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Strategi dan Kebijakan Sistem Informasi
Disusun Oleh:
Ir. Mas Wigrantoro Roes Setiyadi, SE, MSi, MPP
Program Pasca Sarjana - Magister Ilmu Komputer
Universitas Budi Luhur
2
Objektif
Mampu mengevaluasi berbagai strategi SI/TI
untuk mencapai sasaran bisnis.
Memahami potensi dan pemanfaatan stratejik
TI dalam organisasi bisnis dan publik.
Memahami berbagai aspek dalam
pengelolaan SI/TI dari perspektif CIO
Mampu membuat perencanaan stratejik SI/TI
yang sejalan dengan strategi bisnis
3
Peran SI/TI Dalam Organisasi
Keterhubungan Antara Strategi Bisnis dan
Perencanaan Stratejik SI/TI
Kuliah minggu pertama, tanggal 15 Januari 2005
Ward & Peppard (2003), Chapter 1 & 2
4
Outline
Pengantar
Revolusi Teknologi Informasi
Model-model SI/TI Dalam Organisasi
Manajemen Stratejik SI/TI
Business, IS & IT Relationship
IS Strategic Planning
External Context of IT
Kasus: Midsouth Chamber of Commerce (Martin Study Case 1)
5
Pengantar
Sejumlah faktor stratejik mempengaruhi
kecepatan, efektivitas dan kemajuan
pengelolaan/pemanfaatan SI/TI: Kemampuan teknologi,
Pertimbangan ekonomi dalam memanfaatkan teknologi
Kelayakan aplikasi
Ketrampilan dan kemampuan mengembangkan aplikasi
Tekanan terhadap organisasi dan industri tertentu untuk
meningkatkan kinerja
Kemampuan organisasi dalam menerapkan SI/TI
6
Revolusi Teknologi Informasi
ERA 1
ERA 2
ERA 3
ERA 4
1990
1980
1970
Focus of PhilosophyAdministrative FrameworkPrimary TargetJustification/Purposes
7
Computer Technology Era
AdministrativeFramework
Focus ofPhilosophy
PrimaryTarget
JustificationPurposes
DATAPROCESSING ORGANIZATIONAL
PRODUCTIVITYEFFICIENCY
REGULATEDMONOPOLY
8
Information Technology Era
END-USERCOMPUTING
FREEMARKET INDIVIDUAL EFFECTIVENESS
AdministrativeFramework
Focus ofPhilosophy
PrimaryTarget
JustificationPurposes
9
Information System Era
STRATEGICSYSTEM
REGULATEDFREE MARKET
BUSINESSPROCESS
COMPETITIVEADVANTAGE
AdministrativeFramework
Focus ofPhilosophy
PrimaryTarget
JustificationPurposes
10
Global Information System Era
BUSINESSTRANSFORMATION
ENABLER GLOBALIZATIONDYNAMICSYSTEM ADAPTIVITY
AdministrativeFramework
Focus ofPhilosophy
PrimaryTarget
JustificationPurposes
11
Permasalahan
Sistem Informasi?
Teknologi Informasi?
Applikasi: Pemanfaatan TI untuk menjawab kebutuhan proses bisnis tertentu. Berupa custom tailored, atau generic.
Mengapa organisasi gagal menerima manfaat dari investasi TI?
12
Domain Komputer, TI, dan SI
INFORMATION SYSTEM
INFORMATION TECHNOLOGY
COMPUTER
HARDWARE SOFTWARE
Organization
Management
Human Resources
Processes
People and Culture
Standards and Procedures
Rules and Policy
Cost and
Investment
Strategic
Business
Plan
Macro
Environment
Outsourcing
Research and
DevelopmentProducts and Services
Market and
Customers
PC Desktop Operating System
InternetIntranet
Extranet
Database
Applications
Notebook and Palmtop
Programming Languages
Printer
ModemMultimedia
Workgroup
Computing
Data Mining
Decision Support
System
Digital Nervous
SystemISDN, VSAT
Infrastructure
Electronic
Commerce
Electronic
Data
Interchange
13
The Three Domains: IS, IT and IM
IS Strategy
Division/function based
Demand oriented
Business focused
IS Strategy
Division/function based
Demand oriented
Business focused
IT Strategy
Activity based
Supply oriented
Technology focused
IT Strategy
Activity based
Supply oriented
Technology focused
IM Strategy
Organisation based
Relationship oriented
Management focused
IM Strategy
Organisation based
Relationship oriented
Management focused
Delivery
Applications
Management
What ?
