Akhirnya jadi juga klas tanpa harus bener-bener ngajar (he he he he….). Setelah beberapa kali tertunda, dan kemarin juga diawal-awal pertemuan hampir tertunda dengan alasan yang sama akibat persoalan disiplin masuk klas (Ulasan disiplin mungkin nggak akan dibahas sekarang disini). Saya cuman mau komentar satu kata ”Luar Biasa”. Bener-bener amazing, kebayang gak tuh hampir separuh dari buku tebelnya Burlton bisa dilalap dalam satu kali petemuan dengan bahasan yang cukup bagus (buktinya gak ada yang nanya karena gak ngerti).
Kalo dipikir-pikir model ini mungkin jauh lebih efektif, dibandingkan bahasan saya yang dalam waktu dua sks cuman ngebahas satu bab Burlton. Efektif karena saya melihat relatif semua terlibat minimal membaca bagian buku yang menjadi haknya untuk dipresentsaikan. Dari natural bukunya Burlton, memang jauh lebih efektif kalau siswa membaca langsung, merasakan langsung, dan men’sari’kannya untuk dibahas bersama.
Minggu depan kita lanjutkan bahasan Burlton tentunya dengan sajian yang bisa lebih menarik. Pembagian kerjaan membaca dan sharing melalui bahasan di depan kelas sebagian sudah, sharing materi juga sedang dipersiapkan sehingga diharapkan seluruh elemen SI-454 bisa mendapatkan gambaran yang komprehensif dari BPM nya Burlton.
Materi presentasi rencanya akan di share disini, saya mohon ijin dari pengulas/pembahas, hanya saja lebih bagus kalau sesuai urutan bab dalam buku, walhasil kita tunggu minggu depan untuk menuntaskan bagian yang belum ditampilkan.
Monday, October 29, 2007
Thursday, October 25, 2007
Perlunya Standard Bisnis Proses
Artikel ini dicuplik dari situsnya HBR (Harvard Business Review) dari tulisan aslinya dengan judul “The Coming Commoditization of Processes” oleh Thomas Davenport. Isinya terkait dengan kebutuhan standard bisnis proses terkait dengan komunikasi antar unit, antar perusahaan, maupun pola outsourcing. Meski demikian, standarisasi bisa mengarah pada komoditisasi proses yang akhirnya mudah ditiru kompetitor.
Throughout the history of business, most firms have built their own processes for almost everything that needed to be done. Whether the processes involved were critical to the organization's strategy or incidental to it, they were generally performed by people within the organization. Sometimes they were done well, sometimes they were done badly—but since a company had no way of determining how well an outside business might perform these processes, they were kept in-house.
Most companies have remained in do-it-yourself mode for most processes. Because of a scarcity of process standards, it would be risky to do otherwise. With the exception of IT system development, there is generally no clear basis by which companies can compare the capabilities provided by external organizations with those offered in-house, or to compare services among multiple outside providers. As a result, firms that choose to outsource their capabilities have to proceed on two criteria: faith that the external provider will do a good job and cost.
Three types of process standards
A business process is simply how an organization does its work—the set of activities it pursues to accomplish a particular objective for a particular customer, either internal or external. Processes may be large and cross-functional, such as order management, or relatively narrow, like order entry (which could be considered a process in itself or a sub-process of order management). The variability in how organizations define processes makes it more difficult to contract for and communicate about them across companies.
Firms seek to standardize processes for several important reasons. Within a company, standardization can facilitate communications about how the business operates, enable smooth handoffs across process boundaries, and make possible comparative measures of performance. Across companies, standard processes can make commerce easier for the same reasons—better communications, more efficient handoffs, and performance benchmarking.
Since information systems support processes, standardization allows uniform information systems within companies as well as standard systems interfaces among different firms. Standard processes also allow easier outsourcing of process capabilities.
In order to effectively outsource processes, organizations need a means of evaluating three things in addition to cost.
First is the external provider's set of activities and how they flow. Since companies have not reached consensus it remains ambiguous what services should be performed between buyers and providers. Therefore, organizations need a set of standards for process activities so that they can communicate easily and efficiently when discussing outsourced processes. These process activity and flow standards are beginning to emerge in a variety of businesses and industries.
