Process Identification

Transcription

1 Process Identification Fundamental of Business Process [IS611083] Lecturer : 1. Dwi Mustika K, S.Kom., M.Kom (DMK) 2. Yudha Saintika, S.T., M.T.I (YUS)

2 Sub Capaian Pembelajaran MK Mahasiswa mampu memahami langkah langkah proses identifikasi yang fokus kepada kunci proses Mahasiswa mampu melakukan perancangan arsitektur proses

3 Sub Capaian Pembelajaran MK

4 Process identification Process architecture Conformance and performance insights Process discovery As-is process model Process monitoring and controlling Process analysis Executable process model Process implementation To-be process model Process redesign Insights on weaknesses and their impact

5 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).

6 Process Identification Steps 1. Designation phase Enumerate main processes Determine process scope: boundaries (horizontal and vertical) and interrelationships (order and hierarchical) 2. Evaluation phase (a.k.a. Process Selection) Evaluate processes Alignment with strategic objectives Health (e.g. performance, compliance, sustainability ) Culture & politics Feasibility to being successfully improved Risk of not improving them

7 Process Enumeration There is no number fits all - it really depends on organization s domain and size Trade-off: ensuring process scope is manageable, since process scope determines potential impact

8 Process Scoping Processes are interdependent Insights into interrelations required Horizontal: upstream downstream processes Vertical: root (a.k.a. main) processes sub-processes Processes change over time identification should be exploratory and iterative improvement opportunities are time-constrained Process Architecture

9 Process Architecture

10 Architecture: high level picture of an organization Suppliers & Partners General Environmental Influences: Local and global economies, government regulations, and social trends Customers & Owners Labor Markets people Your Organization information & dividends Shareholders requests for new products Capital Markets capital marketing contacts Markets Research Community technology sales contacts orders Customers Vendors materials products & services delivered support requests Competitors competitive products

11 Process Architecture Value chains Suppliers & Partners The US and world economies, government regulations, and social trends Customers & Owners Labor Markets people BPT Delivery information & dividends Shareholders Capital Markets capital Deliver Packages via Air & Ground Southern US and Central America Individuals & Businesses that want on site pickup & delivery Research Community technology Manage Outsourced Supply Chain Operations Southern US and Central America Businesses that want to Outsource Delivery Operations Vendors materials Finance Supply Chain Operations Businesses that need transport financing UPS, FedEx. US & Mexican Postal Services competitive products

12 Suppliers / Partners After P Components of a Process Architecture Management Processes Core Processes Customers / Owners Support Processes

13 Core, Management and Support Processes Core processes generate value as they are directly linked to external customers Management processes provide direction, rules and practices Fill Order Process Receive Order Establish Sourcing Procedure Approve Order Sign Contracts Plan Vendors Process Fill Order Evaluate Vendors Deliver Order Support processes provide resources to be used by other processes Stock Supplies Reorder Supplies Process Order Supplies Receive Supplies

14 Process Architecture Example Television New Zealand

15 Process Architecture Example WA Water Corporation

16 Process Architecture Example An insurance company Strategic Management Corporate Development Investor Relations Management Processes Risk Assessment and Management Market Development Underwriting Management Sales and Marketing Policy Servicing Claims Management Collections and Disbursement Core Processes Finance/ Treasury Legal/ Audit Asset Management Reinsurance IT HR Enabling Processes

17 Process Architecture Example

18 SUPPORT ACTIVITIES Contoh Value Chain Pertamina GAS QM & HSE Corporate Secretary Finance Planning & Portofolio Bussines Support (Human Resource, Corporate Support, ICT) Internal Audit Supply Chain Management Margin Pengembangan Usaha Penyaluran Gas PRIMARY ACTIVITIES

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20 Various techniques to scope a process Identify relevant stakeholders and objectives, e.g. via a Stakeholder- Objectives Matrix Identify relevant context, e.g. via a SIPOC (Suppliers, Inputs, Process, Output, Customers) Diagram Identify relevant process boundaries, e.g. via a Case/Function Matrix Identify relevant guides and enablers, e.g. via an IGEO (Input/Guides/Enablers/Outputs) Diagram A combination of the above

21 Identify Process Stakeholders Process owner, responsible for the effective and efficient operation of the process being modeled Primary process participants, i.e. those who are directly involved in the execution of the process under analysis Secondary process participants, i.e. those who are directly involved in the execution of the preceding or succeeding processes

22 Identify Process Objectives Primary (hard) process objectives Time, cost, quality (minimise, maximise) satisfaction, compliance, flexibility, predictability Secondary process objectives To purchase goods, to hire new staff members Accompany with appropriate process metrics Let involved stakeholders define their priorities

23 Process Identification Hierarchy Core processes Support processes Management processes Quote handling Product delivery Invoice handling Detailed quote handling process

