Post on 20-Dec-2015
Pertemuan 06 Modeling Business
Processes
Matakuliah : M0034 /Informasi dan Proses Bisnis Tahun : 2005
Versi : 01/05
Learning Outcomes
Pada akhir pertemuan ini, diharapkan mahasiswa
akan mampu :
• Menghubungkan proses proses dalam bisnis
• Menjelaskan model real dari proses bisnis
Outline Materi
• Managing Business and Information Processes
• Model REAL
Lanjutan Dari Lanjutan Dari
Pertemuan 05Pertemuan 05
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Recommendations
Plan Execute Evaluate
ManagementProcess
BusinessProcesses
InformationProcesses
Data
Managing Business and Information Processes
Rules Trigger Measures Measures
Resou
rces
Objecti
ves
Oppor
tuniti
es/R
isks
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Informationprocesses
TriggerInformation
System Response
Report (in many forms)Decision Making Needs of
Information Customers
Business events
Information SystemResponse
Record (event data)Maintain
(agent, resource, location data)
Informationprocesses
Trigger
Processes that Trigger Information System Responses
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Acquisition / Payment Process Regardless of the type of good or service being acquired, the
following are typical operating events in the acquisition / payment business process: Request goods or services. Order goods or services. Receive and inspect goods or services. Store and/or maintain goods. Pay for goods or services. Return goods.
Some organizations : may order the events differently, may use a subset of the events, or may add more detailed events.
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Sales/Collection Process Although there is some diversity across the types of goods
and services sold, the sales/collection process typically includes the following events: Receive an order for goods or services. Select and inspect goods or services to be delivered. Prepare goods or services for delivery. Deliver goods or services. Receive payment for goods or services. Accept customer returns of goods.
Some organizations : may order the events differently, may use a subset of the events, or may add more detailed events.
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Conversion Process Finally, examples of some of the more general activities in the
conversion process include: Assembling. Growing. Excavating. Harvesting. Basic manufacturing (e.g., metals, woods, and chemicals). Finished manufacturing (e.g., tools, instruments, and components). Cleaning. Transporting. Distributing. Providing (e.g., power, water, protection, and communication). Educating. Discovering (e.g., research and development).
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Analyzing the Standish market, competitors, and customers.
Deciding what pizzas to place on Golden’s menu.
Determine if the cooked pizza is correct for the customer presenting his/her copy of the order form.
Receive customer pizza order.
Receive customer payment.
Make pizza. Box pizza. Give pizza to
customer.
Decision/Management Operating Events Information Events
Record customer order. Calculate order amount. Mark order “Paid.” Give customer copy of
order. Give cook copy of order. Tape order to pizza box. Remove copy of order
from box. Send order copies to
accounting.
Process Analysis: Golden Pizza
Trigger
Generate a customer analysis report.
Generate a report of sales by pizza type.
Generate a gross margin analysis.
Generate a report of lost sales due to the 20 minute guarantee.
Trigger
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Developing a REAL Business Process Model
REAL Business Process Modeling is a formal method of identifying and representing the essential characteristics that collectively describe business processes and events.
The title REAL is an acronym for Resources, Events, Agents, and Locations.
Preparing a REAL Business Process Model requires you to identify strategically significant business activities and essential characteristics about these business activities (see Exhibit 2-4).
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Exhibit 2-4Real Business Process Model Matrix
EventBusiness Objective
Event Trigger
Business Risk Notes
Strategically relevant events What happened? How is each event executed and why is it executed.?Date/Time When did each event occur? Internal and external agents What roles are performed and who/what agents perform the roles in executing each event? Resource(s) What kinds of resources were involved and how much was used?.Location Where did the event occur? Risks What can go wrong in executing the event?
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Step 1: Understand The Organization’s Environment and Objectives
REAL modeling is an aid in analyzing an organization and its activities.
Collect data and insights about the organization’s objectives, industry, value chain, strategies, product lines, and customers.
Pay attention to the organization’s people, structure, technologies, and measurements.
