Matakuliah
Tahun
Versi
: H0472 / Konsep Sistem Informasi
: 2006
:1
Pertemuan 5
Bisnis Proses
1
Learning Outcomes
Pada akhir pertemuan ini, diharapkan mahasiswa
akan mampu :
• Menjelaskan tools untuk proses modeling
dalam pembuatan bisnis proses
2
Outline Materi
• Dokumentasi bisnis proses
• Evaluasi performance dari bisnis
3
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
4
Table 3.1
Ford’s New Payables System
CUSTOMER
Ford’s suppliers
Ford’s manufacturing and purchasing departments
©1999 Addison Wesle y Longma n
Slide 1.3
5
Table 3.1
Ford’s New Payables System
PRODUCT
Verification that the the order was fulfilled correctly by
the supplier
Payment to the supplier
©1999 Addison Wesle y Longma n
Slide 1.4
6
Table 3.1
Ford’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
©1999 Addison Wesle y Longma n
Slide 1.5
7
Table 3.1
Ford’s New Payables System
PARTICIPANTS
INFORMATION
TECHNOLOGY
Purchasing department
Purchase order
Receiving department
Receipt confirmation
Computer system
supporting a shared
database
Accounts payable department
©1999 Addison Wesle y Longma n
Slide 1.6
8
Process Modeling:
Documenting Business
Process Architecture
• Data Flow Diagrams
• Flowcharts
9
Data Flow Diagrams
• Simple, easy-to-use symbols
10
Context diagram
• The “big picture” for the process and the
external interfaces
11
High level DFD
• Ford’s original purchasing system, per the
case
12
Dividing one process into
subprocesses
• The order process can be seen as:
13
Adding more detail with
flowcharts
• Standard flowchart symbols…
• Do you see any outdated symbols?
14
A sample flowchart
15
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
16
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
17
What do these characteristics
mean?
Table 3.2
Impacts 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 in
decisions that may not be the best for the overall organization.
©1999 Addison Wesle y Longma n
Slide 1.13
18
Table 3.2
Impacts 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 system
operates 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.
©1999 Addison Wesle y Longma n
Slide 1.14
19
Table 3.2
Impacts 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 are
programmed to handle.
Problem if the level is too low:
•Productivity and consistency decrease as bored people perform repetitive work
that 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 not
enough goes into execution.
Problem if the level is too low:
•Insufficient effort in planning and control leaves the business process inconsistent
and unresponsive to customer requirements
©1999 Addison Wesle y Longma n
Slide 1.15
20
Table 3.2
Impacts 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 low
productivity or poor quality and responsiveness perceived by customers.
©1999 Addison Wesle y Longma n
Slide 1.16
21
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
22
Evaluating Business Process
Performance
•
•
•
•
•
•
Rate of Output
Consistency
Productivity
Cycle Time
Flexibility
Security
23
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?
24
Is Management a Business
Process?
• What do managers do?
• What type of information does a manager
need?
25
Closing
• Bisnis Proses
• Evaluasi performance dari bisnis
26