How ?
Wherefore ?
14
Manajemen Informasi
INFORMATION SYSTEM- DEMAND SITE -
INFORMATION TECHNOLOGY- SUPPLY SITE -
INFORMATION MANAGEMENT
Institutions
Community
Non Profit Organization
Business Entities
Public Sectors
R&D Centers
Corporations
Computer ManufacturersSoftware Houses
Universities Silicon Valley
15
Definisi
IS strategy defines the organizations requirement or demand for information & systems to support the overall strategy of the business. Defines applications portfolio along with its priority
IT strategy is concerned with outlining how the organizations IS demand will be supported by the technology (supply) IT architecture, systems development, infrastructure, user support, operations, etc
16
Demam e-
E-business
E-commerce
E-government
Lantas apa bedanya dengan SI/TI dan eAdakah perbedaan dalam mengelolanya?
Yang membuat Internet signifikan: Pervasive
Interactive
Media penghubung banyak pihak
17
Functions Of An Information SystemFunctions Of An Information System
INPUT OUTPUTPROCESS
FEEDBACK
INFORMATION SYSTEMINFORMATION SYSTEM
ENVIRONMENTENVIRONMENT
Customers SupplCustomers Suppliers iers
Regulatory Regulatory StakeholdersStakeholders CompetitorsCompetitors
AgenciesAgencies
ORGANIZATIONORGANIZATION
18
Model-2 SI/TI Dalam Organisasi
Sales forecasting, operating plans, capacity
planing, profit/earnings forecast, business mix
analysis, manpower planning, financial modelling
Planning Systems
Sales analysis, budgetary control, management accounting,
inventory management, quality analysis, expense reporting, market
research/analysis, WIP control, requirement planning, supplier analysis, etc.
Control Systems
Order entry/processing, tracking shipping documents, vehicle scheduling/loading
invoicing, sales and purchase ledgers, cost accounting, stock control, shop floor
scheduling, bill of materials, purchase orders, receiving, employee records, payroll,
word processing, etc.
OperationalSystems
Hirarki perencanaan, pengendalian, dan sistem operasional,
Model Anthony (1965)
19
Aspek SI/TI Dalam Manajemen
Tingkat pembelanjaan (rate of expenditure)
Konfigurasi teknologi, mis: batch/online
Portofolio aplikasi
Organisasi SI
Perencanaan SI dan pendekatan kendali
Kesiapan pengguna
20
Tahapan Evolusi SI/TI Berkaitan
Dengan Expenditure -1
Computer
management
Transition
point
Information (systems)
management
Level of IS/IT
expense
1 2 3 4 5 6
Initiation Contagion
ControlIntegration
Datamanagement
Maturity IS expense growth
Model Nolan (1979)
21
Tahapan Evolusi SI/TI Berkaitan
Dengan Expenditure - 2
Initiation Batch processing to automate clerical operations to achieve cost reduction
Purely operational system focus
Lack of management interest
Contagion Rapid growth as users demand more applications based on high expectations
of benefits
Move to online systems
High rate of expense
Little control, drive to centralise in order to control
Control Response to management control about cost
Systems projects prefered to show a return
Produce plan and enforcement of standard
Often produce backlog and dissatisfied users.
22
Tahapan Evolusi SI/TI Berkaitan
Dengan Expenditure - 3
Integration
Considerable expenditure on integrating existing systems
User accountability is introduced
IS provides a service not just solutions to problems.
Data Management
Information requirements drive the application portfolio
Information is shared within th eorganisation
Database capability is exploited as users uderstand the value of the
information
Maturity
The planning and development of IS/IT in th eorganisation is closely co-
ordinated with business development
23
Transisi komputer menuju manajemen
informasi -1
IS Role inthe enterprise
Relationship withother department
Managing the ISdepartment
Managing the IS/IT activities
InformationSystemManagement
ComputerManagement
Operations, programming,
data collection, etc.
