1. Pertemuan 06 Modeling Business Processes Matakuliah: M0034 /Informasi dan Proses Bisnis Tahun: 2005 Versi: 01/05

2. Learning Outcomes Pada akhir pertemuan ini, diharapkan mahasiswa akan mampu : Menghubungkan proses proses dalam bisnis Menjelaskan model real dari proses bisnis

3. Outline Materi Managing Business and Information Processes Model REAL

4. Lanjutan Dari Pertemuan 05

5.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Recommendations PlanExecuteEvaluate Management Process Business Processes Information Processes Data Managing Business and Information Processes Rules Trigger Measures Resources Objectives Opportunities/Risks

6.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Information processes Trigger Information System Response Report (in many forms) Decision Making Needs of Information Customers Business events Information System Response Record (event data) Maintain (agent, resource, location data) Information processes Trigger Processes that Trigger Information System Responses

7.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Acquisition / Payment Process n Regardless of the type of good or service being acquired, the following are typical operating events in the acquisition / payment business process: ä Request goods or services. ä Order goods or services. ä Receive and inspect goods or services. ä Store and/or maintain goods. ä Pay for goods or services. ä Return goods. n Some organizations : ä may order the events differently, ä may use a subset of the events, or ä may add more detailed events.

8.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Sales/Collection Process n Although there is some diversity across the types of goods and services sold, the sales/collection process typically includes the following events: ä Receive an order for goods or services. ä Select and inspect goods or services to be delivered. ä Prepare goods or services for delivery. ä Deliver goods or services. ä Receive payment for goods or services. ä Accept customer returns of goods. n Some organizations : ä may order the events differently, ä may use a subset of the events, or ä may add more detailed events.

9.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Conversion Process n Finally, examples of some of the more general activities in the conversion process include: ä Assembling. ä Growing. ä Excavating. ä Harvesting. ä Basic manufacturing (e.g., metals, woods, and chemicals). ä Finished manufacturing (e.g., tools, instruments, and components). ä Cleaning. ä Transporting. ä Distributing. ä Providing (e.g., power, water, protection, and communication). ä Educating. ä Discovering (e.g., research and development).

10.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill  Analyzing the Standish market, competitors, and customers.  Deciding what pizzas to place on Golden’s menu.  Determine if the cooked pizza is correct for the customer presenting his/her copy of the order form.  Receive customer pizza order.  Receive customer payment.  Make pizza.  Box pizza.  Give pizza to customer. Decision/ManagementOperating EventsInformation Events  Record customer order.  Calculate order amount.  Mark order “Paid.”  Give customer copy of order.  Give cook copy of order.  Tape order to pizza box.  Remove copy of order from box.  Send order copies to accounting. Process Analysis: Golden Pizza Trigger  Generate a customer analysis report.  Generate a report of sales by pizza type.  Generate a gross margin analysis.  Generate a report of lost sales due to the 20 minute guarantee. Trigger

11.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Developing a REAL Business Process Model n REAL Business Process Modeling is a formal method of identifying and representing the essential characteristics that collectively describe business processes and events. n The title REAL is an acronym for Resources, Events, Agents, and Locations. n Preparing a REAL Business Process Model requires you to identify strategically significant business activities and essential characteristics about these business activities (see Exhibit 2-4).

12.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Exhibit 2-4 Real Business Process Model Matrix Strategically relevant events What happened? How is each event executed and why is it executed.? Date/Time When did each event occur? Internal and external agents What roles are performed and who/what agents perform the roles in executing each event? Resource(s) What kinds of resources were involved and how much was used?. Location Where did the event occur? Risks What can go wrong in executing the event?

13.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Step 1: Understand The Organization’s Environment and Objectives n REAL modeling is an aid in analyzing an organization and its activities. n Collect data and insights about the organization’s objectives, industry, value chain, strategies, product lines, and customers. n Pay attention to the organization’s people, structure, technologies, and measurements. n A better understanding of these factors will enhance your ability to evaluate business processes and identify processes and events that are not valuable, not competitive, and/or not meeting the objectives of the organization

14.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Industry The Company Understanding the Business Environment Competitors Technologies Customers Economic Forces People Capital Technology Value Chain Products Structure Objectives Strategies Measurements

15.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Step 2: Review the Business Process and Identify the Strategically Significant Operating Events n Begin by dividing the organization into its business processes. “What happened? How and Why? ” n REAL graphical model—include the strategically significant operating events that comprise a business process. (the ones that the organization wants to plan, evaluate and execute/or control) n Begin your REAL graphical model by representing events as rectangles with a descriptor inside the rectangle. Select terms that accurately describe each operating event. We suggest using an active voice to name events. Receive Customer Order

