Analisis Proses Bisnis

IMA Pradnyana
ardwi.pradnyana@undiksha.ac.id
Program Studi Sistem Informasi – Undiksha

Materi Pada Slide Mengadopsi Slide oleh M. Dumas, M. La Rosa, J. Mendling and H. Reijers, Fundamentals of Business Process
Management, 2nd edition, Springer, 2018ʺ http://fundamentals-of-bpm.org/supplementary-material/
Konsep Proses Bisnis
Apa Itu Proses Bisnis?
• Setiap organisasi memiliki proses.
• Proses bisnis adalah koleksi dari aktifitas yang terstruktur pada suatu
organisasi, yang menghasilkan produk atau layanan, untuk kebutuhan
internal organisasi atau pelanggan.
• Proses bisnis merupakan kumpulan event, aktivitas, dan keputusan yang
secara kolektif mengarah pada hasil yang membawa nilai bagi pelanggan
organisasi.
• Tiga jenis proses bisnis dalam organisasi:
• Proses Manajemen: proses yang mengelola pengoperasian dari organisasi, misalnya
evaluasi kinerja pegawai, kepatuhan internal, pengelolaan renstra, dsb
• Proses Operasional: proses yang menjalankan fungsi utama dan menghasilkan nilai
tambah untuk organisasi, misalnya pengadaan barang, produksi, pemasaran, dsb
• Proses Pendukung: proses yang mendukung proses utama, misalnya akuntansi,
rekrutmen, pendukung teknis, pengelolaan infrastruktur, dsb
“My washing machine doesn’t work…”

Insurance
Call Centre Company
Technician

Customer Customer
Parts
Service Store
Dispatch
Centre

VALUE
fault-to-resolution process
Processes and Outcomes
• Every process leads to one or several outcomes, positive or negative
• Positive outcomes deliver value
• Negative outcomes reduce value

• Fault-to-resolution process’ outcomes:

1. Fault repaired without technician intervention
2. Fault repaired with minor technician intervention
3. Fault repaired and fully covered by warranty
4. Fault repaired and partly covered by warranty
5. Fault repaired but not covered by warranty
6. Fault not repaired (customer withdrew request)
Elemen Utama Proses Bisnis?
• Activities
• active elements (e.g. ‘enter sales order’)
• time-consuming, resource-demanding
• state-changing

• Events
• passive elements (e.g. ‘sales order has been entered’)
• represent conditions / circumstances
• atomic, instantaneous
Elemen Utama Proses
• Business Objects (or Data)
• the organizational artifacts that undergo state changes
• physical or electronic information
• examples:
• sales order, digital object, consulting proposal

• Actors (or Resources)

• the entities performing process activities and generating events
• human and systems
• examples:
• financial officer, warehouse clerk
• ERP, CRM, SAP, application X…
How do we combine these?
1. What needs be done and when? - Control flow
2. What do we need to work on? – Data
3. Who’s doing the work? - Resources (human & systems)

Finance ERP Invoice Report Invoice

Department
Enter Check
no
Invoice Invoice Post Invoice
mismatches
Invoice Details Mismatches
Invoice
received posted

Invoice DB Invoice
Senior Finance Officer
mismatch Block
exists Invoice
Invoice
blocked
Process Perspectives
Enter Check
• Control Flow Perspective Invoice
Invoice
Details
Invoice
Mismatches
no
mismatches
Post Invoice
Invoice

• “what needs to be done and when”

received posted

• predecessor/successor relationship among activities and events mismatch Block

• the central information depicted in a process model

exists Invoice
Invoice
blocked

• Data Perspective
• “what do we need to work on” Invoice Report Invoice DB

• input/output data to activities

• complements the control flow

• Resource Perspective Finance ERP

Department

• “who’s doing the work”

• human participants and systems that perform
control flow activities and generate events
Senior Finance Officer

• complements the control flow

Process Perspectives
• Control Flow Perspective Enter
Invoice
Check
Invoice no
mismatches
Post Invoice
Details Mismatches
• “what needs to be done and when” Invoice
received
Invoice
posted

• predecessor/successor relationship among activities and events mismatch Block

• the central information depicted in a process model

exists Invoice
Invoice
blocked

• Data Perspective
• “what do we need to work on”
• input/output data to activities Invoice Report Invoice DB

• complements the control flow

• Resource Perspective
• “who’s doing the work”
• human participants and systems that perform
Finance ERP
Department

control flow activities and generate events

• complements the control flow Senior Finance Officer

11
 “if you always do what you
always did, you’ll always get
what you always got”
Proses Bisnis

Assets & Organisation

Partners
Function A Function B Function C
Financial

Human
Business Process
Resources
Business Process Customers
Technology
Business Process
Materials
Kenapa Proses Bisnis
Beberapa alasan utama kenapa memiliki proses bisnis yang terdefinisi
dengan baik adalah penting:
1. Mengidentifikasi tugas-tugas apa yang penting untuk tujuan bisnis
organisasi yang lebih besar
2. Meningkatkan efisiensi
3. Merampingkan komunikasi antara orang / fungsi / departemen
4. Menetapkan persetujuan untuk memastikan akuntabilitas dan
penggunaan sumber daya secara optimal
5. Mencegah kekacauan dalam kegiatan operasional organisasi
6. Standarisasi serangkaian prosedur untuk menyelesaikan tugas yang
benar-benar penting bagi organisasi
Mengapa Perlu Proses Bisnis
• Peraturan Presiden Nomor 81 Tahun 2010 tentang Grand Design Reformasi
Birokrasi 2010-2025: Salah satu sasaran dalam reformasi birokrasi adalah
perubahan proses bisnis/tata laksana, yang didalamya termasuk prosedur
operasi standar baik untuk kementerian/lembaga di pemerintah pusat dan
pemerintah daerah
• Peraturan Presiden Nomor 7 Tahun 2015 tentang Organisasi Kementerian
Negara, Pasal 79: Kementerian harus menyusun peta bisnis proses yang
menggambarkan tata hubungan kerja yang efektif dan efisien antar unit
organisasi di lingkungan Kementerian masing-masing
• Permen Pan RB Nomor 11 Tahun 2015 tentang Road Map Reformasi
Birokrasi 2015-2019
 Improving Performance (Rummler’s Framework)
Business Environment
Economy Regulatory Culture

Assets & Organisation

Resources
Performance Planning Performance Management Stakeholders
Financial

Value
Human Function A Function B Function C
Resources
Business Process
Technology
Business Process Customers
Materials
Business Process

Competitors