Modelling Business Process (Lanjutan)

Recommendations

Plan Execute Evaluate

ManagementProcess

BusinessProcesses

InformationProcesses

Data

Managing Business and

Information Processes

Rules Trigger Measures Measures

Resou

rces

Objec

tive

s

Opp

ortu

nities

/Risks

Informationprocesses

TriggerInformation

System Response

Report (in many forms)Decision Making

Needs of Information Customers

Business events

Information SystemResponse

Record (event data)Maintain

(agent, resource, location data)Information

processes

Trigger

Processes that Trigger Information System Responses

Acquisition / Payment ProcessRegardless of the type of good or service being

acquired, the following are typical operating events in the acquisition / payment business process: Request goods or services. Order goods or services. Receive and inspect goods or services. Store and/or maintain goods. Pay for goods or services. Return goods.

Some organizations : may order the events differently, may use a subset of the events, or may add more detailed events.

Sales/Collection ProcessAlthough there is some diversity across the

types of goods and services sold, the sales/collection process typically includes the following events:Receive an order for goods or services.Select and inspect goods or services to be delivered.Prepare goods or services for delivery.Deliver goods or services.Receive payment for goods or services.Accept customer returns of goods.

Some organizations :may order the events differently, may use a subset of the events, or may add more detailed events.

Conversion ProcessFinally, examples of some of the more general activities in

the conversion process include: Assembling. Growing. Excavating. Harvesting. Basic manufacturing (e.g., metals, woods, and chemicals). Finished manufacturing (e.g., tools, instruments, and components). Cleaning. Transporting. Distributing. Providing (e.g., power, water, protection, and communication). Educating. Discovering (e.g., research and development).

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 Events Information 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

Developing a REAL Business Process ModelREAL Business Process Modeling is a formal

method of identifying and representing the essential characteristics that collectively describe business processes and events.

The title REAL is an acronym for Resources, Events, Agents, and Locations.

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).

Exhibit 2-4Real Business Process Model Matrix

EventBusiness Objective

Event Trigger

Business Risk Notes

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?

EVOLUTION OF AIS MODELINGStage 1ManualSystems

Stage 2AutomatedSystems

Stage 3Event Driven Systems

Bias:Generate financialstatements

Bias:Generate financialstatements

Bias:Support Planning, Controlling & Evaluating Activities forVarious Information Customers

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.

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.

Business event analysis involves thinking about:

• What happened?• When?

• What resources were involved and how much?

• Where did it occur?• Who was involved and what roles did they

play?• What are the risks involved and how can we

control these risks?

• Why?

We are able to satisfy multiple views by the data we collect:

• What happened?• When?

• What resources were involved and how much?

• Where did it occur?• Who was involved and what roles did they

play?

• We also identify the risks involved and devise a plan for controlling risks as events occur.

A Model of Business Events

• What happened?• When did it happen?• Who was involved?• What resources were

involved?• Where did it occur?

Event

Stewardship

ResourceExternalParticipa

nt

Location

REAL Business Process Models: A Basis for Defining the Data

Repository

Customer Places Order

ShipMerchandi

se

ReceivePaymen

t

Salesperson

Merchandise

Shipping

Clerk

Carrier

Customer

Customer

Payment Clerk

Cash

Package

CatalogCenter

Distribution

Center

Customer Returns Merchan

diseReturns

Clerk

CATALOG-CENTER(Center#, Name, Address, Telephone, ...MERCHANDISE(Item#, Item-Description, Color, Size, .., Current-Cost, Current-Price, QOH...CUSTOMER-PLACES-ORDER(Order#, Time, [Center#], [SP#], [Customer#], [Shipment#], Ship-to-Instructions, Confirmation#, Tax, ...SALESPERSON(Salesperson-ID, Name, Address, ... Commission-Rate, Marital-Status, ...CUSTOMER(Customer#, Name, Address, Phone, ...SHIP-MERCHANDISE(Shipment#, Time, [Customer#], [Packer#], [Carrier#], [Ship-Clerk#], [Dist-Ctr#], [Pmt-Receipt#], CARRIER(Carrier#, Name, Address, Rate, Performance-Score, ...SHIPPING-CLERK(Ship-Clerk#, ...DISTRIBUTION-CENTER(Dist-Ctr#, Name, Address, ...

An Event-Driven Data Repository

PACKAGE(Package#, Weight, [Shipment#], Shipping-CostCASH(Acct#, Description, Balance, ...RECEIVE-PAYMENT(Pmt-Receipt#, Time, [Customer#], [Cust-Pmt-Clrk#], [Acct#], Amt, ...CUSTOMER-PAYMENT-CLERK(Cust-Pmt-Cler#, ...RETURN-MERCHANDISE(Return#, [Customer#], [Returns-Clrk#], [Center#], Time, ...MERCHANDISE-ORDER([Item#],[Order#], Qty-Ordered, Order-Price, Order-Cost, ...MERCHANDISE-SHIP([Item#], [Shipment#], Qty-Shipped, ...MERCHANDISE-RETURN([Item#], [Return#], Qty-Returned, ...

An Event-Driven Data Repository

We Can Apply This Same Approach to Any Other Business Processes

• Buy a machine• Sell a service• Build a car• Hire an

employee• Teach a class• Make steel• Buy

merchandise• . . .

IT: The Enabler

Posting MachinesCheck Writers

General Ledgerand Sub-Systems

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Computing Power

Unit Costs

Thank You