24 Process Levels Business Levels Operations Levels British Telecommunications (2006) Hierarchy Example: British Telecom Level A Business Activities Meta Level Model structure, methodology and modelling standards Defines business activities Distinguishes operational customer oriented processes from management and strategic process Level B Process Groupings Logical Levels Shows groups of related business functions and standard end-to-end processes (e.g. Service Streams) Level C Core Processes Core processes that combine together to deliver Service Streams and other end-to-end processes Level D Business Process Flows Decomposition of core processes into detailed success model business process flows Level E Operational Process Flows Physical Levels Detailed operational process flows with error conditions and product and geographical variants (where required). Level F Detailed Process Flows Further decomposition of detailed operational where required

25 Implementation Process Layer Business Layer Davis (200 Strategic View Level A Business Activities Business Objectives Business Business KPIs Balanced Scorecard Level B Process Groupings Level C Business Unit Objectives Unit KPIs Business Unit Scorecard Business Value Streams Core Processes Level D Operational Unit Objectives Business Process Value Streams Business Process Flows Level E Operational Process Flows Level F Detailed Process Flows

26 Implementation Process Layer Business Layer Davis (2005 Process View Level A Business Activities Business Activities Level B Process Groupings Value Domains Business Functions End-to-End Processes Service Streams Process Service Lines Enabling Streams Level C Core Processes Core processes Level D Business Process Flows Tasks Processes Level E Operational Process Flows Steps Sub-processes Resources Level F Detailed Process Flows Operations Detailed Processes Detailed Resources

27 Business Layer Organization View Level A Business Activities Business Level B Process Groupings Business Units Level C Core Processes Level D Business Process Flows Level E Operational Process Flows Level F Detailed Process Flows Operational Units Operational Teams Operational Roles Implementation Process Layer Davis (200

28 Phone # department Title Phone # department Title Implementation Process Layer Business Layer Davis (2005 Data View Level A Business Activities Cust contact Level B Process Groupings 1 Customer budget Customer Account 1 cn 1 Customer Inquiry Cust n Customer credit 1 limit n 1 Corporate Data Model n Customer Offer 1 Level C Core Processes Business Information Function Data Level D Business Process Flows Process Information Function Entities System Entities Level E Operational Process Flows Procedural Information Function Attributes Level F Detailed Process Flows System Attributes

29 Implementation Process Layer Business Layer Davis (2005) System View Level A Business Activities Level B Process Groupings Level C Core Processes Level D Business Process Flows Level E Operational Process Flows Level F Detailed Process Flows System Types and Modules Types System Domains System Types System IT Functions Systems and Modules (System Specific) Screens

30 Hierarchy Example: QLD Shared Service Agency Level A

31 Hierarchy Example: QLD Shared Service Agency Level B Level C

32 Hierarchy Example: QLD Shared Service Agency Level D

33 The Evaluation Phase (aka Process Selection) 1. Importance Which processes have the greatest impact on the organization s strategic goals? 2. Dysfunction Which processes are in the deepest trouble? 3. Feasibility Which process is the most susceptible to successful process management? Process Portfolio Management

34 Evaluation Example Process Portfolio of an Australian Retailer High F D E T C G W Z I K A N H P U V X B J Y M R Q Low Poor L O Good Process Health 0 4

35 Pitfalls of Process Identification (1/2) The purpose of the project is not clear enough leading to inappropriate scoping of the process. The scope of the process is too narrow leading to the fact that later the identified root-causes are located outside the boundaries of the process under analysis The scope of the process is too wide leading to a process improvement project that has to be compromised in its lack of detail

36 Pitfalls of Process Identification (2/2) The process is identified in isolation to other projects due to poor portfolio management leading to redundancies and inconsistencies between these projects Involved project members and stakeholders have not been sufficiently informed about the benefits of the project leading to limited participation The involved project members and stakeholders have not been carefully selected leading to a very limited source of knowledge The business process architect has poor facilitation skills and cannot resolve emerging conflicts between the project members and stakeholders.

37 Latihan Soal 1. Mengapa kita harus mengidentifikasi proses?? 2. Sebutkan beberapa teknik untuk membuat ruang lingkup proses!! 3. Apa yang dilakukan saat kita mengidentifikasi proses stakeholder (Stakeholder Process)?? 4. Sebutkan langkah-langkah identifikasi proses!!

38 Summary Identifikasi Proses adalah mendefinisikan proses bisnis yang ada dalam perusahaan dan menentukan kriteria untuk memprioriritaskan manajemen proses tersebut Identifikasi proses dibutuhkan untuk mengerti perusahaan secara menyeluruh dan memaksimalkan nilai inisiatif BPM Output dari identifikasi proses adalah memotret proses bisnis organisasi dan ruang lingkupnya. Langkah-langkah proses identifikasi adalah fase desain dan evaluasi. Pada fase desain yang dilakukan adalah menentukan proses-proses utama dan lingkup Sedangkan pada fase evaluasi hal-hal yang dievaluasi adalah keselarasan dengan tujuan strategis, kesehatan proses, politik&budaya, dan risiko Beberapa kegagalan identifikasi proses antara lain adalah tujuan proyek tidak jelas, lingkup proses terlalu sempit, lingkup proses terlalu luas, proses teridentifikasi terisolasi kepada proyek lainnya, anggota member dan stake holder tidak ada informasi, dll

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