1. Pemodelan Proses Bisnis
BPM Critical Success Factor Pertemuan 4 Dosen Pengampu: Alivia Yulfitri (2017)
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2. Referensi
Fundamentals of Business Process Management, Marlon Dumas, Springer book
ABPMP Guide to the Business Process Management Common Body of Knowledge,
Business analysis techniques, 72 Essential Tools for Success, James Cadle
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3. BPM Critical Success Factors

4. BPM Critical Success Factors

5. BPM Critical Success Factors
2.6.1 Alignment of Strategy, Value Chain and Business Process Experience has shown that the most successful organizations implementing BPM pay particular attention to the alignment of business strategy, value-chain definitions, and business processes. BPM relies on key business strategies that set the primary direction of the enterprise, usually in terms of value propositions for goods and services delivered to customers. The business strategy then leads to enterprise and business unit goals as the basis for action plans and business tactics. These goals are often stated in terms of operational objectives and financial goals Goals Business goals are most often an output of an organizations strategic planning efforts, and are typically decomposed to include functional goals which align an organizations functional areas to overall strategy. For example, sales, marketing, and financial goals would typically align with overall strategic goals and objectives. In a similar manor, process goals would align business processes with overall organization strategy.

6. BPM Critical Success Factors
2.6.3 Executive Sponsorship/Governance
Enterprises that are mature in their approach to BPM typically assign executive leadership responsibility to oversee the performance of key processes. The performance of a process is measured with accountability falling under the executive leadership and reported throughout the enterprise. In order to discover and manage key processes, it is important to have organizational discipline to utilize methodologies
to document, store, manage and continuously improve the business processes, particularly those that make up the value chains. This would include governance mechanisms to support BPM with all its tools and institutionalized across all functional areas in order to optimize the impact on value chain performance.
2.6.4 Process Ownership
Organizations who successfully implement BPM recognize that the role of a process owner is critical. A process owner is responsible for the entire end-to-end process across functional departments. The success of this role depends on the authority the individual has to control the budget and make decisions that effect the development, maintenance, and improvement of the business process.
2.6.5 Metrics, Measures and Monitoring
To manage one must measure. Business process measurement and monitoring provides critical feedback on process design, performance, and compliance. It is necessary to measure process performance in terms of a variety of possible metrics related to how well the process meets its stated goals. Metrics may include sales
growth, cost reduction or containment, cycle time, and customer satisfaction or retention.
2.6.6 Institution Practices
The effective attainment of these BPM success factors to create value for an enterprise
and its customers is dependent upon both organizational practices and mastery of
concepts and skills by individuals with accountability for managing business processes.

7. Alignment of Strategy, Value Chain and Business Process
Most successful organisations implementing BPM pay attention to the alignment of business strategy, valuechain definitions and business processes
BPM relies on key business strategies that set the primary direction of the enterprise
− Value propositions for goods and services delivered
Business strategy leads to enterprise and business unit goals as the basis for action plans and business tactics

8. Analyzing the Business Environment : Strategy analysis
All organisations have to address the changes that have arisen, or can be predicted to arise, within their operating business environment. Such changes occur constantly, and any organisation that fails to identify and respond to them runs the risk of encountering business problems or even the failure of the entire enterprise. Senior management carries out regular monitoring of the business environment in order to identify any influences that may require action. There are two techniques that are used to examine the business environment within which an organisation is operating: PESTLE analysis and Porter’s Five Forces analysis. The analysis of the external environment should be an ongoing process for senior management, since the factors identified may provide insights into problems for the future or opportunities for new successes. Using the PESTLE and five forces techniques together helps to provide a detailed picture of the situation facing an organisation. Just using one technique may leave gaps in the knowledge and understanding.

9. Technique: Porter’s Five Forces framework
Description of the technique Porter’s Five Forces analysis is also used to consider the external business environment
Michael Porter divided the potential sources of pressures within an industry into five categories. These categories are set out in Figure 1.1, and the factors to consider in each case are described below

11. Value Chain Analysis
Originally identified in his book Competitive Advantage2 (1985), Michael Porter introduced a generic value chain model that introduced a sequence of five primary and several support activities that are fairly common through most organizations. To the process analysis professional it is easy to see the relationship of the value chain to standard process management principles: • Inbound logistics (inputs) • Operations (acting on inputs to create value) • Output and distribution logistics (outputs) • Sales, marketing, etc. • Service and support

12. Porter further defined several common supporting activities that influence the value chain such as: • Infrastructure (organizational structure, culture, etc.) • Human Resources • Procurement • Technology

14. value chain analysis
A value chain analysis enables the process analyst to look at the process from a macro view that includes suppliers, vendors, customers, etc. This view helps identify weaknesses in the process that might occur upstream or downstream from the actual process itself. Examples of this in the manufacturing industry are clear. If a manufacturer cannot get materials from a supplier routinely on time, it does not matter how good the process is; the outcome will always be late. Looking at this view enables the analyst to understand these relationships on the performance of the process.

15. STRATEGY DEFINITION
During strategy definition, the results of the external and internal environmental analyses are summarised and consolidated in order to examine the situation facing the organisation and identify possible courses of action. When defining the business strategy, the factors outside the management’s control are examined within the context of the organization and its resources. There are two techniques that may be used to define organisational strategy: SWOT analysis and Ansoff’s matrix.

16. SWOT analysis
A variant is TOWS analysis (threats, opportunities, weaknesses and strengths).
SWOT analysis is used to consolidate the results from the external and internal business environment analysis.

18. Using SWOT analysis
SWOT is used to summarise and consolidate the key issues identified when analysing an organisation and its business environment.
Once the SWOT has been developed it is then used as a means of evaluating the organisation’s business situation and identifying potential strategies for the future.

19. SWOT standard approach

20. PERFORMANCE MEASUREMENT
All organisations need to monitor performance. This section explains two techniques used to identify performance measures and carry out the evaluation.
Technique: critical success factors/key performance indicators, and the Balanced Business Scorecard technique.

21. CSF and KPI
Critical success factors (CSFs) and key performance indicators (KPIs) are used to determine measures of organisational performance.
CSFs are identified first, since they are the areas of performance that the organisation considers vital to its success.
KPIs are related to the CSFs, and define the specific areas to be monitored in order to determine whether the required level of performance has been achieved.
If an organisation has defined ‘excellent customer service’ as a CSF, the KPIs could include the volume of complaints received over a defined time period, and the percentage of customers rating the organisation ‘very good’ or ‘excellent’ in a customer perception survey

22. Balanced Business Scorecard

23. Balanced Business Scorecard