tata kelola sistem informasi

7/23/2019 tata kelola sistem informasi

1/19

RERANGKA DASARTATAKELOLA DAN

SISTEM INFORMASI

Session #


2/19

TANTANGAN MANAJEMEN T

Meneglola permintaan terhaap TI se!"onsisten an mamp men$aga"eselarasann%a engan pen!apaian t&isnis

On DemanManagement ' ITIn(estment

)tilisasi asset an in*rastr"tr TI se!aoptimalAsset Optimation

+engem&angan strategi ata, pengelo-ig Data, an Data anal%ti!s nt"menopang &siness intelligen!e.

-sinessIntelligen!e

Retrn on IT In(estment, +er&ahan pr&isnis, an pa%a men$aga "e&erlan$t

Total /ost o*O0nership ' IT

1ale proposition


3/19

TANTANGAN MANAJEMEN T

Mengimplementasi s!ala&lese!re, open ar!hite!tre,an stanarie soltions

IT Ar!hite!tre 'Appli!ations

Implementasi "e&i$a"an,

sistem an proser %angmen$amin "eamanan an"erahasiaan ata

Se!rit% '

+ri(a!%

+engelolaan hman !apital &iang TI, termas" ialamn%a a"isisi, pelatihan

seri3"asi ll

TalentManagement

'

De(elopment


4/19

Tahap 45 +enrnan -ia%a

Tahap 25 +ening"atan In(estasi

Tahap 65 +engatan +ro" ata La%anan

Tahap 75 +engatan +roses +engam&ilanKeptsan

Tahap 85 +erlasan Jang"aan "e +elanggan

Tahap 95 +ening"atan "alitas "emitraan engan"ngan mana$emen rantai paso"an ata &ent

"ola&orasi lainn%a

ARA: SIS DALAM ORGANISASI5ESKALASI KEMANFAATAN TEKNOLOGIINFORMASI


5/19

Cut Cost

Generate

Revenue

Business

Survival

BusinessEffectivene

Organizatio

EffectiveneReducing Costs

Leveraging

Investments

Enhancing Products

Enhancing Decision

Executive a!ing

Reaching Customer

Partnershi" #

Colla$oration

Benefits

%ime

&$ovetheLine

Belo'

theLine

anagement ((unctional )se


6/19

;REJ)1ENASI< +ERAN SIS

Men$alan"an *ngsi operasional = operasionalisas"ompter

+engem&angan sistem = pengem&angan anpemeliharaan serta pem&aran sistem

+engem&angan Arsite"tr = penetapan strategi ran!ang &angn serta rerang"a &agi penetapan S

Ienti3"asi "e&than &isnis = arti"lasi "e&thain*ormasi alam &isnis

Mem&ant mem&"a strategi ino(ati* alam &isn

ena&ler


7/19

SKILLS DAN STRATEGI

Ma"simisasi e3siensi operasi TI enganpen%eerhanaan proses &isnis.

Mengarah"an SDM TI nt" t$an pening"atan "&isnis, &"an han%a ;men$aga ser(erma"ing,

legal an ait reirement, general organisation sresponsi&ilit% *or the in*ormation s%stem 0ithin anorganisation,

in*ormation @o0, har0are an so*t0are, stanars&eha(ioral *a!tors, e.g. personalities, moti(ation, aaapt to !hange.

STRATEGI/ O-JE/TI1ES


11/19

O-JE/TI1ES

In*ormation Flo05 Des!ri&e the methos anme!hanisms o* in*ormation @o0 0ithin anorganisation, &oth *ormal an in*ormal, an the!onstraints impose pon that @o0 &% organisatstr!tres.

+ersonnel5 )nerstan the le(els o* tas"Bperson0ithin an organisation5 strategi!C implementatiooperational. Relate the nees o* these three le(ethe in*ormation s%stem.


12/19

/OR+ORATE +LAN

-sinesses ma% ha(e a !orporate plan on ho0 timplement the !orporate strateg%.

The% 0ill also ha(e an in*ormation s%stem stratestrateg%.

The IT strateg% is !on!erne 0ith the planning,

intro!tion an se o* IT resor!es *or the &enethe organisation.

It is !losel% lin"e 0ith other strategies.


13/19

FA/TORS T:AT INFL)EN/E

Management organiation an *n!tions.

+lanning an e!ision>ma"ing methos.

General organisational str!tre.

Responsi&ilit% *or In*ormation S%stems 0ithin anorganisation.

:ar0are an So*t0are.

Stanars.

-eha(ioral *a!tors.

The e!ien!% o* in*ormation @o0s.


14/19

MANAGEMENT ORGANISATION F)N/TIONS

Organisation and implementationmeans gethings one.

De!isions *rom higher in the organisation areimplemente &% the managers, an the tas"sorganise in s!h a 0a% to ma"e it possi&le.

Strategic planningin(ol(es the ire!tion o* thorganisation, 0hile ta!ti!al planning in(ol(es meto short term o&$e!ti(es.

Controlling and reviewingin(ol(es the manaa parti!lar epartment loo"ing at the per*ormaensre that targets are &eing a!hie(e.


15/19

RES+ONSI-ILIT? FOR INFORMATION S?STEMHIT:IN AN ORGANISATION

Done &% the IT epartment, &est one &% !oorithroghot the organisation than &% ini(ialmanagement responsi&ilit% areas.

Net0or"e !entrall% hel ata is the most e!ies%stem.

Ini(ial managers 0ho set p their o0n s%ste0ithin the organisation ma% &e !ompromising ase!rit%, an the ata prote!tion a!t. The% 0ill ppli!ate m!h o* the ata hel !entrall% ma"inine!ient s%stem.


16/19

ORGANISATIONALSTR)/T)RE:ierar!hi!al str!tre in most organisations, meaning the!ommni!ation o* ata mst &e p an o0n the ierentle(els.

*ard'are # Soft'are

an+ organisations use the existing hard'areand soft'are and ada"t as change is necessar+,

%his usuall+ means a com"romise s+stem, -e' develo"ments communicate 'ith older

s+stems i,e, a ne' IS s+stem and an existing

data "rocessing s+stem,


17/19

-E:A1IORAL FA/TORS

Sta attite an !ooperation 0hen !hange isne!essar%, espe!iall% senior managers.

Sta moti(ation *or ne0 s%stems mst &e goo, *a!tor 0ill &e ho0 goo the man management

the ini(ial managers./ooperation &et0een managers o* ierentepartments essential, not one epartment getts%stem that is goo *or them &t poor *or the resthe organisation.


18/19

Tpo"si /IO5 mamp &erepran se&agaipen%eim&ang antara ;!hie* te!hnolog%me!hani!< an ;ne0 /IO leaer

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