work!”

Call Centre
Technician
Warranty?
Customer Customer

Service Parts
Dispatch Store

VALUE
fault-report-to-resolution process
Case Study 1: University
Admission Process

Definisikan :

1. Aktor
2. Value
3. Outcome

WU Vienna‘s New Campus opened in 2013. Source: Wikimedia Commons

Case Study 1: University
Admission Process
● Consider the process for the admission of international graduate students at a university.
● In order to apply for admission, students first fill in an online form. Online applications are
recorded in an information system to which all staff members involved in the admissions
process have access. After a student has submitted the online form, a PDF document is
generated and the student is requested to download it, sign it, and send it by post together
with the required documents, which include:
○ certified copies of previous degree and academic transcripts,

○ results of English language test,

○ curriculum vitae,

○ two reference letters.

Case Study 1: University Admission
Process

When these documents are received by the admissions office, an officer checks the
completeness of the documents. If any document is missing, an email is sent to the student.
The student has to send the missing documents by post.

Assuming the application is complete, the admissions office sends the certified copies of the
degrees to an academic recognition agency, which checks the degrees and gives an
assessment of their validity and equivalence in terms of local education standards.

This agency requires that all documents be sent to it by post, and that all documents be
certified copies of the originals. The agency sends back its assessment to the university by
post as well. Assuming the degree verification is successful, the English language test results
are then checked online by an officer at the admissions office. If the validity of the English
language test results cannot be verified, the application is rejected (such notifications of
rejection are sent by email).
Case Study 1: University Admission
Process
● Once all documents of a given student have been validated, the
admissions office forwards these documents by internal mail to the
corresponding academic committee responsible for deciding whether to
offer admission or not. The committee makes its decision based on the
academic degrees and transcripts, the CV, and the reference letters. The
committee meets once every three months to examine all applications
that are ready for academic assessment at the time of the meeting.
● At the end of the committee meeting, the chair of the committee notifies
the admissions office of the selection outcomes. This notification includes
a list of admitted and rejected candidates. A few days later, the
admissions office notifies the outcome to each candidate via email.
Additionally, successful candidates are sent a confirmation letter by post.
Questions

With respect to the above process, consider the following questions:

1. Who are the actors in this process?
2. Which actors can be considered as customers in this process?
3. What value does the process deliver to its customers?

4. What are the possible outcomes of this process?

Answers

1. Admissions officer, applicant, academic recognition

agency and academic committee. The admissions office as
an organizational unit can also be recognized as a separate
actor.
2. The applicant
3. Assessment Results
4. Beberapa kemungkinan:
○ Applicant rejected due to incomplete documents;
○ Applicant rejected due to English language test results;
○ Applicant rejected due to assessment of academic
recognition agency;
○ Applicant rejected due to academic committee decision;
○ Applicant accepted.
○ Application withdrawn by the applicant
Processes and Outcomes

Every process leads to one or several outcomes, positive

or negative
• Positive outcomes deliver value
• Negative outcomes reduce value

Fault-to-resolution process

• Fault repaired without technician intervention

• Fault repaired with minor technician intervention
• Fault repaired and fully covered by warranty
• Fault repaired and partly covered by warranty
• Fault repaired but not covered by warranty
• Fault not repaired (customer withdrew request)
BPM: What is it?

Body of principles, methods and tools to design, analyze, execute

and monitor business processes
In this course, we will focus on BPM based on process models.
Why BPM?

“The first rule of any technology used in a business is that automation

applied to an efficient operation will magnify the efficiency.
The second is that automation applied to an inefficient operation will
magnify the inefficiency.”
Why BPM?

Information Yields
Technology Business
Value

Enables
Yields
Process
Change

Index Group (1982)

 Related Disciplines

Total Quality Management (TQM) Operations Management

• Focus on continuously improving and • Concerned with managing physical and

sustaining the quality of products and technical functions of organization,
services. particularly those relating to production and
• TQM puts emphasis on products and manufacturing.
services themselves, while BPM focuses on • Using probability theory, queuing theory,
improvement of processes. decision analysis, mathematical modeling,
• Applications of TQM are primarily in and simulation for optimizing efficiency of
manufacturing while BPM more in service operations.
organizations. • Such techniques are also useful in.
• Often concerned with controlling an existing
process, while BPM making changes to an
existing process in order to improve it.

Slide 32
Related Disciplines

Lean Six Sigma

• Originates from manufacturing, in • Originates from manufacturing, in

particular Toyota Production System. particular from production practices at
• Eliminates waste, i.e., activities that Motorola.
do not add value to the customer. • Focuses on minimization of defects
• BPM puts more emphasis on use of (errors).
information technology as a tool to • Strong emphasis on measuring output
improve business processes and to of processes, especially in terms of
make them more consistent and quality.
repeatable. • Popular approach to blend Lean with
Six Sigma, leading to Lean Six Sigma.

