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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

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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

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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

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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)

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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

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Revolusi Teknologi Informasi

ERA 1

ERA 2

ERA 3

ERA 4

1990

1980

1970

Focus of PhilosophyAdministrative FrameworkPrimary TargetJustification/Purposes

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Computer Technology Era

AdministrativeFramework

Focus ofPhilosophy

PrimaryTarget

JustificationPurposes

DATAPROCESSING ORGANIZATIONAL

PRODUCTIVITYEFFICIENCY

REGULATEDMONOPOLY

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Information Technology Era

END-USERCOMPUTING

FREEMARKET INDIVIDUAL EFFECTIVENESS

AdministrativeFramework

Focus ofPhilosophy

PrimaryTarget

JustificationPurposes

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Information System Era

STRATEGICSYSTEM

REGULATEDFREE MARKET

BUSINESSPROCESS

COMPETITIVEADVANTAGE

AdministrativeFramework

Focus ofPhilosophy

PrimaryTarget

JustificationPurposes

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Global Information System Era

BUSINESSTRANSFORMATION

ENABLER GLOBALIZATIONDYNAMICSYSTEM ADAPTIVITY

AdministrativeFramework

Focus ofPhilosophy

PrimaryTarget

JustificationPurposes

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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?

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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

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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 ?

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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

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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

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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

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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

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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)

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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

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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)

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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.

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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

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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

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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)

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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

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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

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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)

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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)

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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

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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

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MANAGEMENT LEVEL

INPUTS: HIGH VOLUME DATA

PROCESSING: SIMPLE MODELS

OUTPUTS: SUMMARY REPORTS

USERS: MIDDLE MANAGERS

EXAMPLE: ANNUAL BUDGETING

Management Information Systems -1

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STRUCTURED & SEMI-STRUCTURED

DECISIONS

REPORT CONTROL ORIENTED

PAST & PRESENT DATA

INTERNAL ORIENTATION

LENGTHY DESIGN PROCESS*

Management Information Systems -2

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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

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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

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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

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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

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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.)

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The Balanced of Resources has

Changed

Four Four MsMs PlusPlus

Men

Machines

Materials

Money

Information

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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

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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

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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

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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

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IT Roles in Business Process Reengineering

ELIMINATE

SIMPLIFY

INTEGRATE

AUTOMATE

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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

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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

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Nature of IT Center

Cost

Center

Profit

Center

Investment

Center

Service

Center

I/T

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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

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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

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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?

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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

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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

Email

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

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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

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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

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Terima Kasih