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1 ACKNOWLEDGEMENT We would like to express our gratitude to all those who gave us possibility to accomplish this thesis, to EMPKL management for giving us permission to start in the first stage to do analysis of existing business application process flow. We have furthermore to thank Mr. Rinaldy Natsir for sharing the detail business applications process in deep research and analysis. We are grateful to have Mr. Richard Kartawijaya, MBA from Bina Nusantara University who assisted, came up with suggestions, gave an encouragement and support for previous time consumed for our analysis and writing this thesis. Febryanne: I would like to show my great thanks for my sister who already spend time to help me, gave any advices during I was doing this thesis and my parents for their endless support. My lecturers and friends, by their efforts, critics and togetherness, I can finally accomplish my study in MM Bina Nusantara University. Ruddyanto: First of all I like to thank to God who give us strength, power and health for finishing this thesis. I thank to my beloved family; my parent, brothers and sisters especially to my lovely wife and daughters who helping me no matter what, during this study, from the start and yet finished it; give their spirit and morale support to me all over my study period. Less but not least, I like to thank to our entire classmates who have supporting and encouraging each other. Dikman: Thanks to God, Allah SWT, finally we accomplished this thesis. Not to forget to thank to my beloved family; my wife, my daughter and my son for being patient for my absence during weekend to accomplish this thesis, my father for your support, my parents in law for your material and morale support, my IT colleagues in EMPKL and my Vice President HR and Support. Writers i

2 ABSTRACT The increase of oil and gas price triggers Energi Mega Persada Kangean Limited (EMPKL) to respond the current situation with more aggressive activities to explore and exploit its block area for future reservation of oil and gas reservoir. Supporting tools are expected to align this aggressive movement to leverage EMPKL s business to profit the stakeholders. Business process for Integrated Business Process Modeling (BPM) should be defined as guidance for Enterprise Integration Application (EIA) implementation. Currently, business processes related to business application have not been written in any manual documentation within EMPKL. New business process is expected to be built to guide the assessment before pre-implementation stage, implementation stage and post implementation stage. Business processes defined in this thesis are as inputs for EMPKL to gain all the aims of Enterprise Integrated ERP Application project to get the automated, controllable and auditable business applications. To act successfully on the market, EMPKL has to implement an efficient BPM organization with the corresponding methods, tools and underlying technologies. Successful BPM compromises 4 steps: the design, implementation, execution and controlling (measurement and evaluation) of business processes. BPM needs to be anchored in the organizational structure requires a professional an efficient management process and demands involvement of all the relevant target groups. Keywords: Business Process, Enterprise Resource Planning, Human Resource Information System, Material Management and Inventory System, Financial and Accounting System ii

3 TABLE OF CONTENTS TITLE...i STATEMENT OF PURPOSE...ii SUPERVISOR APPROVAL...iii AKNOWLEDGMENT...iv ABSTRACT...v TABLE OF CONTENTS...vi LIST OF FIGURES...ix LIST OF TABLES...xi CHAPTER 1 INTRODUCTION EMP Kangean Company Profile Background Problem Definition Thesis Objectives Scopes...5 CHAPTER 2 FUNDAMENTAL THEORY Methodology ERP Application Database Basic Concept of Database Database Security Portal Application History Enterprise Corporate Portal Business Process Modeling Types of Innovations The Integration Process...17 iii

4 2.6 Sarbanes-Oxley Current Configuration Business Application Oracle Portal Financial and Accounting Systems (FAS) FAS Business Process Material Management and Inventory System (MMIS) MMIS Business Process MMIS Business Flow Human Resource Information System (HRIS) Recruitment Timesheet HRIS Menu Personnel Training Medical Record HRIS Payroll...44 CHAPTER 3 SOLUTION Solution Scope Solution Overview System Architecture IT Infrastructure Early Warning for Contingency Business Process Audit Trail Simulation Process Establishing ERP and IT Perfomance Measures New Business Process Financial Accounting System FAS Account Payable...74 iv

5 FAS Treasury Material Management and Inventory System HRIS Recruitment Information Economics Components Formulation Measurement of Economics Impact and Return on Investment (ROI) Cost of Employee Reduction Cost of Office Stationary Reduction Value Linking Value Acceleration Inventory Cost Reduction Value Restructuring...90 CHAPTER 4 SUMMARY Conclusion Recommendation...96 REFERENCES...98 GLOSSARY...99 APENDIX A APENDIX B CURICULLUM VITAE... v

6 LIST OF FIGURES Figure 1.1 Kangean PSC Working Area...2 Figure 2.1 Types of Innovation...16 Figure 2.2 The Integration Process Figure 2.3 The Integration Process Figure 2.4 EMP Kangean Business Application Diagram...21 Figure 2.5 EMPKL Corporate Web Portal...22 Figure 2.6 Login Screen Financial and Accounting System Application Figure 2.7 Financial and Accounting System Menu Figure 2.8 Voucher View...25 Figure 2.9 Voucher Payment View...25 Figure 2.10 Internal Voucher Payment...26 Figure 2.11 FAS Business Process Flow...27 Figure 2.12 FAS Account Payable (A/P) Business Process...28 Figure 2.13 FAS Treasury Business Process Flow...29 Figure 2.14 Login Screen MMIS...30 Figure 2.15 Request for Service Creation...30 Figure 2.16 Request for Services Print Out...31 Figure 2.17 Request for Material Creation...32 Figure 2.18 Request for Material Print Out...33 Figure 2.19 MMIS Business Process...34 Figure 2.20 MMIS Context...35 Figure 2.21 Business Process RFM Stock Items...36 Figure 2.22 Business Process RFM Stock Items Responsibilities...36 Figure 2.23 Business Process RFM Stock Items RFM Status...37 Figure 2.24 Business Process RFM Non Stock Items RFM Status and Responsibilities...37 Figure 2.25 Business Process RFS Status and Responsibilities...38 vi

7 Figure 2.26 HRIS Menu...39 Figure 2.27 HRIS Application Menu...39 Figure 2.28 Business Process Recruitment (HRIS)...41 Figure 2.29 HRIS Payroll Business Flow...45 Figure 3.1 Domino Connectivity for Managing Internet/ Extranet/ Intranet Information...47 Figure 3.2 Lotus Domino Architecture for Workflow, Collaboration, and Document Management...49 Figure 3.3 Firewall...53 Figure 3.4 Request for Material (RFM), Job Diagram...66 Figure 3.5 Request for Material Approval Viewed in a Browser...67 Figure 3.6 Types of Performance Metrics...73 Figure 3.7 FAS: Account Payable Process...75 Figure 3.8 FAS: Treasury Process...76 Figure 3.9 New Business Process for RFM MMIS...78 Figure 3.10 New Employee Recruitment Business Process...80 vii

8 LIST OF TABLES Table 2.1 HRIS Payroll Data Information...44 Table 3.1 E-Workflow for Enterprise Integrated Application Cost...81 Table 3.2 e-workflow Maintenance Support...82 Table 3.3 Cost of Employee Salary Before E-Workflow...82 Table 3.4 Cost of Employee Salary After E-Workflow Implementation...83 Table 3.5 Cost of Stationary Paper Usage before E-Workflow Implementation...84 Table 3.6 Economic Impact Cost Reduction...85 Table 3.7 Economic Benefits - Value Linking...87 Tabel 3.8 Economic Impact - Value Linking...87 Table 3.9 Inventory...89 Table 3.10 Economic Impact Value Accelerating...90 Table 3.11 Salary Scheme...91 Table 3.12 Work Load Productivity...91 Table 3.13 Economic Impact Value Restructuring...92 viii