1. Dokumentasi Perubahan Proses: Studi Kasus BPM
IK305 Infrastruktur Teknologi Informasi
Suryo Widiantoro, ST, MMSI, M.Com(IS)

2. Capaian Pembelajaran Materi Perkuliahan
Mahasiswa mampu membuat dokumentasi perubahan proses menggunakan BPM

3. Topik Bahasan
Studi kasus BPM

4. Studi Kasus BPM

5. USING TSI TO INTRODUCE BPM
A fictitious business case TSI is presented and used in this section to provide examples of BPM.
We will now turn to the usage of BPMN. Several extensions of basic BPMN will also be introduced.
The process map was shown and move to process diagrams.

6. Process Map for TSI

7. Creating Business Process Models
One of TSI’s core competency processes (customers purchase tickets or—from TSI’s vantage point —sell tickets to the customer) will be used to create a business process model.
This process will take a customer-centered view (i.e., the customer will initiate the transaction and drive what happens), and the customer will select a show, a venue, a date, and a time.
Once the customer provides his or her credit card information, TSI takes that information and attempts to charge the credit card.

8. TSI passes the credit card information to a credit card company that attempts to charge the card.
If the card is valid and has available credit, the card is charged and TSI prints the tickets.
The tickets can be printed either at a kiosk or on a customer’s computer printer if the purchase is being made through TSI’s website.
The credit card company has a compensatory activity—card declined—for which it records the transaction attempt but does not charge the credit card.

9. This diagram will provide extensions to two previously discussed graphic elements, the end event with a message and the annotation:

11. Modeling an ICT Recommendation for TSI
We will assume that TSI is up and running. As-is versus to-be modeling will now be more thoroughly explained and an example given.
As-is process modeling visualizes an existing work flow, while to-be process modeling develops a target business work flow to achieve the (optimal) stated goals of the process redesign.
When creating as-is processes, do not fall into the trap of trying to solve work-flow problems; instead, focus on how things are currently done.
When you create the to-be process, you can focus on process change.

12. Creating the to-be process is based on analyzing the as-is process.
The business analyst will start with the as-is process and discuss recommendations based on careful analysis, stakeholder input, and project goals and objectives developed with management.
Recommendations may include:
processes left as is,
Processes changed to improve operational efficiency through automation or process redesign,
processes that are introduced or scrapped and redesigned, or
outsourcing or insourcing tasks to reduce costs or improve efficiencies.

13. TSI’s As-Is Process: Handling a Customer Service Call
Creating the customer service business process model for customer service calls at TSI can be divided into the following steps:
The analyst interviews the staff at TSI, Genenco, and perhaps the credit card company. Interviews at TSI would yield the greatest detail because it is the company that employs the analyst. Genenco would yield the next greatest detail as a subcontractor to TSI. The credit card company would probably yield the least amount of detail because it is the most external to TSI.
A written description (handling a customer service call) would be created and confirmed with the staff.

14. The business process model would be created based on the description agreed to by the staff. For this model the following would occur:
Four pools would be created: (1) incoming call (e.g., customer, venue), (2) TSI, (3) Genenco, and (4) credit card company.
The TSI pool would be split into two lanes: (1) customer service and (2) venue team. Each of these two swim lanes represents different teams or groups of participants at TSI.
The processes would be diagrammed. TSI’s processes will have the most detail because they are internal to the company (i.e., a ‘‘white box’’ approach), while external participants will have less detail (i.e., a ‘‘black box’’ approach).

16. Three extensions to BPM graphic symbols are found:

17. TSI’s To-Be Process: Handling a Customer Service Call
After analysis, we have selected the following recommendations:
ICT recommendation (ICT strategy). Modify the handling of customer service calls; introduce computer telephony integration (CTI) to support call center integration with TSI’s phone system and ICT infrastructure.
Where is my organization today (as-is process)? CTI is not part of the current ICT infrastructure. The infrastructure (ICT and phone) should be built out to support CTI.

18. Where do we want to be after this change (target, goal, objective, and measurement)? Have a CTI system that fully integrates Genenco’s application with the telephone system and will do the following:
Reduce the average amount of time spent on each call.
Reduce the average time customers spend on hold.
Increase customer satisfaction survey results.
What will it take to get to our target (gap analysis)? A new telephone system and additional ICT resources.
Project champion or team. Managers from the call center, operations, and IT along with appropriate staff.

19. Business process changes
Business process changes. A CTI solution should be implemented and should include these business process changes:
This CTI system should allow customers and venues to register phone numbers that will automatically be transferred to the appropriate team (customer service or venue team).
Customer service staff should be cross-trained so that customer service representatives can handle all types of calls (i.e., ticket sales, credit card sales, venue inquiries, other).

20. The Genenco application should incorporate CTI functionality and automatically pull up customer and venue records based on the incoming phone number.
The phone system initial call menu should continue to recognize the hidden 987 number to give venues priority in the call center incoming call line and transfer the venue to the next available customer service team member.
Genenco processes will not be changed because they are external to TSI.
TSI should not get directly involved in credit card issues. Therefore, the credit card company will no longer appear as part of the business process model. Rather, customers should be told to call their credit card companies directly when credit card issues beyond TSI’s control are identified.

22. Terima Kasih