Manajemen Proses Bisnis adalah suatu metode untuk mengidentifikasi, mendesain, melaksanakan, mendokumentasikan, mengukur, memantau, dan mengontrol proses bisnis untuk mencapai hasil yang konsisten, sesuai dengan target, dan juga selaras dengan tujuan strategis organisasi.
Silabus
| Core Competency | Basic Competence | Indicators | Learning Materials | Reference |
| 1.Basic Concepts of Business Process Management | Understanding the general overview and basic concepts of BPM | 1.1 understand what BPM
1.2 give examples of BPM in 1.3 determine the scope of BPM |
1.1 What is Business
1.2 What is Process 1.3 What is business process management |
ABPMP
(Association of Business Process Management Professionals All rights Reserved) |
| 2.BPM Lifecycle | Understand and be able to know the aspects of BPM Lifecycle | 2.1 can determine a plan
and strategies BPM Lifecycle 2.2 analyze the BPM Lifecycle 2.3 can create Design and modelof the BPM lifecycle |
2.1 Planning and Strategy
2.2 Analysis 2.3 Design 2.4 Modeling 2.3.5 Measuring and Monitoring 2.3.6 Transformation |
ABPMP
(Association of Business Process Management Professionals All rights Reserved) |
| 3.BPM Critical Success Factor | Having the ability to analyze how the Critical Success Factor | 3.1 understand the purpose of BPM Critical Success Factor 3.2 did proccess Ownership 3.3 gives an example of metrics, |
3.1 Alignment of Strategy, Value Chain and Business Process 3.2 Goals 3.3 Executive Sponsorship/Governance 3.4 Process Ownership 3.5 Metrics, Measures and Monitoring 3.6 Institution Practices. |
ABPMP
(Association of Business Process Management Professionals All rights Reserved) |
| 4.Process Modelling | Understand and be able to describe how Process Modelling in progress | 4.1 outlines how BPM runs
4.2 creates a model business 4.3 can deliver a picture on |
4.1 Business Process Modeling
4.2 Purpose of Modeling 4.3 Benefits of Modeling 4.4 Modeling Standards and Notations 4.5 Process Modeling Quality 4.6 Modeling Perspectives 4.7 Levels of models 4.8 Modeling Approaches 4.9 Capturing Information 4.10 Modeling Participants 4.11 Modeling Techniques and Tools 4.12 Process Simulation 4.13 Key Concepts |
ABPMP
(Association of Business Process Management Professionals All rights Reserved) |
| 5.Modelling Standard and Notation | Explain the sense of standard modeling and notasion preformance diagram form and practice it well.
|
5.1 Can explainthe notionof businessprocessmodeling atacompany
5.2 Can implement the standardized modeling diagrams preformance 5.3 Can explain and practice of business process modeling
|
5.1 Business Process Modeling Notation
(BPMN) 5.2 Flow Charting 5.3 Swim Lanes 5.4 Event Process Chain (EPC) 5.5 Value Chain 5.6 Unified Modeling Language (UML) 5.7 IDEF-0 5.8 LOVEM-E 5.9 SIPOC 5.10 Systems Dynamic 5.11 Value Stream Mapping |
Buku I (3.1 – 3.4) |
| 6.Process Modelling Quality and Perspective | Can explain the notion of quality modeling and prespective and can practice it properly. | 6.1 Can explainthe sense ofthe quality ofthe modelingprocess
6.2 Can explain and practice the process quality modeling and prespective |
6.1 Model Validation and Simulation
6.2 Enterprise Domain 6.3 Business Domain 6.4 Operations Domain 6.5 Systems Domain 6.6 Builder and Operator |
Buku I (3.5 – 3.6) |
| 7.Modelling Participant, Technique and Tools | available to explain and figure out what is the participant, with good technique and tools | Can explain and understanding about participant modeling, techniques and tools | 7.1 White Boarding and Flip Charts
7.2 Butcher Paper and Sticky-notes 7.3 Drawing Tools and Reports 7.4 Electronic Modeling and Projection |
Buku I (3.10 – 3.11) |
| 8. Process Analysis : Part I
|
Understanding process analysis to be able to make a good and right analysis | 8.1 Canexplain the meaning
