ajeng.savitri@teknokrat.ac.id https://teknokrat.ac.id/en/

1. Systems Analysis
and Design
By : Ajeng Savitri P, M.Kom
Pertemuan 6
Prepared by Kevin C. Dittman for
Systems Analysis & Design Methods 4ed
by J. L. Whitten & L. D. Bentley

2. Business Process Analysis
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3. 3
Business Process
A Business Process is a collection of related, structured
activities or tasks that produce a specific service or
product
• Example
• Ordering a product
• Issuing a Certificate of Origin
• Customs clearance at the port of Mombasa

4. Business Process Analysis
Business Process Analysis is an analysis and modelling of
business processes for improvement and automation
• Example
• Documenting existing practice in an
administration/company
• Describing a “Standard Procedure”
• Providing a basis to measure time/costs at different steps
• Providing a specification for automation of the process

5. Definition
• A business process that describes the day-to-day activities and job
duties an employee performs. (Job duties = processes)
• A business process is a picture of workflow with a beginning,
middle and end.
• Work often crosses over departments. BPA requires cooperation
and a willingness to assess the ownership of duties/tasks.

6. What is BPA?
• A three-fold method of gathering information--
• describes the “as is” (current) process; defines the “should be”
process, and models the “can be” process
• BPA enables “reengineering” of processes to manage change and
promote effective teamwork.

7. Business Process Analysis Steps
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8. Why conduct a
Business Process
Analysis?
Business Process Analysis is
a practical study
to understand attributes of
business processes, and
their relationships

9. What are benefits of Business Process Analysis?

10. BPA to implement Paperless Trade
and Single Window
• BPA is the first technical step in preparing for paperless trade and SW
• It provides :
• Inventory of processes, documents, data, parties, rules & regulations..
• Description of the processes
• Specifications for harmonizing data and development of electronic documents
• Specifications to develop software for the automation of procedures
• Business Models for operation of SW
• A basis for maintenance and improvement

11. From Paper to Paperless Trade:
A Stepwise Approach

12. Reasons to Use BPA
• Elimination of activities that do not add value;
• Simplification of tasks and activities;
• Integration of jobs or job groups;
• Automation of task and activities (technology).

13. Questions to Evaluate the Need to Use BPA
1. How well does the process work?
2. Are there redundant steps that don’t add value?
3. Are better results needed?
4. Can the same or better results be achieved through change or
modification?
5. What are the overall goals of redefining the process?
Decrease work Better efficiency
Decrease cost Manage and promote change
Effectiveness All of the above

14. Steps in the BPA Method
(Twelve Step Program)
• Name the process;
• Define the process terms;
• Establish process boundaries;
• Identify process actors (who does what);
• Identify the process owner;
• Identify (stakeholders) who is being affected by the process;

15. Steps in BPA . . .(cont’d)
• Describe tasks associated with process
• Describe decisions associated with the task(s)
• Cross reference (check)
• Arrange tasks in order of importance
• Establish measures and identify additional related information
• Identify areas for improvement within the institution (Are
outcomes aligned with goals?)

16. Naming the Process
A process name identifies what the process does. (Verb + Noun)
• Stated as– “end-to-end” (end of one process to the end of another
process). Recruit student aides to pay student aides.
• Stated as– (a gerund with a noun) Recruiting student aides to
paying student aides.

17. Defining Process Terms
• Identify the business objective of the process (What is the goal of
the department/institution?)
• Clarify each term of the process (Who is the target?)

18. Establishing Boundaries
• Identify the beginning and end points of the process (specific
points)
• Identify the inputs
• Identify the end of the process
• Identify the outputs
• (Boundaries produce the first picture in the workflow)

19. Identifying Process Actors (Stakeholders)
• These are all the individuals who are involved in the activities of
the process.
(Each one’s role will be a part of the final workflow picture).
(What examples are there?)

20. Identifying the Process Owners
Identify:
1. Who owns the process?
2. Who is responsible for its failure or success?
3. Who is the key decision-maker?
4. Who allots the institution’s resources?
(Only one owner; the one whose job is on the line if the work fails?)

21. Describing Associated Tasks
• Create a list of all the tasks associated with the process and who
does each task.
• No order is necessary.
• List as many as possible. (Brainstorm)

22. Definition of a Task
A “task” is defined as work done by one person, such as
changing an address or updating benefit information.

23. Identifying Who the Process Impacts
The process stakeholder is someone who is not a supplier, customer
or owner, but who stands to gain or lose as a result of the process.
(i.e., vice presidents)
(Depicted with a different graphic)

24. Describe Decisions Made
• These are conditional tasks. The “What if or who if.”
• Example:
If the applicant is internal . . . then . . .
If the employee applies for Blue Choice Select . . . then .

25. Cross Referencing
• Be sure all persons identified as process actors are represented by
a task.
• (Eliminate or change those incorrectly identified.)

26. Arranging Tasks in Order
• Sequence tasks. (may use post-it notes.)
• Start at the identified beginning point and progress to the end.
• Add any tasks or decisions missed.

27. Establishing Measures and Adding Information
1. Count the number of transactions, tasks, actors, approvals, and
percentage of tasks allotted to one department or the other.
2. Timeframes (length of time it takes to complete the task).
3. Impediments to success or flow of process (persons or tasks
performed, paperwork, etc.)
4. Areas of needed improvement (participants’ wish list)
5. Interfaces
6. Additional data needed from the system (inputs, letters, etc.)
7. Critical functions to keep (functions to retain in the current state)

28. Identify Areas for Improvement and
Plan for Changes to the Process
1. Steps in change process (list)
2. Resources needed or policy changes, etc.
3. Determine how the picture of the workflow will appear.

29. Future Steps
• Continue to refine workflow through
• Elimination of tasks/activities
• Simplification of tasks/activities
• Integration of process parts
• Automation of process parts

30. Business Process Analysis Strategies
1. BPA (Business Process Automation)
2. BPI (Business Process Improvement)
3. BPR (Business Process Reengineering)
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31. Business Process Automation
• Makes almost no changes to business
processes
• Just makes them more efficient
• Improves efficiency by automating the
business processes
• Least impact on users
• They do the same things, just more efficiently
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32. Business Process Improvement
• Goal is to improve the business processes
• Change what the users do, not just how
efficiently they do it
• Changes to business process must be
decided first
• Decisions to change the business processes
cannot be made by the analyst
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33. Business Process Reengineering
“Fundamental rethinking and radical
redesign of business processes to achieve
dramatic improvements…”
• Throw away everything
• Start with a blank page
• Appealing, but very expensive and risky
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34. Strategy Comparation
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35. Refference
• Ralston, Sherry D. Lee, Alberta G (2004) A First Look at HR/Payroll Processes
• Duval, Yann. (2017) Introduction to Business Process Analysis

36. Terima Kasih
ajeng.savitri@tekokrat.ac.id
https://teknokrat.ac.id/en/