A second set of needed process evaluation approaches are process performance standards. Once companies in a particular industry achieve consensus about which activities and flows constitute a given process, they can begin to measure their own processes and compare their results with those of external providers.
Finally, organizations need a set of process management standards that indicate how well their processes are managed and measured and whether they're on course for continuous improvement. Because this third type of process standard doesn't require consensus on process activities and flows, it is the easiest to create and the most widely available today. Process management standards are based on the assumption that good process management will eventually result in good process flows and performance.
If your organization provides process services, you may have mixed feelings about the development of process standards. Standards will lead to commoditization, more competitors, and lower prices for the services you offer. However, the move to process standards makes so much economic sense that it is probably inexorable—whether or not your company gets involved. It's better to help shape a standard than to be put out of business by it.
Throughout the history of business, most firms have built their own processes for almost everything that needed to be done. Whether the processes involved were critical to the organization's strategy or incidental to it, they were generally performed by people within the organization. Sometimes they were done well, sometimes they were done badly—but since a company had no way of determining how well an outside business might perform these processes, they were kept in-house.
Most companies have remained in do-it-yourself mode for most processes. Because of a scarcity of process standards, it would be risky to do otherwise. With the exception of IT system development, there is generally no clear basis by which companies can compare the capabilities provided by external organizations with those offered in-house, or to compare services among multiple outside providers. As a result, firms that choose to outsource their capabilities have to proceed on two criteria: faith that the external provider will do a good job and cost.
Three types of process standards
A business process is simply how an organization does its work—the set of activities it pursues to accomplish a particular objective for a particular customer, either internal or external. Processes may be large and cross-functional, such as order management, or relatively narrow, like order entry (which could be considered a process in itself or a sub-process of order management). The variability in how organizations define processes makes it more difficult to contract for and communicate about them across companies.
Firms seek to standardize processes for several important reasons. Within a company, standardization can facilitate communications about how the business operates, enable smooth handoffs across process boundaries, and make possible comparative measures of performance. Across companies, standard processes can make commerce easier for the same reasons—better communications, more efficient handoffs, and performance benchmarking.
Since information systems support processes, standardization allows uniform information systems within companies as well as standard systems interfaces among different firms. Standard processes also allow easier outsourcing of process capabilities.
In order to effectively outsource processes, organizations need a means of evaluating three things in addition to cost.
First is the external provider's set of activities and how they flow. Since companies have not reached consensus it remains ambiguous what services should be performed between buyers and providers. Therefore, organizations need a set of standards for process activities so that they can communicate easily and efficiently when discussing outsourced processes. These process activity and flow standards are beginning to emerge in a variety of businesses and industries.
A second set of needed process evaluation approaches are process performance standards. Once companies in a particular industry achieve consensus about which activities and flows constitute a given process, they can begin to measure their own processes and compare their results with those of external providers.
Finally, organizations need a set of process management standards that indicate how well their processes are managed and measured and whether they're on course for continuous improvement. Because this third type of process standard doesn't require consensus on process activities and flows, it is the easiest to create and the most widely available today. Process management standards are based on the assumption that good process management will eventually result in good process flows and performance.
If your organization provides process services, you may have mixed feelings about the development of process standards. Standards will lead to commoditization, more competitors, and lower prices for the services you offer. However, the move to process standards makes so much economic sense that it is probably inexorable—whether or not your company gets involved. It's better to help shape a standard than to be put out of business by it.
Wednesday, October 24, 2007
Tampilan baru Klasmaya
Weblog Klasmaya sedikit dirubah tampilannya, pertama agar tidak bosan, yang kedua terkait dengan pemanfaatkan fitur-fitur baru yang tersedia di blogspot.
Namun untuk memasang fasilitas dan fitur baru (yang saya sendiri belum explore) perlu dilakukan upgrade template, walhasil sekalian saja diubah tampilannya. Konsekuensinya beberapa fitur yang sebelumnya ditambahkan jadi hilang.
