1 pertemuan 5 bisnis proses matakuliah: h0472 / konsep sistem informasi tahun: 2006 versi: 1

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Pertemuan 5Bisnis Proses

Matakuliah : H0472 / Konsep Sistem Informasi

Tahun : 2006

Versi : 1

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Learning Outcomes

Pada akhir pertemuan ini, diharapkan mahasiswa

akan mampu :

• Menjelaskan tools untuk proses modeling dalam pembuatan bisnis proses

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Outline Materi

• Dokumentasi bisnis proses

• Evaluasi performance dari bisnis

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Let’s quickly look at the Ford Payment case

• What are the elements of the WCA?

• Customer, product, business process, participants, information and technology

• Today we’re going to drill down on the business process and information– We want to look at the business processes

and information for background as we look at DFD’s and flowcharts

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©1999 Addison Wesley Longman Slide 1.3

Table 3.1Ford’s New Payables System

CUSTOMER

Ford’s suppliers

Ford’s manufacturing and purchasing departments

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©1999 Addison Wesley Longman Slide 1.4

Table 3.1Ford’s New Payables System

PRODUCT

Verification that the the order was fulfilled correctly bythe supplier

Payment to the supplier

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©1999 Addison Wesley Longman Slide 1.5

Table 3.1Ford’s New Payables System

BUSINESS PROCESS

Major Steps:

•Order material

•Receive shipments

•Reconcile receipts with purchase orders

•Pay suppliers

Rationale:

•store purchase orders in a shared database

•accept shipments only if they match the purchase order

•pay on receipt, not invoice

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©1999 Addison Wesley Longman Slide 1.6

Table 3.1Ford’s New Payables System

PARTICIPANTS

Purchasing department

Receiving department

Accounts payable department

INFORMATION

Purchase order

Receipt confirmation

TECHNOLOGY

Computer systemsupporting a shareddatabase

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Process Modeling: Documenting Business Process Architecture

• Data Flow Diagrams

• Flowcharts

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Data Flow Diagrams

• Simple, easy-to-use symbols

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Context diagram

• The “big picture” for the process and the external interfaces

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High level DFD

• Ford’s original purchasing system, per the case

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Dividing one process into subprocesses

• The order process can be seen as:

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Adding more detail with flowcharts

• Standard flowchart symbols…

• Do you see any outdated symbols?

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A sample flowchart

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Now, let’s work through an example

• Take a look at Web-based class registration– First a context diagram– Then a process-oriented DFD– Then a Flowchart

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Let’s consider Architectural Characteristics of a Business Process

• Degree of Structure

• Range of Involvement

• Level of Integration

• Complexity

• Degree of Reliance on Machines

• Attention to Planning, Execution & Control

• Treatment of Exceptions & Errors

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What do these characteristics mean?

©1999 Addison Wesley Longman Slide 1.13

Table 3.2Impacts of Architectural Characteristics of Business Processes

DEGREE OF STRUCTURE

Problem if the level is too high:•People doing the work are prevented from their judgement.•People doing the work feel like cogs in a machine because they have too little autonomy.

Problem if the level is too low:•Easily forseeable errors occur because well-understood rules are not applied consistently.•Outputs are inconsistent.

RANGE OF INVOLVEMENT

Problem if the level is too high:•Work is slowed down because too many people get involved before steps are completed.

Problem if the level is too low:•Work is performed based on narrow or personal considerations considerations, resulting indecisions that may not be the best for the overall organization.

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©1999 Addison Wesley Longman Slide 1.14

Table 3.2Impacts of Architectural Characteristics of Business Processes

LEVEL OF INTEGRATION

Problem if the level is too high:•Steps in the process are too intertwined.•Participants in different business processes get in each other’sway.•To change one step it is necessary to analyze too many other steps or processes.

Problem if the level is too low:•Steps in the processes are too independent.•The process needs greater integration to produce results.

COMPLEXITY

Problem if the level is too high:•Participants, managers, and programmers have difficulty understanding how the systemoperates or what will happen if it is changed.

Problem if the level is too low:•The system cannot handle the different cases that it should be able to handle.

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©1999 Addison Wesley Longman Slide 1.15

Table 3.2Impacts of Architectural Characteristics of Business Processes

DEGREE OF RELIANCE ON MACHINES

Problem if the level is too high:•People become disengaged from their work.•People’s skills may decrease.•Mistakes occur because people overestimate what the computers areprogrammed to handle.

Problem if the level is too low:•Productivity and consistency decrease as bored people perform repetitive workthat computers could do more efficiently.

ATTENTION TO PLANNING, EXECUTION, AND CONTROL

Problem if the level is too high:•Too much effort goes into planning and controlling within the process, and notenough goes into execution.

Problem if the level is too low:•Insufficient effort in planning and control leaves the business process inconsistentand unresponsive to customer requirements

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©1999 Addison Wesley Longman Slide 1.16

Table 3.2Impacts of Architectural Characteristics of Business Processes

TREATMENT OF EXCEPTIONS, ERRORS, AND MALFUNCTIONS

Problem if the level is too high:•The process focuses on exceptions and becomes inefficient and inconsistent.

Problem if the level is too low:•The process fails altogether or handles exceptions incorrectly, resulting in lowproductivity or poor quality and responsiveness perceived by customers.

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For our example of class registration, let’s consider:

• How the process maps onto the architectural characteristics described in the chapter

• How the process would change with modifications of the characteristics

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Evaluating Business Process Performance

• Rate of Output

• Consistency

• Productivity

• Cycle Time

• Flexibility

• Security

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Again, for our example of class registration, let’s consider:

• What performance variables are most important?

• What performance variables are the least important?

• How can we measure the performance of the system?

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Is Management a Business Process?

• What do managers do?

• What type of information does a manager need?

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Closing

• Bisnis Proses

• Evaluasi performance dari bisnis