Department is managed as co-ordinated
set of resources which are planned to
meet expected future requirements
Users awareness of the role of
computers determine effectiveness
of relationship
Review IS/IT roles, dont focus
on particular issues only
24
Transisi komputer menuju manajemen
informasi - 2
Delivery
Internal focus
Improving the ability to deliver and support systems and technology
Not necessarily providing users with what they need
Re-orientation
Establishing good relationship with the main business functions,
Supporting business demands through provision of variety of services
Provide valued service to all business functional management
Re-organisation
Need for redesign integration of IS investment with business strategy and
across business functions.
Best way of satisfying each of differing business needs through coalition of
responsibilities for managing information and systems
Hirschheim Model (1988)
25
Types Of Information SystemsTypes Of Information Systems
DATA WORKERSDATA WORKERS
KIND OF SYSTEM GROUPS SERVEDKIND OF SYSTEM GROUPS SERVED
STRATEGIC LEVEL STRATEGIC LEVEL SENIOR SENIOR
MANAGERSMANAGERS
MANAGEMENT LEVEL MANAGEMENT LEVEL MIDDLE MIDDLE
MANAGERSMANAGERS
OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL
LEVEL LEVEL MANAGERS MANAGERS
KNOWLEDGE LEVEL KNOWLEDGE LEVEL KNOWLEDGE & KNOWLEDGE &
SALES & SALES & MANUFACTURING MANUFACTURING FINANCE FINANCE ACCOUNTING ACCOUNTING HUMANHUMAN
RESOURCESRESOURCESMARKETINGMARKETING
26
Perbedaan DP dan MIS
Local processing linked to
information resources
Mainframe/mini
computers
Technology
Professionals & middle
managers
OperatorsUsers
Sometimes need human
intervention (esp. for decision
making)
Algorithmic (very
predefined)
Process
Historical data, current &
future
Recent history, current
& near future
Information time
frame
Internal & external transaction
+ research data
Internal & external
transaction
Information
sources
Effective problem resolution &
decision making support
Efficient transactionObjectives
MISTPS/DP
27
Strategic Information Systems
Automatic basic
processes
(efficiency)
Satisfy
information needs
(effectiveness)
Affect business
strategy
(competitiveness)
Transaction and
exception
processing
DATA
PROCESSING
STRATEGIC
INFORMATION
SYSTEMSInformation
enquiry and
analysis
MANAGEMENT
INFORMATION
SYSTEMS
Use
(objective)
Function
Wiseman Model (1985)
28
Trend evolusi SI/TI
AspectsDP MIS SIS
Nature of the technology
Computers
fragmented
(hardware limitation
Distributed process
interconnected
software limitation
networks
integrated
people/vison limitation)
Nature of operations
Remote from users
controlled by DP
Regulated by
management
services
Available and
supportive
to users
Issues in systems
development
Technical issues
(programming/
project managemen)
Support business
usersneeds
information management
Relate to
business
strategy
Reason for using
technology
Reducing costs
(especially
administrative)
technology driven
Supporting the
business (manager)
- user driven
Enabling the business
- business driven
Characteristic of systems
Regimented/
operational
(internal)
Accommodating/
control
Flexibility/
strategic
(external)
Galliers & Somogyl, (1987)
29
Major Types Of Systems
EXECUTIVE SUPPORT SYSTEMS (ESS)
MANAGEMENT INFORMATION SYSTEMS (MIS)
DECISION SUPPORT SYSTEMS (DSS)
KNOWLEDGE WORK SYSTEMS (KWS)
OFFICE AUTOMATION SYSTEMS (OAS)
TRANSACTION PROCESSING SYSTEMS (TPS)