Ada komentar untuk tampilan ini?
Saya coba melirik situs weblog gratisan selain blogspot (myspace?) tapi rasanya sudah banyak konten yang diisi disini. Mungkin ada usulan untuk situs weblog yang lebih bagus dari blogspot. Tapi yang jelas saya perlu informasi untuk hosting file pdf untuk dishare, masalahnya kuota geocities sudah menipis, ada usulan?
Untuk percobaan, mohon vote di bagian survey, buat asyik-asyik saja.
Ciao....
Namun untuk memasang fasilitas dan fitur baru (yang saya sendiri belum explore) perlu dilakukan upgrade template, walhasil sekalian saja diubah tampilannya. Konsekuensinya beberapa fitur yang sebelumnya ditambahkan jadi hilang.
Ada komentar untuk tampilan ini?
Saya coba melirik situs weblog gratisan selain blogspot (myspace?) tapi rasanya sudah banyak konten yang diisi disini. Mungkin ada usulan untuk situs weblog yang lebih bagus dari blogspot. Tapi yang jelas saya perlu informasi untuk hosting file pdf untuk dishare, masalahnya kuota geocities sudah menipis, ada usulan?
Untuk percobaan, mohon vote di bagian survey, buat asyik-asyik saja.
Ciao....
Monday, October 22, 2007
October 19, 2007 Class at a Glance
Pertemuan minggu lalu paska libur ”cukup panjang” (soalnya bukan versi pegawai negeri yang sampai tanggal 21 Oktober), seharusnya sudah dibuka sessi presentasi (tugas) dari bahan buku Burlton, hanya saja dengan beberapa alasan, antara lain team-mate nya tidak lengkap, belum ada satu tim pun yang maju.
Akhirnya minggu lalu, dibahas contoh-contoh soal terkait dengan workflow petri net. Paska liburan mungkin lebih enak refreshing dengan contoh kasus, dari pada dijejali materi baru yang jangankan bisa diterima, materi sebelumnya pun mungkin masih separuh dipahami.
Dua contoh yang saya ambil dari exercise nya Aalst terkait dengan German Traffic Light dan Insurance Company. Materi pembahasan mungkin akan lebih bagus dishare setelah ditambahkan dengan beberapa kasus latihan yang lain.
Hari ini saya terima pemberitahuan melalui email bahwa batas akhir pengumpulan NilaiTengah Semester (NTS) Ganjil 2007/2008 adalah hari Jumat, tanggal 02 November. Karena kita nggak bikin UTS, dan pertemuan kita sebelum tenggat hanya tersisa 1 kali lagi, minggu depan, tidak boleh lagi excuse untuk delay 15 minutes presentation. Otherwise, mungkin ada sessi quiz sebagai pengganti sekaligus bahan NTS.
So be there and be ready.
Akhirnya minggu lalu, dibahas contoh-contoh soal terkait dengan workflow petri net. Paska liburan mungkin lebih enak refreshing dengan contoh kasus, dari pada dijejali materi baru yang jangankan bisa diterima, materi sebelumnya pun mungkin masih separuh dipahami.
Dua contoh yang saya ambil dari exercise nya Aalst terkait dengan German Traffic Light dan Insurance Company. Materi pembahasan mungkin akan lebih bagus dishare setelah ditambahkan dengan beberapa kasus latihan yang lain.
Hari ini saya terima pemberitahuan melalui email bahwa batas akhir pengumpulan NilaiTengah Semester (NTS) Ganjil 2007/2008 adalah hari Jumat, tanggal 02 November. Karena kita nggak bikin UTS, dan pertemuan kita sebelum tenggat hanya tersisa 1 kali lagi, minggu depan, tidak boleh lagi excuse untuk delay 15 minutes presentation. Otherwise, mungkin ada sessi quiz sebagai pengganti sekaligus bahan NTS.
So be there and be ready.
Artikel BPM dari Paul Allen
Artikel ini saya temukan di Internet (lupa dari situs apa) yang cukup relevan dengan SI-454.