A better understanding of these factors will enhance your ability to evaluate business processes and identify processes and events that are not valuable, not competitive, and/or not meeting the objectives of the organization
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IndustryThe Company
Understanding the Business Environment
Competitors
Technologies
Customers
EconomicForcesPeople
CapitalTechnology
Value Chain Products
Structure
Objectives
Strategies
Measurements
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Step 2: Review the Business Process and Identify the Strategically Significant Operating Events
Begin by dividing the organization into its business processes. “What happened? How and Why? ”
REAL graphical model—include the strategically significant operating events that comprise a business process. (the ones that the organization wants to plan, evaluate and execute/or control)
Begin your REAL graphical model by representing events as rectangles with a descriptor inside the rectangle. Select terms that accurately describe each operating event. We suggest using an active voice to name events.
Receive Customer
Order
Receive Customer
Order
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Using the Worksheet
ReceiveCustomerOrder
Event Business ObjectiveEvent
Trigger Business Risk NotesReceive Customer Sell quality products Customer Order not filledorder for pizza with prompt service Decision promptly
An event trigger is the action that initiates the event. Sample
triggers include a previous event, input from an external entity, a decision by an internal agent, or
a business need.
Planning, executing and evaluating business processes are vehicles for implementing and supporting organizational strategies. Therefore, the why question is answered by defining where a particular event fits into the fabric of an organization’s business processes and the event’s relative importance in accomplishing the organization’s strategy.
Be careful not to identify “information events” as “operating events.” To avoid this error, focus on the essential characteristics about business activities “What kind of resources were involved and how much was used?” If, by chance, you mistake an information event (e.g., Print Customer Invoice) for the operating event (e.g., Receive Customer Order) you will struggle to answer some of the questions.
An operating event is strategically significant if an information customer wants information to help him/her plan, execute, control, or evaluate that activity. Strategically significant events also include those that are regulated or mandated (e.g., inspecting meat, paying taxes, or performing an environmental study).
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Exhibit 2-5 McKell’s Retail Model: Step 2
Events
Sellmerchandise
Receivecustomerpayment
McKell’s Retail Store has hired you to analyze their sales/collection process. Customers can purchase a variety of merchandise from McKell’s store. Each sale involves a customer assisted by a salesperson. The customer can buy one or more items of merchandise. McKell’s sales force randomly assists customers (McKell’s does not assign customers to specific salespersons);
and each sale occurs at a specific register (McKell’s has several registers). Individual items of merchandise are not uniquely identified. This means that McKell’s does not assign a unique identifier to each white T-shirt sold, or each pair of size 9 white tennis shoes. The customers are allowed to pay with cash, check, or credit card.
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Step 3: Analyze Each Event Listed In Step Two To Identify
The Event Resources, Agents, And Locations
Describe essential characteristics of the events—the characteristics which: if omitted, would render an inaccurate or incomplete
description of the event. form the basis for generating outputs for information
customers to plan, execute, control and evaluate organization activities.
What kinds of resources were involved? What roles are performed and who/what agents
perform the roles? Where did the event occur? (location)
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Exhibit 2-6 McKell’s Retail Store REAL Model: Step 3
Sell Merchandise
ReceiveCustomer Payment
Events
Merchandise
Cash
Register
Salesperson
Customer
AgentsLocationResources
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Step 4:Identify The Relevant Behaviors, Characteristics, And
Attributes Of The Events, Resources, Agents, And Locations
At what time or sequence in the process should the event occur?
What are the exceptions to the “normal” ordering of events in the process?
What is the proper authorization or approval to execute this event?
What is a reasonable amount of resource associated with this event?
What are the acceptable locations for executing this event?
What is an acceptable time period between events in a business process?
How might the order of events vary by customer?
Does the location from which goods are shipped matter?
How many salespeople are assigned to each customer?
Should a sales order clerk have custody of cash?
Can a customer have two different addresses? Why or why not?
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Sequence of Events
The sequence of events may also be a function of the physical characteristics of the event. In this case, construction techniques, local regulation, and laws of nature determine the event sequence.
Sometimes the sequence of events is dictated by customer preference.
Receive payment
Ship merchandiseReceive payment
Ship merchandiseOR
ProvideCredit
Cash inAdvance
Business PoliciesConstructing a building Excavate Construction Site Pour FoundationLay FloorFrame BuildingSide BuildingInstall Rough PlumbingInstall Rough Electrical
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Event Risks An operating event occurring
at the wrong time or sequence, An operating event occurring
without proper authorization, An operating event involving
the wrong internal agent, An operating event involving the wrong external agent, An operating event involving the wrong resource, An operating event involving the wrong amount of
resource, and/or An operating event occurring at the wrong location.
