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)
Sub Capaian Pembelajaran MK

“Mahasiswa mampu memahami langkah – langkah proses

identifikasi yang fokus kepada kunci proses”

“Mahasiswa mampu melakukan perancangan arsitektur

proses”
Sub Capaian Pembelajaran MK
 Process
identification

Process
Process architecture
architecture

Conformance
Conformance and
and Process As-is
As-is process
process
performance insights
performance insights discovery model
model

Process
monitoring and Process
controlling analysis

Executable
Executable Insights
Insights on
on
process
process weaknesses
weaknesses and
and
model
model their
their impact
impact

Process Process
implementation To-be
To-be process
process redesign
model
model
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).
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
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
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
Process Architecture
Architecture: high level picture of an
organization
General Environmental Influences:
Local and global economies, government regulations,
Suppliers & Partners and social trends Customers & Owners

Your Organization information &

Labor people dividends
Shareholders
Markets

requests for new products

Capital capital
Markets marketing Markets
contacts

sales contacts Customers

Customers
orders
Research technology
Community

products & services

delivered
Vendors
materials support requests

competitive products
Competitors
“Process” Architecture

Value chains
The US and world economies,
government regulations, and social trends
Suppliers & Partners Customers & Owners
information
Labor people BPT Delivery & dividends
Shareholders
Markets

Southern US and Central

America
Deliver Packages via Air & Ground Individuals &
Businesses that want
Capital capital on site pickup &
Markets delivery

Manage Outsourced Supply Chain Southern US and Central

Operations America
Research technology
Community Businesses that want
to Outsource Delivery
Operations

Finance Supply Chain Operations Businesses that

need transport
Vendors
financing
materials

competitive products
UPS, FedEx. US & Mexican Postal Services
Components of a Process
Architecture

Management
Processes

Customers / Owners
Suppliers / Partners

Core Processes

Support Processes
After P
Core, Management and Support
Processes

Management processes Sign

provide direction, rules and Contracts
practices
Establish
Sourcing Plan
Evaluate
Vendors
Procedure Vendors
Process

Core processes
Fill Order Process
generate value as they
are directly linked to Receive Approve Deliver
Fill Order
external customers Order Order Order

Reorder
Supplies
Support processes provide
Stock Process Order
resources to be used by other Supplies Supplies
processes
Receive
Supplies
Process Architecture Example
Television New Zealand
Process Architecture Example
WA Water Corporation
Process Architecture Example
An insurance company

Strategic
Management

Corporate Investor
Development Relations

Management Processes
Risk Assessment Market
and Management Development

Sales and Marketing

Underwriting Policy Claims

Management Servicing Management

Collections and Disbursement

Asset Management
Core Processes
Finance/ Legal/
Reinsurance IT HR
Treasury Audit

Enabling Processes
Process Architecture Example
Contoh Value Chain Pertamina GAS

QM & HSE
Corporate Secretary
SUPPORT ACTIVITIES

Finance
Planning & Portofolio
Bussines Support (Human Resource,

Margin
Corporate Support, ICT)
Internal Audit
Supply Chain Management

Pengembangan Usaha Penyaluran Gas

PRIMARY ACTIVITIES
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

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
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

Process Identification
Hierarchy

Core processes
Support processes
Management processes

Quote handling
Product delivery
Invoice handling

Detailed quote
handling process
Hierarchy Example: British Telecom

Model structure, methodology and

Meta modelling standards
Level

Process Levels Business Levels

Defines business activities
Level A Distinguishes operational customer
Business Activities oriented processes from
management and strategic process

Shows groups of related business

Level B Logical functions and standard end-to-end
Process Groupings Levels processes (e.g. Service Streams)

Level C Core processes that combine

together to deliver Service Streams
Core Processes and other end-to-end processes

Level D Decomposition of core processes

into detailed ‘success model’
Business Process Flows business process flows

Detailed operational process

Level E Physical
Operations

flows with error conditions and

Operational Process Flows product and geographical
Levels

Levels
variants (where required).

Level F Further decomposition of detailed

Detailed Process Flows operational where required

© British Telecommunications (2006)

 Strategic View

Implementation Process Layer Business Layer

Level A
Business Activities Business Business Business
Objectives KPIs Balanced Scorecard

Level B
Business Unit Business
Process Groupings Unit KPIs Business Unit Value Streams
Objectives Scorecard
Level C
Core Processes Business Process
Operational Unit
Objectives Value Streams

Level D
Business Process Flows

Level E
Operational Process Flows

Level F
Detailed Process Flows

Davis (200
 Process View

Implementation Process Layer Business Layer

Level A Business
Business Activities Activities

Level B Value Domains

End-to-End Service Streams
Process Groupings Business Functions Enabling Streams
Processes Process Service Lines

Level C
Core Processes Core
processes

Level D
Tasks
Business Process Flows Processes

Level E Steps
Operational Process Flows Sub-processes Resources

Level F Operations
Detailed Process Flows Detailed Processes Detailed Resources

Davis (2005
 Organization View

Implementation Process Layer Business Layer

Level A
Business Activities Business

Level B
Process Groupings Business Units

Level C
Core Processes
Operational Units
Level D
Business Process Flows
Operational Teams

Level E
Operational Process Flows Operational Roles

Level F
Detailed Process Flows

Davis (200
 Data View

Implementation Process Layer Business Layer

Level A
Business Activities
Cust
contact
Customer
cn Inquiry
n

Level B
Customer Cust 1
budget
1 1 1 1 n
1 1 1

Customer Customer
Account 1 Offer

1 1
Customer

Process Groupings
credit
1 limit n
1

Corporate Data Model

Level C
Function
Core Processes Business Data
Information

Level D
System
Process Function Entities
Business Process Flows Information Entities

Level E Phone #

department

Operational Process FlowsProcedural

Title

Function
Information Attributes

Level F
Phone #

department

Title

System
Detailed Process Flows
Attributes

Davis (2005
 System View

Implementation Process Layer Business Layer

Level A
Business Activities

Level B System
Process Groupings Domains

Level C
System
Core Processes Types

Level D
Business Process Flows System Types and Systems and
Modules Types Modules

Level E
Operational Process Flows Screens
System IT Functions

Level F
(System Specific)
Detailed Process Flows

Davis (2005)
Hierarchy Example: QLD
Shared Service Agency

Level A
Hierarchy Example: QLD Shared
Service Agency

Level B

Level C
Hierarchy Example: QLD Shared
Service Agency

Level D
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

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

L O
Low
Poor Good

0 Process Health 4
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
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.
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!!
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