IT organizations continue to find themselves under increased reassures to do more with less. In many cases, the development and integration efforts of the 1990s were designed to heighten organizational efficiency by automating departmental functions. Nowadays, with the Internet, e-mail, and the Web, companies can collaborate and share information far more easily than they could just a decade ago.
These developments have been paralleled by an expanded role for businesspeople in IT. Business users increasingly perform tasks that were previously only for the technically initiated. Business executives who were once scared of spreadsheets now use them for planning. E-mail has become ubiquitous. The Web is being used by businesspeople to boost knowledge, watch what competitors are doing, and check for stock information. The result is that the profile of IT looms large on a business agenda that demands heightened organizational efficiency in what are currently difficult economic times. And from an IT viewpoint, increased productivity -- especially in a slowdown -- depends on linking distributed systems together. It is against this background that business process management (BPM) is gaining momentum, receiving serious attention from many vendors, and appearing on the radar screens of senior end-user management.
Of course, there are those in our industry that take a slightly cynical view that BPM is simply the cosmetic re-branding of previous generations of workflow software. The efforts of the IT to reinvent different waves of technology that BPM is a lot more than a re-branding exercise.
Two trends are coming together that are creating enormous opportunities and challenges for the management of business processes across organizational boundaries. The first is a business trend toward the truly networked business that crosses organizational boundaries in an ever more adaptive fashion. The other is an IT trend that concerns development of enabling technology that has grown naturally out of distributed computingand component-based development. This mainly involves Web service protocols, description and discovery mechanisms, BPM languages, and standards. Each trend fuels the other: business pressure to realize the full potential of the Internet. Conversely, as the technology "opens up," business is awakened to increasingly imaginative ventures involving hitherto undreamt-of partnerships.
BPM sits at the confluence of these two trends and as such needs to be taken seriously. It must be understood in both IT and business terms. The business element involves developing an ability to explore, understand, and define cross-enterprise business processes. This, in turn, raises the bar for business process modeling and design techniques that are still largely wedded to the concept of an organization as a production line. That world is changing at a rapid pace. Today's unremitting technological innovation and change is mirrored by unpredictable and discontinuous changes in the marketplace. Businesses are responding by becoming more adaptive. The only strategy that makes sense is to become adaptive -- to sense early and respond quickly to abrupt changes in individual customer needs. Agility is needed both in rapid adoption of new technologies and in timely response to business change.
The IT element in actually making cross-enterprise business process automation happen rests partly in the ability to describe the contractual aspects of business protocols in a standard form that can be consumed by tools for process implementation and monitoring. At the same time, tools must provide much more innovative techniques that bring diagrams to life in a way that maximizes the involvement of businesspeople at the business process modeling and design level.
IT organizations continue to find themselves under increased reassures to do more with less. In many cases, the development and integration efforts of the 1990s were designed to heighten organizational efficiency by automating departmental functions. Nowadays, with the Internet, e-mail, and the Web, companies can collaborate and share information far more easily than they could just a decade ago.
These developments have been paralleled by an expanded role for businesspeople in IT. Business users increasingly perform tasks that were previously only for the technically initiated. Business executives who were once scared of spreadsheets now use them for planning. E-mail has become ubiquitous. The Web is being used by businesspeople to boost knowledge, watch what competitors are doing, and check for stock information. The result is that the profile of IT looms large on a business agenda that demands heightened organizational efficiency in what are currently difficult economic times. And from an IT viewpoint, increased productivity -- especially in a slowdown -- depends on linking distributed systems together. It is against this background that business process management (BPM) is gaining momentum, receiving serious attention from many vendors, and appearing on the radar screens of senior end-user management.
Of course, there are those in our industry that take a slightly cynical view that BPM is simply the cosmetic re-branding of previous generations of workflow software. The efforts of the IT to reinvent different waves of technology that BPM is a lot more than a re-branding exercise.