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McKell's Retail Sale Store Case Checkpoint—Business Rules
Each sale takes place at a specific register (location). Each sale involves only one customer (external agent). Only one salesperson (internal agent) is responsible for each sale. Each sale involves one or more items of merchandise (resource). McKell's merchandise items are not uniquely identified. Each
instance of Merchandise refers to a type or class of Merchandise (e.g. size 12 white T-shirt, or size 9 white tennis shoes, or size 5 leather gloves).
The salesperson and customer do not have a direct relationship, because McKell does not assign customers to specific salespersons. The customer and salesperson are related only through the sale.
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McKell’s Retail Store Case Checkpoint—Business Rules
While analyzing this event, you may document several additional rules, such as: Sales can only involve merchandise, not fixed assets. Sales cannot involve more merchandise (quantity) than
McKell has on hand. Sales cannot involve merchandise McKell does not offer. Each sale must take place at only one register and the register
identification must match a register identification on record. Each sale must include only one salesperson whose
identification matches a salesperson identification on record.
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Step 5:Identify And Document The Direct Relationships
Between Resources, Events, Agents, And Locations
Draw a line from each event to each resource, internal agent, external agent, and location associated with that event. On the line, add a meaningful term or phrase that describes the relationship between the objects. See Exhibit 2 - 7 or 2 - 8.
Graphically display events that are related to other events to show the required sequence of events in a business process. Draw lines from event to event in the correct sequence
Document direct relationships between pairs of agents, locations, and resources that exist independently of an operating event. Connect the pairs with a line.
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Exhibit 2-7 Template Without Diamonds
Place Relationship Descriptions on the Lines
ResourceResource Internal Agent
Internal Agent
ExternalAgent
ExternalAgentLocationLocation
EventEvent
Internal Agent
Internal AgentResourceResource
EventEvent
LocationLocationExternal
Agent
External Agent
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Exhibit 2-8 Template With Diamonds
Place Relationship Descriptions inside the Diamonds
ResourceResource Internal Agent
Internal Agent
ExternalAgent
ExternalAgentLocationLocation
EventEvent
Internal Agent
Internal AgentResourceResource
EventEvent
LocationLocationExternal
Agent
External Agent
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Exhibit 2-9 McKell’s Retail Store REAL Model: Step 5
Sell Merchandise
Sell Merchandise
ReceiveCustomer Payment
ReceiveCustomer Payment
MerchandiseMerchandise
CashCash
RegisterRegister
SalespersonSalesperson
CustomerCustomer
involves
takes
place at
takes place at
increasesinternal agent
internal
agent
external
agent
external agent
resultsin
resultsin
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Identifying Direct Relationships
Example: A sales/collection business process that consists of three events:
Take Customer Order, Sale Inventory, and Collect Cash
Step 1: Relationships between the event(s) and related resources, agents, and locations
Related Objects Related Objects
order - inventory order - salesperson
order - customer sale - inventory
sale - customer cash receipt - cash
cash receipt - customer
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Example: A sales/collection business process that consists of three events:Take Customer Order, Sale Inventory, and Collect Cash
Step 2: Relationships between directly related events (e.g. consecutive or sequential events that occur during the business process)
Related Objectsorder - salesale - cash receipt
Step 3: Relationships between any resources, agents, or locations that have a direct relationship independent of any event occurring.
Related Objectssalesperson - customer
Identifying Direct Relationships (cont.)
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Step 6:Validate The Real Business Process Model With
Business Persons
Those who understand the details and objectives of the business process and events being modeled should perform the validation.
Validation sessions should result in either the confirmation of the model’s accuracy or modification of the model.
Modifications typically involve decomposing one or more operating events into more detailed operating events, or combining events.
Once a REAL model is created, does it need updating or maintenance? Yes. The nature of business processes and events can change over time. More importantly, in today’s fast paced world, the nature of business processes and events often must change with time.
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Linking Processes Understanding the relationship between individual business
processes is very important. Collectively business processes result in the acquisition of goods
and services, the conversion of acquired goods and services into goods and services for customers, the delivery of the goods and services to customers, and the collection or payment from customers.
Business processes are linked together in two ways: by sharing common resources or by an event in one process triggering an event in another
process. For example, consider the simple model presented in Exhibit 2 - 11.