2.6
30
Dimulai pada zaman Data Processing
OPERATIONAL LEVEL
INPUTS: TRANSACTIONS, EVENTS
PROCESSING: UPDATING
OUTPUTS: DETAILED REPORTS
USERS: OPERATIONS PERSONNEL
EXAMPLE: ACCOUNTS PAYABLE
Transaction Processing Systems (TPS)
TPSTPS
31
MANAGEMENT LEVEL
INPUTS: HIGH VOLUME DATA
PROCESSING: SIMPLE MODELS
OUTPUTS: SUMMARY REPORTS
USERS: MIDDLE MANAGERS
EXAMPLE: ANNUAL BUDGETING
Management Information Systems -1
32
STRUCTURED & SEMI-STRUCTURED
DECISIONS
REPORT CONTROL ORIENTED
PAST & PRESENT DATA
INTERNAL ORIENTATION
LENGTHY DESIGN PROCESS*
Management Information Systems -2
33
MISMIS
MIS FILESMIS FILES
SALES
DATA
UNIT
PRODUCT
COST
PRODUCT
CHANGE
DATA
EXPENSE
DATA
MISREPORTS
MANAGERSMANAGERS
TPS
Order Processing
System
Materials Resource
Planning System
General Ledger
System
ORDER FILE
PRODUCTION MASTER FILE
ACCOUNTING FILES
2.17
TPS Data For MIS Applications
34
Lessons from DP era
Understanding process, not just programming
Requirement analysis is important
IT investment financial justification
Disciplined software engineering process
Project management in software
development
Planning of interrelated set of systems in
organization
35
Lessons from MIS era
IS/IT investment can not be justified
only in financial means
The need for organizational policy (not
just DP methodology)
From producing data to serving users
Data integration is important: using very
large database
36
Manajemen Stratejik SI/TI
Difference with traditional IT management:
External factors has significant pressure on
the IS/IT management, not just internal
factors
Senior management is involved in making
IS/IT investment decision that will drive
organizations future business strategy
IMPROVE COMPETITIVENESS BY
CHANGING THE NATURE / CONDUCT OF
BUSINESS
37
The Role of Information Technology
Gather Organize DistributeSelect Synthesize
Facts
Data
Information
Knowledge
Wisdom
Business
Value of
Information
Technology
Add Value
customers and markets
Reduce Costs
transactions and processes
Minimize Risks
market, financial, legal,
operational risks
Create New Realities
intelligence (social, political, technological, etc.)
38
The Balanced of Resources has
Changed
Four Four MsMs PlusPlus
Men
Machines
Materials
Money
Information
39
Strategic Systems
Connection to supplier & customer
Effective use of information in the value
adding process
Enable to deliver new product/service
Provide executive with strategic
information
40
Success factors in strategic IS
External, not just internal focus
Adding value, not cost reduction
Sharing the benefits: internally, with
supplier & customer
Business driven not technology driven
Incremental development
Use information to develop business
41
Failures from not having IS/IT strategy
Systems not integrated
Poor management information: not readily available,
inconsistent, inaccurate, too slow
Misunderstand between users and IT specialist
Technology strategy incoherent
Inadequate infrastructure investment
Localized justification of IT investment can result in
inefficiency of overall business context
Systems has shorter than expected usage
42
Business, IS & IT Relationship
Business decisions
Objectives and direction
Change
Business Strategy
Business based
Demand orientation
Application focused
IS Strategy
Activity Based
Supply oriented
Technology focused
IT Strategy
Where is the business
going & why?
What is required?
How can it be
realized?