Two trends are coming together that are creating enormous opportunities and challenges for the management of business processes across organizational boundaries. The first is a business trend toward the truly networked business that crosses organizational boundaries in an ever more adaptive fashion. The other is an IT trend that concerns development of enabling technology that has grown naturally out of distributed computingand component-based development. This mainly involves Web service protocols, description and discovery mechanisms, BPM languages, and standards. Each trend fuels the other: business pressure to realize the full potential of the Internet. Conversely, as the technology "opens up," business is awakened to increasingly imaginative ventures involving hitherto undreamt-of partnerships.
BPM sits at the confluence of these two trends and as such needs to be taken seriously. It must be understood in both IT and business terms. The business element involves developing an ability to explore, understand, and define cross-enterprise business processes. This, in turn, raises the bar for business process modeling and design techniques that are still largely wedded to the concept of an organization as a production line. That world is changing at a rapid pace. Today's unremitting technological innovation and change is mirrored by unpredictable and discontinuous changes in the marketplace. Businesses are responding by becoming more adaptive. The only strategy that makes sense is to become adaptive -- to sense early and respond quickly to abrupt changes in individual customer needs. Agility is needed both in rapid adoption of new technologies and in timely response to business change.
The IT element in actually making cross-enterprise business process automation happen rests partly in the ability to describe the contractual aspects of business protocols in a standard form that can be consumed by tools for process implementation and monitoring. At the same time, tools must provide much more innovative techniques that bring diagrams to life in a way that maximizes the involvement of businesspeople at the business process modeling and design level.
Thursday, October 11, 2007
October 5, 2007 Class at a Glance
Pertemuan minggu pertama Oktober kembali dibahas materi dari Bab-3 Aalst, yang sekarang sudah bisa di download termasuk materi handout kelima.
Materi pembahasan mencakup konsep maupun aspek pengelolaan sumber daya (resources). Aalst menyebutkan klasifikasi sumber daya dari aspek fungsional dan aspek organisasi. Prinsip alokasi sumber daya juga dibahas dalam materi tersebut antara lain menyebutkan tentang penerapan prinsip antrian. Alokasi work item dari sumber daya menyebutkan pula terminology Push Driven, Pull Driven atau Campuran keduanya.
Meski sekilas, aspek indikator kinerja (internal dan external) juga dibicarakan yang selanjutnya akan lebih banyak dibahas pada bagian Analisa Workflow. Terakhir materi pembahasan dari bab-3 nya Aalst mengulas aspek petunjuk perancangan workflow.
Minggu kedua Oktober dijadwalkan untuk libur bersama, sayangnya minggu ke tiga sudah harus masuk. Karena saya masih status cuti bersama, jadwal tanggal 19 Oktober untuk sementara masih seperti bulan puasa, dengan kata lain mulai jam 16:00 – 18:00. Kuliah berikutnya kita kembali ke jadwal semula di 17:00 – 19:00.
Jangan lupa tugas resume and present sudah bisa disampaikan mulai tanggal 19 Oktober mendatang. Selamat ber libur panjang ... buat yang merayakan hari Raya Lebaran selamat makan ketupat, Minal Aidin wal Faidzin.
Materi pembahasan mencakup konsep maupun aspek pengelolaan sumber daya (resources). Aalst menyebutkan klasifikasi sumber daya dari aspek fungsional dan aspek organisasi. Prinsip alokasi sumber daya juga dibahas dalam materi tersebut antara lain menyebutkan tentang penerapan prinsip antrian. Alokasi work item dari sumber daya menyebutkan pula terminology Push Driven, Pull Driven atau Campuran keduanya.
Meski sekilas, aspek indikator kinerja (internal dan external) juga dibicarakan yang selanjutnya akan lebih banyak dibahas pada bagian Analisa Workflow. Terakhir materi pembahasan dari bab-3 nya Aalst mengulas aspek petunjuk perancangan workflow.
Minggu kedua Oktober dijadwalkan untuk libur bersama, sayangnya minggu ke tiga sudah harus masuk. Karena saya masih status cuti bersama, jadwal tanggal 19 Oktober untuk sementara masih seperti bulan puasa, dengan kata lain mulai jam 16:00 – 18:00. Kuliah berikutnya kita kembali ke jadwal semula di 17:00 – 19:00.
