INDIVIDUAL ASSIGNMENT (Week 10)

Course Material : System Analysis & System Design

Student Name : Satrio Wibowo Wicaksono
Student ID : 023122012

Terms and Condition:

 Please kindly to attach the Source Reference from National/International Journal and
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 Dateline for Submit this Individual Assignment is on Friday May 19th, 2023, at 23.59
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Question!
1. Explain each of the following Differences:
a. Business Process
b. Organizational Process
c. System Process
2. Explain what a Value Chain is and the Industry Framework Model of Business
Process which is usually used in every organization to develop a business process
design.
3. Mention and Explain the Business Process Management Lifecycle!
4. Mention and Explain the Business Process Critical Success Factors (CSF)!
5. Please Read the Following Requirement:
a. If your NPM has an even number ending, make Use Case Diagrams &
Sequence Diagrams in the Course Registration Process at SIMAK!
b. If your NPM has an odd number ending, make Use Case Diagrams &
Sequence Diagrams in the Payment Process for Tuition Fee Semesterly that
you have done in every Semester.
 Answer Sheet

Course Material : System Analysis & System Design

Student Name : (Please Input your Name)
Student ID : (Please Input your NPM)

1.
a. a business process is a repeatable collection of steps a company uses to accomplish a
goal. Good processes are crucial to making progress toward your goals and improving
your business’s operations.
Source : What Is a Business Process? | Definition, Importance and Examples
(villanovau.com).

b. Organizational development can be defined as an objective-based methodology used

to initiate a change of systems in an entity.
Source : Organizational Development - Definition, Benefits, Process
(corporatefinanceinstitute.com).
c. An organizational system process refers to a series of interconnected activities or
operations that are designed and executed within an organization to achieve specific
objectives or outcomes. These processes are established to ensure the effective
functioning and coordination of various systems, functions, and departments within
the organization.

2. A value chain is a series of consecutive steps that go into the creation of a finished
product, from its initial design to its arrival at a customer's door. The chain identifies
each step in the process at which value is added, including the sourcing,
manufacturing, and marketing stages of its production. The industry framework of
business processes refers to the specific set of standards, guidelines, and best
practices that are commonly followed within a particular industry or sector. These
frameworks provide a structured approach to managing and improving business
processes, taking into account industry-specific requirements and challenges. Here
are a few examples of industry frameworks for business processes:

 Information Technology Infrastructure Library (ITIL): ITIL is a widely

adopted framework in the IT service management industry. It provides a
comprehensive set of best practices for designing, implementing, and
managing IT services. ITIL defines various processes, such as incident
management, change management, and problem management, to ensure the
effective delivery of IT services.

 Lean Six Sigma: Lean Six Sigma is a methodology used in industries such as
manufacturing, healthcare, and finance to improve operational efficiency and
 reduce defects or errors. It combines the principles of lean manufacturing and
Six Sigma quality management to streamline processes, eliminate waste, and
enhance overall performance.

 Supply Chain Operations Reference (SCOR) Model: The SCOR model is an

industry framework developed by the Supply Chain Council. It provides a
standard set of process definitions and metrics for managing and measuring
supply chain performance. The model covers key areas such as plan, source,
make, deliver, and return processes, offering a comprehensive framework for
supply chain management.

 Project Management Body of Knowledge (PMBOK): PMBOK is a

framework developed by the Project Management Institute (PMI) and widely
used in project management across various industries. It defines a standard set
of project management processes, knowledge areas, and best practices to
guide project managers in successfully initiating, planning, executing,
controlling, and closing projects.
 It's important to note that these are just a few examples, and there are many
other industry-specific frameworks for business processes. Organizations
within specific industries often adopt these frameworks to align their
processes with industry standards, improve efficiency, and achieve better
outcomes.

Source :
https://www.axelos.com/best-practice-solutions/itil
https://www.apics.org/apics-for-business/frameworks/scor
https://www.pmi.org/pmbok-guide-standards

3. The Business Process Management (BPM) lifecycle is a structured approach to

managing and improving business processes throughout their entire lifespan. It
consists of a series of phases that guide organizations in analyzing, designing,
implementing, monitoring, and optimizing their processes. Here is an explanation of
each phase of the BPM lifecycle:

 Discovery/Design: In this phase, the organization identifies and documents

existing business processes. This includes understanding the goals, inputs,
outputs, activities, roles, and dependencies of each process. Process models,
such as flowcharts or BPMN diagrams, are created to visualize and analyze
the current state of the processes.

 Analysis: The analysis phase focuses on identifying process inefficiencies,

bottlenecks, and areas for improvement. Key performance indicators (KPIs)
are established to measure the effectiveness and efficiency of the processes.
Analytical techniques, such as process mapping, root cause analysis, and
 performance benchmarking, are used to gain insights and identify
opportunities for optimization.

 Redesign: Based on the analysis, the organization redesigns the processes to

eliminate inefficiencies and improve performance. This may involve
simplifying steps, resequencing activities, automating manual tasks, or
redefining roles and responsibilities. The goal is to create a future state
process model that addresses the identified issues and aligns with the
organization's objectives.

 Implementation: The redesigned processes are put into action in the

implementation phase. This involves executing the necessary changes in the
organization's systems, technologies, and operations. It may also involve
training employees, updating documentation, and communicating changes to
stakeholders. The implementation phase ensures that the new processes are
effectively deployed and integrated into the organization.

 Monitoring: Once the new processes are implemented, the organization

continuously monitors their performance to ensure they are achieving the
desired outcomes. Key metrics and KPIs are tracked to assess process
performance and identify any deviations or areas needing improvement.
Process monitoring involves real-time data collection, analysis, and reporting
to enable informed decision-making and proactive process management.

 Optimization: In the optimization phase, the organization identifies further

opportunities for improvement and refines the processes. This can be
achieved through techniques like process automation, advanced analytics, and
continuous improvement methodologies like Lean Six Sigma. The
optimization phase aims to enhance efficiency, reduce costs, improve quality,
and align the processes with changing business needs.

Source : https://bpmi.org/

4. Business Process Critical Success Factors (CSFs) are the key areas that an
organization must focus on and achieve success in order to effectively manage and
improve its business processes. CSFs are the vital elements that, when addressed
appropriately, significantly contribute to the success and desired outcomes of
business process management initiatives. Here are some examples of business
process CSFs:

 Leadership Commitment: The commitment and support of top management

and leaders are crucial for the success of business process management.
Leaders must demonstrate a clear vision, provide resources, and actively
promote a culture of continuous improvement.
  Stakeholder Engagement: Engaging and involving relevant stakeholders, such
as process owners, employees, and customers, is essential. Stakeholder
involvement ensures that process changes meet their needs and expectations,
and it fosters a sense of ownership and accountability.

 Process Documentation and Visibility: Clear documentation of processes,

including process maps, standard operating procedures, and guidelines, is
vital. Process visibility enables better understanding, communication, and
identification of improvement opportunities.

 Performance Measurement and Monitoring: Establishing relevant key

performance indicators (KPIs) and metrics is critical for measuring process
performance. Regular monitoring and analysis of these metrics enable
organizations to track progress, identify issues, and make data-driven
decisions.
 Change Management: Effective change management practices, including
communication, training, and stakeholder buy-in, are essential for
successfully implementing process improvements and managing resistance to
change.

 Continuous Improvement Culture: Building a culture that encourages and

supports continuous improvement is a crucial CSF. It involves fostering
innovation, empowering employees to identify and implement process
improvements, and recognizing and rewarding successful initiatives.

Source : "Business Process Management: Profiting from Process" by Roger Burlton

5. a.
b.