16.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Using the Worksheet Receive Customer Order An event trigger is the action that initiates the event. Sample triggers include a previous event, input from an external entity, a decision by an internal agent, or a business need. Planning, executing and evaluating business processes are vehicles for implementing and supporting organizational strategies. Therefore, the why question is answered by defining where a particular event fits into the fabric of an organization’s business processes and the event’s relative importance in accomplishing the organization’s strategy. Be careful not to identify “information events” as “operating events.” To avoid this error, focus on the essential characteristics about business activities “What kind of resources were involved and how much was used?” If, by chance, you mistake an information event (e.g., Print Customer Invoice) for the operating event (e.g., Receive Customer Order) you will struggle to answer some of the questions. An operating event is strategically significant if an information customer wants information to help him/her plan, execute, control, or evaluate that activity. Strategically significant events also include those that are regulated or mandated (e.g., inspecting meat, paying taxes, or performing an environmental study).

17.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Exhibit 2-5 McKell’s Retail Model: Step 2 Events Sell merchandise Receive customer payment McKell’s Retail Store has hired you to analyze their sales/collection process. Customers can purchase a variety of merchandise from McKell’s store. Each sale involves a customer assisted by a salesperson. The customer can buy one or more items of merchandise. McKell’s sales force randomly assists customers (McKell’s does not assign customers to specific salespersons); and each sale occurs at a specific register (McKell’s has several registers). Individual items of merchandise are not uniquely identified. This means that McKell’s does not assign a unique identifier to each white T-shirt sold, or each pair of size 9 white tennis shoes. The customers are allowed to pay with cash, check, or credit card.

18.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Step 3: Analyze Each Event Listed In Step Two To Identify The Event Resources, Agents, And Locations n Describe essential characteristics of the events—the characteristics which: ä if omitted, would render an inaccurate or incomplete description of the event. ä form the basis for generating outputs for information customers to plan, execute, control and evaluate organization activities. n What kinds of resources were involved? n What roles are performed and who/what agents perform the roles? n Where did the event occur? (location)

19.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Exhibit 2-6 McKell’s Retail Store REAL Model: Step 3 Sell Merchandise Receive Customer Payment Events Merchandise Cash Register Salesperson Customer Agents Location Resources

20.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Step 4: Identify The Relevant Behaviors, Characteristics, And Attributes Of The Events, Resources, Agents, And Locations  At what time or sequence in the process should the event occur?  What are the exceptions to the “normal” ordering of events in the process?  What is the proper authorization or approval to execute this event?  What is a reasonable amount of resource associated with this event?  What are the acceptable locations for executing this event?  What is an acceptable time period between events in a business process?  How might the order of events vary by customer?  Does the location from which goods are shipped matter?  How many salespeople are assigned to each customer?  Should a sales order clerk have custody of cash?  Can a customer have two different addresses? Why or why not?

21.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Sequence of Events n The sequence of events may also be a function of the physical characteristics of the event. In this case, construction techniques, local regulation, and laws of nature determine the event sequence. n Sometimes the sequence of events is dictated by customer preference. Receive payment Ship merchandise Receive payment Ship merchandise OR Provide Credit Cash in Advance Business Policies Constructing a building  Excavate Construction Site  Pour Foundation  Lay Floor  Frame Building  Side Building  Install Rough Plumbing  Install Rough Electrical

22.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Event Risks n An operating event occurring at the wrong time or sequence, n An operating event occurring without proper authorization, n An operating event involving the wrong internal agent, n An operating event involving the wrong external agent, n An operating event involving the wrong resource, n An operating event involving the wrong amount of resource, and/or n An operating event occurring at the wrong location.

23.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill McKell's Retail Sale Store Case Checkpoint—Business Rules n Each sale takes place at a specific register (location). n Each sale involves only one customer (external agent). n Only one salesperson (internal agent) is responsible for each sale. n Each sale involves one or more items of merchandise (resource). n McKell's merchandise items are not uniquely identified. Each instance of Merchandise refers to a type or class of Merchandise (e.g. size 12 white T-shirt, or size 9 white tennis shoes, or size 5 leather gloves). The salesperson and customer do not have a direct relationship, because McKell does not assign customers to specific salespersons. The customer and salesperson are related only through the sale.

24.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill McKell’s Retail Store Case Checkpoint—Business Rules While analyzing this event, you may document several additional rules, such as: ä Sales can only involve merchandise, not fixed assets. ä Sales cannot involve more merchandise (quantity) than McKell has on hand. ä Sales cannot involve merchandise McKell does not offer. ä Each sale must take place at only one register and the register identification must match a register identification on record. ä Each sale must include only one salesperson whose identification matches a salesperson identification on record.