analysis process 8.2 Canexplain whenthe analysis is done
|
8.1 What is Process Analysis?
8.2 Why do Process Analysis? 8.3 When to Perform Analysis 8.4 Process Analysis Roles 8.5 Preparing to Analyze Process |
Buku I (4.1 – 4.5) |
| 9. Process Analysis : Part II | Describe common activities that are typically followed
during a process analysis |
The Collager can perform and make the documentation of the process analysis | 9.1 Performing the Analysis
9.2 Document the Analysis 9.3 Considerations 9.4 Conclusion |
Book I (4.6 – 4.9) |
| 10. Process Design : Part I | Understand about process design to be able to do process design | The Collager can prepare what they need to do the process design | 10.1 What is Process Design
10.2 Why do Process Design? 10.3 Process Design Roles 10.4 Preparing for Process Design |
Book I (5.1 – 5.4) |
| 11. Process Design : Part II | Design the best process management solution
and to build a prototype that validates the feasibility of the design solution |
The Collager can make the design of process management bussiness
|
11.1 Process Design Principles
11.2 Process Rules 11.3 Process Compliance 11.4 Considerations |
Book I (5.5 – 5.8) |
| 12. Process Performance Measurement : Part I | Understand about process performance measurement and what the needed to do process performance measurement | The Collager can understand the basic to do the process performance measurement and also understand the measurement method to prepare the process | 12.1 Importance and benefits of performance measurement
12.2 Key process performance definitions 12.3 Monitoring and controlling operations 12.4 Alignment of business process and enterprise performance 12.5 What to measure 12.6 Measurement methods |
Book I (6.1 – 6.6) |
| 13. Process Performance Measurement : Part II | Execution process and the tracking of results to determine the effectiveness and efficiency of the
process. |
The Collager can make the modelling and simulation to do the process performance measurement.
|
13.1 Modeling and Simulation
13.2 Decision support for process owners and managers 13.3 Considerations for success |
Book I (6.7 – 6.9) |
| 14. Process Transformation : Part I | Describing process transformation and common activity in process transformation | The Colleger can understand abotu process transformation and available to do redesign and reengineering | 14.1 What is process transformation?
14.2 Improvement Methodologies 14.3 Redesign 14.4 Reengineering |
Book I (7.1 – 7.4) |
| 15. Process Transformation : Part II | Available to implement the process transformation in a change management | The Collager available to implement process transformation which happen in a chenge management | 15.1 Implementation
15.2 Implementation roles 15.3 Sustaining the BPMLifecycle 15.4 Organizational Change Management |
Book I (7.5 – 7.8) |
| 16. Process Organization | Describing process that running in an organization | The Collegian available to chose the best proses to running an Organization | 16.1 The Process Enterprise
16.2 Process Management Roles 16.3 Organizational Structures 16.4 Team Based Performance |
Book I (8.1 – 8.4) |
| 17. Organizational Structure | Describe and understanding organizational Structure in an Organization | 17.1 Understanding the running
process in governance and council 17.2 Understanding about central Excelent which is used in Organizational Structure |
17.1 Process Governance
17.2 Process Council 17.3 BPM Office/BPM Center of Excellence 17.4 Functional Centers ofExcellence |
Book I (8.3) |
| 18.Business Process Management System : Part I (Chapter 3) | Be able to describe and appreciate the BPMS | 18.1 outlines aspects of
Process Layer 18.2 understand how business processes management runs 18.3 explain the benefits of BPM |
18.1 Key Capabilities of Business Process Management System (BPMS) 18.2 Introduction of the Process Layer 18.3 How Business Process Management 18.4 Business Process Reengineering (BPR) 18.5 How Business Process Management
|
Book II : Chang, James F. Business Process Management System. 2006. Auerbach Publication. New York |
| 19. Business Process Management System : Part I | Understanding and knowing the point of BPMS | 19.1 understand the concept of BPM 19.2 explain the principle- BPM principles 19.3 BPM practice in life |
19.1 Business Process Management (BPM) Concepts 19.2 Business Process Management (BPM) 19.3 Business Process Management (BPM)
|
Book II : Chang, James F. Business Process Management System. 2006. Auerbach Publication. New York |
| 20.BPMN Maturity : Part I (Chapter 27) | Understand and be able to explain aspects of BPMN Marurity: Part 1 | 20.1 explain how BPM maturity 20.2 can describe BPM 20.3 know and can explained |
BPM maturity 20.1 Introduction 20.2 Business process management maturity 20.3 The BPM maturity model 20.4 Application of the BPMM model 20.5 Related work
|
Book 3 : Jeston, John., Nelis, Johan. 2006. Business Process Management. Elsiever, USA. |
| 21.BPMN Maturity : Part II | can implement BPMN Marurity: Part 2 | 21.1 can decipher BPM hype cycle 21.2 understand how mystification begins 21.3 implements BPMN in |
How can we demystify business process management?
21.1 Brief history of business process 21.2 The next big thing (how mystification 21.3 BPM hype cycle 21.4 What is mystifying about BPM? 21.5 The iceberg syndrome 21.6 Exploring ‘reality’ 21.7 Change management and performance measurement
|
Book 3 : Jeston, John., Nelis, Johan. 2006. Business Process Management. Elsiever, USA. |