Kế toán doanh nghiệp - Chapter 2: Accountants as business analysts

Chapter 2Accountants as Business AnalystsCopyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.Learning Objectives2-2LO#1 Describe the roles of the accounting/finance function in business and why those roles require knowledge of technology and business processes.LO#2 Understand the importance of business process documentation.LO#3 Recognize the value of business models.LO#4 Articulate the characteristics of activity models.LO#5 Understand and apply the building blocks for BPMN (activity) diagrams.Roles of Accountants in Business2-3Stewardship and ReportingAccounting/Finance OperationsBusiness Management SupportRegulatory complianceFinance and accounting processesManagement informationTax returnsFinancial closePlanning budgeting and forecastingStakeholder assuranceFinancial reporting and analysisPerformance measurementInvestor relationsProviding management informationPerformance managementRaising capital and loansPeople managementRisk management – from strategic to operational including fraud riskBoard reportsUsing IT to make finance and accounting processes more efficient and effectiveInvestment appraisalStatutory reportingCost managementSupply chain managementLO# 1Changing Roles of Accountants in BusinessTo prepare for their changing roles accountants must:Understand the business and how it collects summarizes and communicates business informationUnderstand how the business delivers value to its customersUnderstand the risks that the business faces and the internal controls in place to mitigate those risksUnderstand how accounting information systems collect summarize and report business process information2-4LO# 1DefinitionsBusiness Process: a defined sequence of business activities that use resources to transform specific inputs into specific outputs to achieve a business goal. Business Analysis: the process of defining business process requirements and evaluating potential improvements.  Business Model: a simple abstract representation of one or more business processes. Documentation: explains how business processes and business systems work; a tool for information transmission and communication2-5LO# 2Importance of Business Process DocumentationDocumentation includes:Business process models Business rules User manuals training manuals Product specifications Software manuals Schedules Organization charts Strategic plans2-6LO# 2Value of Business ModelsGraphical representations present information more concisely and clearly than a written descriptionManage complexity by incorporating only the essential elementsElicit requirements when used to interview involved partiesReconcile viewpoints by providing an integrated viewSimulate potential changesSpecify requirements for the actual business process2-7LO# 3Types of Business Models2-8LO# 3Activity ModelsVariety of activity models – changing as technology changesFlowchartsData flow diagramsBusiness process mapsIDEF0 functional models2-9LO# 4Activity Models - Must be Able to DescribeEvents that start, change, or stop flow in the processActivities and tasks within the processThe sequence of flow between tasksDecision points that affect the flowDivision of activity depending on organizational roles2-10LO# 4BPMN for Activity DiagramsBPMN stands for business process modeling notationThe Object Management Group maintains the BPMN specificationFirst specification issued in 2004 widely adoptedSpecifically designed for process modelingDesigned to be understood by business people Software available to support modeling and subsequent process simulation2-11LO# 5BPMN Building Blocks - EventsEvents include start, intermediate, and end events. Intermediate events affect the flow of a process, but do not start or end the process. 2-12LO# 5BPMN Building Blocks - ActivitiesActivities represent specific steps in the business process. Basic activities are modeled as rounded rectanglesEach activity is described with a short verb phrase 2-13LO# 5BPMN Building Blocks – Sequence FlowsRepresented by arrows to indicate the progression of activity within the process2-14LO# 5BPMN Building Blocks – Gateways Show process branching and merging as the result of decisionsUsually gateways appear as pairs on the diagram. The first gateway shows the branching and the second gateway shows merging of the process branches.2-15LO# 5BPMN Example2-16LO# 5BPMN Pools and SwimlanesIdentify participants in a business processPools identify organizationsSwimlanes identify departments or individualsActivities are assigned to one participant to show responsibilityEach pool must include one start and at least one endThe sequence flow must not break between the start and end2-17LO# 5BPMN Pools and Swimlanes - Example2-18LO# 5BPMN Pools and Message FlowsExchanges between two participants (pools) in the same process are represented as message flowsMessage flows are shown as dashed lines with an arrow on the destination end and a small circle on the source endMessage flow content should be described with textLO# 52-19BPMN Pools and Message Flows - Example2-20LO# 5BPMN Modeling – Best PracticesFocus on one business process at a time.Clearly identify the events that start and end the process.Include essential elements, but avoid distracting detail.Think about a token flowing from the start event through the process to the end event; the flow of the token should be clear for all paths through the process. Label activities clearly with a verb and an object, e.g., pay invoice.Model iteratively, getting feedback to improve accuracy and clarity.2-21LO# 5