Integrasi Strategi Bisnis Dan Strategi Sistem Informasi Strategi SI-TI/SK-4 Internal... ·...
Transcript of Integrasi Strategi Bisnis Dan Strategi Sistem Informasi Strategi SI-TI/SK-4 Internal... ·...
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 1
Integrasi Strategi Bisnis Dan
Strategi Sistem Informasi
Dosen:
Ir. Mas Wigrantoro Roes Setiyadi, SE, MSi, MPP
Program Pasca Sarjana - Magister Ilmu Komputer - Universitas Budi Luhur
Kuliah Sessi – 4:
Internal Assessment, Menentukan
Objective Sistem Informasi dan Applikasi
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 2
Outline:
• Analisis Internal
• Strategic Assessment Tools
• Arsitektur SI/TI
• Aplikasi Portofolio
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 3
Analisis Internal
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 4
Analysis of Existing IS/IT
• In most modern situations organizations generally has existing systems
• Analysis must be done towards existing operational systems to determine integration of new systems with existing systems
• Besides that analysis must also be done on systems under development
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 5
Analysis of Existing IS/IT (cont.)
• Analysis of current IS/IT systems must include:– An evaluation of existing application portfolio and ones which are in
development process
– An evaluation of existing database and ones which are being developed
– An evaluation of value of the existing IS/IT portfolio
– An evaluation of existing infrastructure
– An evaluation of technology usage policies
– An evaluation on IS/IT organization
• Having an understanding of the current IS/IT situation, Opportunities, Threats and other needs can analyzed as an integral part of current organization business strategy
• Having an understanding of the current IS/IT will allow an analysis of Strengths and Weaknesses
• The current existing IS/IT is GROUND 0 to all the proposed changes
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 6
Data Collection Activities
• Evaluate Existing Application Portfolio– Objective: have a full count of existing IS being used and
currently under development and to understand their contribution to the business
• Evaluate Policies, Organization, Process, Services and current IS/IT capabilities:– Objective: to understand current IS/IT situation and to able
to map requirements to bridge new needs.
• Compile a catalog of all Hardware and Software used in Organization:– Objective: As a base for migration to new system(s)
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 7
System Audit Grid• System Audit Grid is a model to understand how to
handle current systems
• Analysis can be done through end-user interviews to obtain their perception of the utilization and usefulness of the system
• Analysis can also be done through a technical analysis of existing systems to understand the sophistication of each system
• By analyzing the current system decision can be made to:– Decommission
– Improvement
– Redefine
– Upgrade
• For system which DO NOT fall under the category of decommission, further in depth analysis is required.
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 8
System Audit Grid (cont.)
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 9
Analyzing Current Existing
System
• When discussing current IS/IT conditions, at the same time, end-user demands must be obtained.
• To complement the end-user input, existing documentation must be analyzed. From those documentation, policies and current practice can be obtained. This will help in determining the future requirements.
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 10
Analyzing Current System
(cont.)
• Some of the questions which needs to be
asked:• What are the business processes covered by IS/IT?
• What information is stored in the IS/IT systems?
• Do our IS/IT systems cover mission critical systems?
• Are there other ways to optimize existing systems?
• Can there be reengineering based on implementation of
IS/IT?
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 11
Analyzing IS/IT Management
• Part of the evaluation of IS/IT is the analysis of the following:
– IS/IT organization
– Size of organization
– Structure of IS/IT organization
– Management style of IS/IT
– Existence of Steering Committees or other ad hoc committees
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 12
Sensitive Points
• It is generally difficult to unearth what is ‘already’ in-place and differentiate that with what is planned for the future.
• All or if not most department will have some form of IT spending that is not centralized and they will think that this is their area of responsibility.
• Some software available may be ‘pirated’. Need to have guidelines to handle this.