25.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Step 5: Identify And Document The Direct Relationships Between Resources, Events, Agents, And Locations n Draw a line from each event to each resource, internal agent, external agent, and location associated with that event. On the line, add a meaningful term or phrase that describes the relationship between the objects. See Exhibit 2 - 7 or 2 - 8. n Graphically display events that are related to other events to show the required sequence of events in a business process. Draw lines from event to event in the correct sequence n Document direct relationships between pairs of agents, locations, and resources that exist independently of an operating event. Connect the pairs with a line.

26.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Exhibit 2-7 Template Without Diamonds Place Relationship Descriptions on the Lines Resource Internal Agent External Agent External Agent Location Event Internal Agent Resource Event Location External Agent External Agent

27.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Exhibit 2-8 Template With Diamonds Place Relationship Descriptions inside the Diamonds Resource Internal Agent External Agent External Agent Location Event Internal Agent Resource Event Location External Agent External Agent

28.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Exhibit 2-9 McKell’s Retail Store REAL Model: Step 5 Sell Merchandise Receive Customer Payment Receive Customer Payment Merchandise Cash Register Salesperson Customer involves takes place at takes place at increases internal agent internal agent external agent external agent results in results in

29.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Identifying Direct Relationships Example: A sales/collection business process that consists of three events: Take Customer Order, Sale Inventory, and Collect Cash Step 1: Relationships between the event(s) and related resources, agents, and locations Related Objects order - inventoryorder - salesperson order - customersale - inventory sale - customercash receipt - cash cash receipt - customer

30.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Example: A sales/collection business process that consists of three events:Take Customer Order, Sale Inventory, and Collect Cash Step 2: Relationships between directly related events (e.g. consecutive or sequential events that occur during the business process) Related Objects order - sale sale - cash receipt Step 3: Relationships between any resources, agents, or locations that have a direct relationship independent of any event occurring. Related Objects salesperson - customer Identifying Direct Relationships (cont.)

31.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Step 6: Validate The Real Business Process Model With Business Persons n Those who understand the details and objectives of the business process and events being modeled should perform the validation. n Validation sessions should result in either the confirmation of the model’s accuracy or modification of the model. n Modifications typically involve decomposing one or more operating events into more detailed operating events, or combining events. n Once a REAL model is created, does it need updating or maintenance? Yes. The nature of business processes and events can change over time. More importantly, in today’s fast paced world, the nature of business processes and events often must change with time.

32.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Linking Processes n Understanding the relationship between individual business processes is very important. n Collectively business processes result in the acquisition of goods and services, the conversion of acquired goods and services into goods and services for customers, the delivery of the goods and services to customers, and the collection or payment from customers. n Business processes are linked together in two ways: ä by sharing common resources or ä by an event in one process triggering an event in another process. n For example, consider the simple model presented in Exhibit 2 - 11.

33.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Exhibit 2-10 Partial REAL Diagram for Linked Business Process Example Receive goods from vendor Pay vendor for goods Receive customer payment Ship goods to customer Inventory Cash Acquire financing Acquire human resource Human resource Pay for human resource Repay vendor + + - + - - - +

34.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Appendix Two Further Practice Using REAL Modeling—Cherry Bee, Inc. n Cherry Bee, Inc. is a small bee keeping operation located in Preston, Idaho. Each spring Marc, the owner, hires several beekeepers to manage and care for the hives owned by Cherry Bee. Marc pays these hive workers weekly during the spring, summer, and fall. n Marc purchases new supplies and materials for hive workers to use. The beekeepers go to the fields to check each hive, medicate each hive, clean any dead bees out of the hive, and add sugar water if the supply of honey in the hive is low. Hire Workers Business Events Pay Workers Purchase Supplies Check hives

35.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Appendix Two Further Practice Using REAL Modeling—Cherry Bee, Inc. n Twice during the summer, hive workers extract honey from the hives. Then they go into the supply barn to strain the honey and package the finished product in a variety of different sized containers. The finished honey is placed on shelves in the storage room. In the late fall, hive workers again check each hive, give them more medicine, and wrap the hives in black plastic to keep them warm during the winter. n Throughout the year, customers purchase honey from Marc at the Cherry Bee Store. Some commercial customers purchase the honey on account, while most customers pay cash. Marc purchases the supplies both on account and with cash from local vendors. The medicine, sugar, and black plastic are kept in the supply barn along with other supplies and materials, as well as the honey inventory. Extract honey Strain honey Package honey Store honey Sell honey Receive Payment Pay for Supplies Store Supplies

36.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Exhibit 2-11 Cherry Bee Business Processes Hire workers Pay workers Labor Acquisition/ Maintenance/ Payment Process Labor Acquisition/ Maintenance/ Payment Process Supplies and Materials Acquisition/ Maintenance/ Payment Process Supplies and Materials Acquisition/ Maintenance/ Payment Process Purchase supplies Pay for supplies Store Supplies Conversion Process Conversion Process Check hives Extract honey Strain honey Package honey Store honey Sell honey to customer Sell honey to customer Receive payment for honey sold Receive payment for honey sold Sales/Collection Process Sales/Collection Process