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Exhibit 2-10 Partial REAL Diagram for Linked Business Process Example
Receive goodsfrom vendor
Pay vendorfor goods
Receive customerpayment
Ship goodsto customer
Inventory
Cash
Acquirefinancing
Acquire human resource Human
resource
Pay forhuman resource
Repay vendor
+
+-
+
-
-
- +
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Appendix Two Further Practice Using REAL Modeling—Cherry Bee, Inc.
Cherry Bee, Inc. is a small bee keeping operation located in Preston, Idaho. Each spring Marc, the owner, hires several beekeepers to manage and care for the hives owned by Cherry Bee. Marc pays these hive workers weekly during the spring, summer, and fall.
Marc purchases new supplies and materials for hive workers to use. The beekeepers go to the fields to check each hive, medicate each hive, clean any dead bees out of the hive, and add sugar water if the supply of honey in the hive is low.
Hire Workers
Business Events
Pay Workers
Purchase Supplies
Check hives
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Appendix Two Further Practice Using REAL Modeling—Cherry Bee, Inc.
Twice during the summer, hive workers extract honey from the hives. Then they go into the supply barn to strain the honey and package the finished product in a variety of different sized containers. The finished honey is placed on shelves in the storage room. In the late fall, hive workers again check each hive, give them more medicine, and wrap the hives in black plastic to keep them warm during the winter.
Throughout the year, customers purchase honey from Marc at the Cherry Bee Store. Some commercial customers purchase the honey on account, while most customers pay cash. Marc purchases the supplies both on account and with cash from local vendors. The medicine, sugar, and black
plastic are kept in the supply barn along with other supplies and materials, as well as the honey inventory.
Extract honey
Strain honey
Package honey
Store honey
Sell honey
Receive Payment
Pay for Supplies
Store Supplies
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Exhibit 2-11
Cherry Bee Business Processes
Hire workers Hire workers
Pay workers Pay workers
Labor Acquisition/
Maintenance/Payment Process
Labor Acquisition/
Maintenance/Payment Process
Supplies and Materials
Acquisition/Maintenance/
Payment Process
Supplies and Materials
Acquisition/Maintenance/
Payment Process
Purchase supplies Purchase supplies
Pay for supplies Pay for supplies
Store Supplies Store Supplies
ConversionProcess
ConversionProcess
Check hives Check hives
Extract honey Extract honey
Strain honey Strain honey
Package honey
Package honey
Store honey Store honey
Sell honey to customer
Sell honey to customer
Receive payment for honey sold
Receive payment for honey sold
Sales/CollectionProcess
Sales/CollectionProcess
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Cherry Bee Business Process Model Matrix
EventEventInternalAgents
InternalAgents
ExternalAgents
ExternalAgents ResourcesResources
Purchase mat.& supplies
Pay for mat.& supplies
Hire workers
Pay workers
Store mat.& supplies
Check hives
manager (Marc) Potential workers
cashier (Marc),hive workers
vendors
vendors
hive workers
purchasingagent (Marc)
payablesclerk (Marc)
hive workers
human labor
cash
materials &supplies
cash
materials &supplies
hives, mat. & supplies
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Cherry Bee Business Process Model Matrix
Store mat. & suppliesCheck hives
Extract honey
Strain honey
Package honey
Store honey
Sell honey
Collect payment
hive workers
hive workers
hive workers
hive workers
hive workers
store worker (Marc)cashier (Marc) customers
customers
hives, mat. & supplies
packaged honey
packaged honey
cash
EventEventInternalAgents
InternalAgents
ExternalAgents
ExternalAgents ResourcesResources
hives, mat. & supplieshives, mat. & supplieshives, mat. & supplies
store worker (Marc)
packaged honey
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Cherry Bee Business Process Model Matrix
LocationsLocations Business ObjectivesBusiness Objectives Event TriggerEvent Trigger
vendor store
Cherry Bee store
Cherry Bee store
at Cherry Bee
or vendor storesupply barn
field
Have mat. & supplies on hand when needed, pay lowest prices..
Pay for supplies in a timelyto maintain vendor goodwill...
Store materials & supplies in a safe, convenient location
Hire skilled, dependable workers at a fair rate ...
Pay only for services received,pay in a timely manner....