External &
Internal
Factors
External &
Internal
Factors
Direction for
business
Needs &
priorities
Supports
business
Infrastructure &
service
Economy
Society
Politics
Law
Ecology
Technology
Culture
Stakeholders
43
IT Roles in Business Process Reengineering
ELIMINATE
SIMPLIFY
INTEGRATE
AUTOMATE
44
MIT Theory of IT Evolution & Revolution
Localized ExploitationLocalized Exploitation
IntegrationIntegration
Business Process RedesignBusiness Process Redesign
Business Network RedesignBusiness Network Redesign
Business Scope RedefinitionBusiness Scope Redefinition
LOW Range of Potential Benefits HIGH
LOW
HIGH
Degre
e o
f Business
Tra
nsfo
rmation
Revolutionary
Evolutionary
45
Internal Evolution of Information
Technology
SAVE MONEY
2 Financial, Manufacturing, Services
1 Administrative
MAKE MONEY
4 Mega Decisions3 Marketing, Distribution,
Customer Service
REMAIN IN BUSINESS
5 People Systems, HomeComputers
OPERATIONAL CONTROL
2 Asset Management1 Process Management
ORGANIZATIONALEFFECTIVENESS
5 Restructuring of the Industry
4 Restructuring of theOrganization
3 Growth and Increase inMarket Share
FUNCTIONAL USE MANAGEMENT FOCUS
Reducing Costs
Leveraging Investment
Enhancing Productsand Services
Enhancing ExecutiveDecision Making
Reaching theConsumer
Above the Line
Below the Line
1
2
3
4
5
46
Nature of IT Center
Cost
Center
Profit
Center
Investment
Center
Service
Center
I/T
47
IT Benefits Measurement
LOW HIGH
HIGH
LOWMarket Reaction
Access to New StaffFaster Information
Positive Staff Reaction
Better InformationImproved Security
Lower Risk
Staff ReductionLower AssetsMore Sales
M E A S U R A B L E
T A N G I B L E
48
IT and Business Alignment
DAY-TO-DAY OPERATIONAL ACTIVITIES
MissionVision Value
Objectives
Critical Success Factors
Key Performance Indicators
Business Strategy I/T Strategy
Business Process and Tactical Procedures
49
Boeing Strategic Architecture
Delivery System ArchitectureHardware, Software, Communications
Data Architecture
Information SystemArchitecture
InformationArchitecture
Business ProcessArchitecture
drives
prescribes
identifies
support byFeedback
Standards
Product Groups
Information Services
Which hardware,
software, and
network are required?
How is the
data
managed?
How are the
processes and
information
related?
What
information is
needed to
accomplish
those processes?
What business
processes
should be used?
50
Information System Strategic
Planning
THREE DOMAINS
Information System Requirements
Information Technology Supply
Information Management Strategy
STRATEGIC PLANNING
List of Scenarios
Risk Management
Cost/Benefit Analysis
Technical Design
Project Management
Priorities Level and Schedule
Implementation Plan
Human Resource Skills and Competencies Requirements
Change Management
INTERNAL
Corporate History
Business Plan
Existing Information Technology
Constraints and Opportunities
Strength and Weakness
Approach and Methodology
EXTERNAL
Industry Trend
Information Technology Development
Competitor Analysis
Benchmarking
Best Practice
S
HA
RE
HO
LD
ER
S
N
E
T
W
OR
K& P
AR
T
N
E
R
S
BUSINESSPROCESS
PROCEDURES
STANDARD
PEOPLE
CULTURE
POLICIES
LEGALASPECT
TECHNOLOGYINFRASTRUCTURE
COMPANYASSETS
FINANCIALRESOURCES
ORGANIZATION
STRUCTURE
COMPANYGEOGRAPHICAL
TOPOLOGY
BLUE PRINTINPUT
VALUE
VISIONMISSION
CSFsKPIs
STRATEGY
Ideology, Political Agenda, Economic Environment, Social and Culture, International Relationship, National
Defense, Religion, Behaviors,
Macro Environment
ANALYSIS PROCESS
51
52
New Type of Corporation
PHYSICAL COMPANY
KNOWLEDGE COMPANY
Procure
Inbound Logistics
Manufacturing
Transportation
Distribute
Delivery
Customer
Value-Added Networks
Internet
Extranet
Web TV
Wide Area Networks
E-Marketplaces
Intranet
Private Network
Market Strategy
Product Design
Marketing
Customer Management
Value Network Management
E-Catalogues
ERP
E-Collaboration
E-Forms
WWW
EDI
Electronic Funds
E-Bulleting Boards
Chat Rooms
Financial EDI
Supply-Chain
Components
Technology
Vehicles
Application
Enablers
Demand-Chain
Components
53
Lesson learned
Focusing on technology does not lead
to success
Must consider IT as part of the business
solution
Should be business driven!
IS/IT strategy must also consider
strategies of other functional units
54
Success Indicators
1. New Business (products/services)
2. New Market (customers)
3. New Revenue (business model)
4. New Company (business transformation)
5. New Image (business community)
6. New Wealth (paradigm shift)
Etc.
Key Points:
From nothing to existing
From existing to creating
From creating to improving
From improving to growing
From growing to performing
55
Terima Kasih