37.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Cherry Bee Business Process Model Matrix Event Internal Agents Internal Agents External Agents External Agents Resources Purchase mat. & supplies Pay for mat. & supplies Hire workers Pay workers Store mat. & supplies Check hives manager (Marc) Potential workers cashier (Marc), hive workers vendors hive workers purchasing agent (Marc) payables clerk (Marc) hive workers human labor cash materials & supplies cash materials & supplies hives, mat. & supplies

38.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Cherry Bee Business Process Model Matrix Store mat. & supplies Check hives Extract honey Strain honey Package honey Store honey Sell honey Collect payment hive workers store worker (Marc) cashier (Marc)customers hives, mat. & supplies packaged honey cash Event Internal Agents Internal Agents External Agents External Agents Resources hives, mat. & supplies store worker (Marc) packaged honey

39.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Cherry Bee Business Process Model Matrix Locations Business Objectives Event Trigger vendor store Cherry Bee store at Cherry Bee or vendor store supply barn field Have mat. & supplies on hand when needed, pay lowest prices.. Pay for supplies in a timely to maintain vendor goodwill... Store materials & supplies in a safe, convenient location Hire skilled, dependable workers at a fair rate... Pay only for services received, pay in a timely manner.... Make sure hives are healthy and prepared for production.. need for labor payment for services due need for mat. & supplies purchase of mat.&supplies purchase of mat.&supplies beginning of Spring

40.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Cherry Bee Business Process Model Matrix field supply barn Cherry Bee store Make sure hives are healthy and prepared for production.. Extract all the honey at the right point in time without waste.. Produce clean honey for sale... Package honey in containers that promote a long shelf life... Store honey in a safe, convenient location until needed at store... Sell quality honey for a fair price as quickly as possible... Collect payments from customers in a timely manner... beginning of Spring hive full of honey Extracted honey honey was strained honey was packaged customer enters store sale of honey Locations Business Objectives Event Trigger

41.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Cherry Bee REAL Models Hire workers Pay workers Cash Cherry Bee Store Human Labor Hive Workers Marc Labor Acquisition/Maintenance/ Payment Process

42.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Cherry Bee REAL Models Store mat. & supplies Pay for mat. & supplies Vendor Store Materials & Supplies Supply Barn Vendor Hive workers Cherry Bee Store Purchase mat. & supplies Cash Marc Supplies and Materials Acquisition/ Maintenance/ Payment Process

43.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Cherry Bee REAL Models Sell honey Collect payment Cash Cherry Bee Store Packaged Honey Customer Marc Sales/Collection Process

44.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Cherry Bee REAL Models Extract honey Check hives Strain honey Package honey Store honey Field Hive Materials & Supplies Honey in Process Supply Barn Packaged Honey Hive Workers Conversion Process

45.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Customer Calls Submit Bid Enter Contract Provide Services Receive Payment Customer Representative Customer Janitor Customer Payments Clerk Services Cash REAL Model of a Service Process

46.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill REAL Model of a Not-For-Profit Organization Victim Arrives Interview Victim Assign Room Issue Clothing Issue Personal Care Items Issue Personal Care Items Provide Food Help set goals, identify resources Help set goals, identify resources Victim Leaves Receptionist Inventory Clerk Personal Counselor Victim Interviewer Shelter Room Clothing Personal Care Items Personal Care Items Food Goals, Resource Sources Goals, Resource Sources

47.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill REAL Model of a Steel Manufacturing Process Fuel Iron Ore Limestone Oxygen Alloys Coal Coke Pig Iron Steel Ingots Steel Ingots Baker Bake Blast Mix Mill Blast Furnace Blast Furnace Blast Furnace Op. Blast Furnace Op. Finishing Furnace Finishing Furnace Finishing Furnace Op. Finishing Furnace Op. Rolling Mill Rolling Mill Milling Operator Milling Operator Finished Steel Finished Steel

48.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill EVOLUTION OF AIS MODELING Stage 1 Manual Systems Stage 2 Automated Systems Stage 3 Event Driven Systems Bias: Generate financial statements Bias: Generate financial statements Bias: Support Planning, Controlling & Evaluating Activities for Various Information Customers

49.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Changing the Design Focus is built on three underlying premises : Information technology enables the design and implementation of semantically modeled systems - systems that more closely resemble reality. Today's users expect a more complete and accurate representation of reality from which to draw information. We are no longer constrained by the human inability to record, maintain, and report large volumes of details about business events.

50. Tugas Agar perkuliahan pada pertemuan 8 bisa berjalan dengan lancar, Setiap mahasiswa diwajibkan untuk mendownload dan mencetak kasus pada pertemuan 8

51. Berlanjut ke Pertemuan 07