Slide 33
Origin and History of BPM:
How process moved out of focus through ages
Frederick W. Taylor: Scientific
Management

● Meticulously studying labor activities

● Work instructions for workers
● Managers oversee the productivity of groups of
workers
● Units and their managers were structured
hierarchically
● Functional organization remains dominant until the end Source: Wikimedia Commons
of 1980s.
Adam Smith: Processes and
Division of Labour
“Smith menjelaskan proses pembuatan pin sebagai berikut:
● Seorang lelaki menarik keluar kawat,
● Yang lain meluruskannya,
● Yang ketiga memotongnya,
● Yang keempat menajamkannya,
● Yang kelima menggilingnya pada bagian atas untuk ditambahi
bagian kepala;
● Untuk membuat kepada membutuhkan dua atau tiga operasi
yang berbeda;
● Untuk memasangkannya adalah pekerjaan tersendiri, untuk
memutihkan pin adalah hal lain; untuk memasukkannya
kedalam kertas adalah pekerjaan tersendiri; Source Picture:
● Dan bisnis penting pembuatan pin dengan cara ini dapat dibagi [Link]
menjadi sekitar delapan belas operasi yang berbeda.” [Link]/2013/12/ada
m-smith-tokoh-eko
[Link]
Adam Smith: Processes and
Division of Labour

Meluruskan Menajamkan Menghaluskan

Menarik kawat
kawat kawat kawat

Memasang Memasukkan pin

Membuat kepala Memutihkan pin
kepala ke dalam kertas
Pembagian Tenaga Kerja

Meluruskan Menajamkan Menghaluskan

Menarik kawat
kawat kawat kawat

Memasang Memasukkan pin

Membuat kepala Memutihkan pin
kepala ke dalam kertas
Dukungan Teknologi Informasi

Meluruskan Menajamkan Menghaluskan

Menarik kawat
kawat kawat kawat

Memasang Memasukkan pin

Membuat kepala Memutihkan pin
kepala ke dalam kertas

This Photo by Unknown Author

is licensed under CC BY-SA
The BPM Lifecycle

Process
Management Processes

Define Vision Develop Strategy Implement Manage Risk

Strategy

identification Core Processes

Procure Procure Market Deliver

Manage
Customer
Materials Products Products Products
Service

Support Processes

Process architecture Manage Personnel

Manage
Information Manage Assets

Conformance and Process As-is process

performance discovery model
insights

Process Process
monitoring analysis

Executable Insights on
process weaknesses and
model their impact

Process Process
implementation To-be process redesign
model

SEITE 40
How To Engage in BPM?

Continuous Process Improvement (CPI)

• Does not put into question the current process structure
• Seeks to identify issues and resolve them incrementally,
one step at a time and one fix at a time
Business Process Re-Engineering (BPR)
• Puts into question the fundamental assumptions and
principles of the existing process structure
• Aims to achieve breakthrough, for example by removing
costly tasks that do not directly add value
Birth of Process Thinking:
Business Process Reengineering (BPR)
Case Study 2: Ford’s Procurement
Process (Hammer 1990)
Ford needed to review its procurement process to:
● Do it cheaper (cut costs)
● Do it faster (reduce turnaround times)
● Do it better (reduce error rates)

Accounts payable in North America alone employed

> 500 people and turnaround times for processing
POs and invoices was in the order of weeks

Hammer, M., (1990). "Reengineering Work: Don't Automate, Obliterate", Harvard Business
Review, July/August, pp. 104–112.
Case Study 2: Ford’s Procurement
Process (Hammer 1990)
● Automation would bring some improvement (20% improvement)
● But Ford decided not to do it… Why?
a) Because at the time, the technology needed to automate the
process was not yet available.
b) Because nobody at Ford knew how to develop the technology
needed to automate the process.
c) Because there were not enough computers and computer-literate
employees at Ford.
d) None of the above
The correct answer is …
Mazda’s Accounts Payable Department
How the process worked? (“as is”)
How the process worked? (“as is”)
How the process worked? (“as is”)
How the process worked? (“as is”)
How the process worked? (“as is”)
How the process worked? (“as is”)
Reengineering Process (“to be”)
Reengineering Process (“to be”)
Reengineering Process (“to be”)
Reengineering Process (“to be”)
Reengineering Process (“to be”)
Reengineering Process (“to be”)
Purchasing process at Ford at
the initial stage
Purchasing process at Ford after redesign
The result…

● 76% reduction in head count

● Material control is simpler and financial information is more accurate
● Purchase requisition is faster
● Less overdue payments

 Why automate something we don’t need to do? Automate things

that need to be done.
The Rise and Fall of BPR

1. Concept misuse:

○ Projects were labeled BPR, even when business processes were not the core.

○ Many corporations initiated reductions of workforce, often packaged as process redesign projects,
which triggered resentment.
2. Over-radicalism:

○ Hammer’s early papers states: “Don’t Automate, Obliterate”.

○ Many situations require a much more gradual (incremental) approach.

3. Support immaturity:

○ Necessary tools and technologies were not yet available or insufficient.

○ Much process logic had to be hard-coded in IT applications of the time.

○ People grew frustrated when they noted that their efforts on redesigning a process were thwarted
by a rigid infrastructure.
Recap
● 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.
Exercises 1:

1. Consider the student admission process described in Case Study :

● Taking the perspective of the customer, identify at least two
performance measures that can be attached to this process.
● Taking the perspective of the customer, think of at least two issues that
this process might have.
● What possible changes do you think could be made to this process in
order to address these issues?
Exercises 1:

2. Consider the purchasing process at Ford described in Case Study 2 :

● Who are the actors in this process?

● Which actors can be considered as customers in this process?
● What value does the process deliver to its customers?
● What are the possible outcomes of this process?

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