Jangan lupa tugas resume and present sudah bisa disampaikan mulai tanggal 19 Oktober mendatang. Selamat ber libur panjang ... buat yang merayakan hari Raya Lebaran selamat makan ketupat, Minal Aidin wal Faidzin.
Wednesday, October 10, 2007
A Closer Look at Business Processes
Dicuplik dari artikel dengan judul An Introduction to BPM, September 2003, Ultimus
What is a Business Process
“A sequence of structured or semi-structured tasks performed in series or in parallel by two or more individuals to reach a common goal.”
The five essential points in this definition are:
- A business process consists of a “sequence” of tasks. One task alone performed by one person is not a business process.
- A business process is “structured or semi-structured.” This means that there is some logic or rules that dictate the sequence in which the tasks are performed. They are not performed on an ad hoc basis.
- The tasks can be performed in “series or in parallel”.
- There must be at least “two or more” individuals or applications involved as players performing different tasks in workflow.
- The sequence of tasks must have the purpose of reaching a common goal or outcome.
The Benefits of BPM
BPM offers numerous tangible and intangible benefits to organizations:
- Improving the Speed of Business
- Increased Customer Satisfaction
- Process Integrity and Accountability
- Process Optimization and Elimination of Unnecessary Tasks
- Include Customers and Partners in Business Processes
- Organizational Agility
Buat yang pingin lihat dokumen lengkapnya bisa di download di SINI
Monday, October 08, 2007
Cek Kebugaran lewat HP
Artikel ini saya sadur dari Associated Press, 6 Oktober 2007 dengan judul New Prototype Phone Gives Fitness Check ditulis oleh HIROKO TABUCHI. Aspek Inovasi yang terkait dengan materi kuliah Pengembangan Produk Telematika.
It can take your pulse, check your body fat, time your jogs and tell you if you have bad breath. It even assesses stress levels and inspires you with a pep talk. Meet your new personal trainer: your cell phone.
The prototype Wellness mobile phone from Japan's NTT DoCoMo Inc. targets users with busy lives who want a hassle-free way of keeping track of their health.
The phone, unveiled this week at the CEATEC electronics show outside Tokyo, has an inbuilt motion sensor that detects body movement and calculates how many calories you burn. The sensor can tell whether you're walking, running, climbing stairs, or resting, and counts the calories accordingly to tally daily totals. Hold the phone with outstretched arms, and it turns into a mini body fat calculator. A sensor at the top of the phone takes your pulse from your fingertip.
Worried about bad breath? Use the phone's breathalyzer. After blew on a tiny hole on the side of the handset for about three seconds, the screen flashed, "Not too bad."
The Wellness phone, developed by NTT DoCoMo and Mitsubishi Electric Corp., also asks questions to assesses stress levels and offers advice. When the busy spokesman answered "Yes" to a series of questions - including "Do you feel lethargic?" and "Do you go to bed after midnight?" - a message appeared on the screen warning he was under a lot of stress. "Don't worry, tomorrow's a fresh new day," the phone then flashed. "Keep your chin up!"
NTT DoCoMo is still testing some of the phone's other technology, including a function to keep track of meals and calculate calorific intake, as well as a networking capacity to let users share data. Japan has some of the world's most advanced cell phones, enabling users to surf the Web, check in at airports and play motion games. DoCoMo has not set a release date or price for the Wellness phone. The Tokyo-based company's phones are not sold overseas.
It can take your pulse, check your body fat, time your jogs and tell you if you have bad breath. It even assesses stress levels and inspires you with a pep talk. Meet your new personal trainer: your cell phone.
The prototype Wellness mobile phone from Japan's NTT DoCoMo Inc. targets users with busy lives who want a hassle-free way of keeping track of their health.
The phone, unveiled this week at the CEATEC electronics show outside Tokyo, has an inbuilt motion sensor that detects body movement and calculates how many calories you burn. The sensor can tell whether you're walking, running, climbing stairs, or resting, and counts the calories accordingly to tally daily totals. Hold the phone with outstretched arms, and it turns into a mini body fat calculator. A sensor at the top of the phone takes your pulse from your fingertip.