Make sure hives are healthy and prepared for production..
need for labor
payment forservices due
need for mat.& supplies
purchase of mat.&supplies
purchase of mat.&supplies
beginning ofSpring
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Cherry Bee Business Process Model Matrix
field
field
supply barn
supply barn
supply barn
Cherry Bee store
Cherry Bee store
Make sure hives are healthy and prepared for production..
Extract all the honey at the rightpoint in time without waste..
Produce clean honey for sale...
Package honey in containersthat promote a long shelf life...
Store honey in a safe, convenient location until needed at store...
Sell quality honey for a fair price as quickly as possible ...
Collect payments from customers in a timely
manner ...
beginning of Spring
hive full of honey
Extracted honey
honey was strained
honey waspackaged
customer enters store
sale of honey
LocationsLocations Business ObjectivesBusiness Objectives Event TriggerEvent Trigger
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Cherry Bee REAL Models
Hireworkers
Pay workers
Cash
Cherry Bee Store
HumanLabor
HiveWorkers
Marc
Labor Acquisition/Maintenance/Payment Process
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Cherry Bee REAL Models
Store mat.& supplies
Pay for mat.& supplies
Vendor Store
Materials &Supplies
Supply Barn
Vendor
Hive workers
Cherry Bee Store
Purchase mat. & supplies
Cash
Marc
Supplies and Materials Acquisition/Maintenance/ Payment Process
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Cherry Bee REAL Models
Sell honey
Collect payment
Cash
Cherry BeeStore
PackagedHoney
Customer
Marc
Sales/Collection Process
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Cherry Bee REAL Models
Extract honey
Check hives
Strain honey
Package honey
Store honey
Field
Hive
Materials &Supplies
Honey in Process
Supply Barn
PackagedHoney
Hive Workers
Conversion Process
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Customer Calls
Submit Bid
Enter Contract
Provide Services
Receive Payment
Customer Representative
Customer
Janitor
CustomerPayments Clerk
Services
Cash
REAL Model of a Service Process
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REAL Model of a Not-For-Profit Organization
Victim ArrivesVictim Arrives
Interview VictimInterview Victim
Assign RoomAssign Room
Issue ClothingIssue Clothing
Issue PersonalCare Items
Issue PersonalCare Items
Provide FoodProvide Food
Help set goals, identify resources
Help set goals, identify resources
Victim LeavesVictim Leaves
Receptionist
InventoryClerk
PersonalCounselor
Victim
Interviewer
ShelterShelter
RoomRoom
ClothingClothing
Personal Care Items
Personal Care Items
FoodFood
Goals, Resource Sources
Goals, Resource Sources
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REAL Model of a Steel Manufacturing Process
FuelFuel
Iron OreIron Ore
LimestoneLimestone
OxygenOxygen
AlloysAlloys
CoalCoal
CokeCoke
Pig IronPig Iron
Steel Ingots
Steel Ingots
BakerBakerBakeBake
BlastBlast
MixMix
MillMill
BlastFurnace
BlastFurnace
Blast Furnace Op.
Blast Furnace Op.
FinishingFurnace
FinishingFurnace
Finishing Furnace Op.
Finishing Furnace Op.
RollingMill
RollingMill
MillingOperator
MillingOperator
FinishedSteel
FinishedSteel
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EVOLUTION OF AIS MODELINGStage 1ManualSystems
Stage 2AutomatedSystems
Stage 3Event Driven Systems
Bias:Generate financialstatements
Bias:Generate financialstatements
Bias:Support Planning, Controlling & Evaluating Activities forVarious Information Customers
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Changing the Design Focus is built on three underlying premises:
Information technology enables the design and
implementation of
semantically modeled systems -
systems that more closely
resemble reality.
Today's users expect
a more complete
and accurate representation of reality from which
to draw information.
We are no longer
constrained by the human
inability to record,
maintain, and report
large volumes of
details about business events.
Tugas
Agar perkuliahan pada Agar perkuliahan pada pertemuan 8 bisa berjalan pertemuan 8 bisa berjalan
dengan lancar, Setiap dengan lancar, Setiap mahasiswa diwajibkan mahasiswa diwajibkan
untuk mendownload dan untuk mendownload dan mencetak kasus pada mencetak kasus pada
pertemuan 8pertemuan 8
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