Worried about bad breath? Use the phone's breathalyzer. After blew on a tiny hole on the side of the handset for about three seconds, the screen flashed, "Not too bad."
The Wellness phone, developed by NTT DoCoMo and Mitsubishi Electric Corp., also asks questions to assesses stress levels and offers advice. When the busy spokesman answered "Yes" to a series of questions - including "Do you feel lethargic?" and "Do you go to bed after midnight?" - a message appeared on the screen warning he was under a lot of stress. "Don't worry, tomorrow's a fresh new day," the phone then flashed. "Keep your chin up!"
NTT DoCoMo is still testing some of the phone's other technology, including a function to keep track of meals and calculate calorific intake, as well as a networking capacity to let users share data. Japan has some of the world's most advanced cell phones, enabling users to surf the Web, check in at airports and play motion games. DoCoMo has not set a release date or price for the Wellness phone. The Tokyo-based company's phones are not sold overseas.
Tuesday, October 02, 2007
September 28, 2007 Class at a Glance
Pertemuan minggu lalu sebenarnya direncanakan untuk membahas bab-1 dari bukunya Burlton tentang Business Driver untuk berubah. Tapi sebelumnya sedikit diulas tentang materi dari Aalst untuk Travel Agent khususnya menyangkut enacment atau trigger. Statement “OR-join tasks should be avoided as much as possible” sempet terpengaruh untuk proses change saja, padahal yang dimaksud dihindari adalah pemakaian OR-Join untuk c2 yang bisa saja dipasang, namun sebaiknya dihindari (itu menurut bukunya Aalst). Buat lebih jelas, bisa dicek dibagian Aalst ke dua yang sudah di upload di klasmaya in.
Pembahasan Business Driver, terkait dengan 4 penggerak utama perubahan bisnis (kompetisi, perusahaan yang tumbuh semakin kompleks dan global, meningkatnya peran stakeholder luar, dan e-business). Perubahan bisnis untuk perbaikan di masing-masing penggerak tadi dibahas melalui pemodelan RoI.
Sebelum klasklar, ada informasi tugas paska lebaran membuat resume dan presentasi yang dibagi menjadi 7 kelompok, sebagai berikut:
Bab 2 : Debut Medio Okta Mustari; Mariany Elisa
Bab 3 : Adri P Manik Sihotang; Budiyanto
Bab 5 : Lim Chen Chen; Robet Alfonsin Lontoh; Sugiri; Petrus C Hidayat
Bab 6-7 : Vera Yanthi Samosir; Rudianto Tampubolon;
Bab 9-10 : Pargom Gom; Santi Junita Dewi
Bab 11-13 : Ihsan Cases Raharjo; Edgar Yangky Depthios; David H Sinaga
Bab 14-16 : Denny Kusuma; Putra Edlin Alamjaya; Nehemia K Suherman
Handout ke empat sudah bisa di download disini.
Pembahasan Business Driver, terkait dengan 4 penggerak utama perubahan bisnis (kompetisi, perusahaan yang tumbuh semakin kompleks dan global, meningkatnya peran stakeholder luar, dan e-business). Perubahan bisnis untuk perbaikan di masing-masing penggerak tadi dibahas melalui pemodelan RoI.
Sebelum klasklar, ada informasi tugas paska lebaran membuat resume dan presentasi yang dibagi menjadi 7 kelompok, sebagai berikut:
Bab 2 : Debut Medio Okta Mustari; Mariany Elisa
Bab 3 : Adri P Manik Sihotang; Budiyanto
Bab 5 : Lim Chen Chen; Robet Alfonsin Lontoh; Sugiri; Petrus C Hidayat
Bab 6-7 : Vera Yanthi Samosir; Rudianto Tampubolon;
Bab 9-10 : Pargom Gom; Santi Junita Dewi
Bab 11-13 : Ihsan Cases Raharjo; Edgar Yangky Depthios; David H Sinaga
Bab 14-16 : Denny Kusuma; Putra Edlin Alamjaya; Nehemia K Suherman
Handout ke empat sudah bisa di download disini.
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