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 13
Strategic Assessment Tools
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 14
Strategy Development
• SWOT-TOWS method
• Competitive strategies & Cooperative
strategies example
• Balanced Scorecard – CSF example
• Functional Strategies example
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 15
SWOT method
• Internal strategic factors:
– Strength
– Weaknesses
• External strategic factors:
– Opportunities
– Threats
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 16
TOWS Matrix
WT StrategiesGenerate strategies that
minimize weaknesses
and avoid threats
ST StrategiesUse strengths to avoid
threats
Threats (T)
List of threats
WO StrategiesTake advantage of
opportunities by
overcoming
weaknesses
SO StrategiesUse strengths to take
advantage of
opportunities
Opportunities (O)
List of opportunities
Weaknesses (W)
List of weaknesses
Strengths (S)
List of strengths
Internal Factors
External Factors
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 17
Maytag – Hoover Example
WT Strategies• Sell Dixie-Narco to reduce debt
• Emphasize cost reduction to reduce break-even point
ST Strategies• Acquire Raytheon’s appliance
in US to increase market share
• Merge with a major Japanese home appliance
• Sell off all non Maytag brands and strongly defend Maytag’s US niche
Threats (T)
• Increasing gov. regulations
• Strong US competition
• Whirlpool and Electrolux positioned for global economy
• Japanese appliance company
• New product advances
WO Strategies• Further improve quality
• Reduce manufacturing cost and distribution cost
• Emphasis superstore channel
SO Strategies• Use worldwide Hoover
distribution channel to sell Hoover & Maytag appliance
• Find joint venture partners in Eastern Europe and Asia
Opportunities (O)
• Integration of EU
• Demographics favor quality
• Economic dev. in Asia
• Opening of Eastern Europe
• Trend toward superstores
Weaknesses (W)
• Process oriented R&D
• Distribution channels
• Financial position
• Global positioning
• Manufacturing facilities
Strengths (S)
• Maytag’s quality culture
• Experienced top management
• Vertical integration
• Employee relations
• Hoover’s international orientation
Internal Factors
External Factors
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 18
Balanced Scorecard
MeasuresObjective
Financial
Perspective
MeasuresObjective
Innovation &
learning Perspective
MeasuresObjective
Customer
Perspective
MeasuresObjective
Internal Business
Perspective
How do we look to shareholders?
What must we excel at?
How can we continue to improve?
How do customers se
us?
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 19
Notes on BSC
• Was developed to ‘balance’ the common but
might be misleading indicator: financial
reports
• The important thing is the measurement!
• Less focused on external factors
• Suggested to be used after business strategy
defined
• BSC can be used to define
activities/programs (not explained today)
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 20
Rockmart's Critical Success
Factors (CSF)
• Small number of easily identifiable
operational goals
• Shape by industry, manager &
environment
• Believed to assure firm’s success
• Used to determine organization’s
information requirements
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 21
Some Tools to Understand
Business Direction
• Critical Success Factor (CSF)
• Value Chain Analysis
• Porter’s Five Forces
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 22
Critical Success Factor (CSF)
Analysis
• The CSF approach originated from Rockart’s work
• CSF is defined : A feature of an organization or its environment which, by its nature, has such an impact on such an impact on success that its tracking, measurement, achievement, or avoidance, becomes critical to success
• CSFs are not to be confused with KPIs. CSFs are things which might might stop you achieving your objective. KPIs are things which you may choose to measure to tell how you are doing, either in achieving the goal, or in managing the CSFs
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 23
Critical Success Factor (CSF)
Analysis (cont.)
• Categories valuable in helping to generate candidate CSFs:– Political or environmental
– Customer or supply chain
– People related factor
– Industry/competitive
– Cost drivers
– Product differentiation/development
• Methods of Identification of CSFs – Interviews/analysis
– Group consensus/prioritization
– Sieving out top 6-8 CSFs
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 24
Five Competitive Forces
• Porter’s Five Competitive Forces breaks down the
industry to components, and then analyzing the
forces and the interactions involved
• It shows a typical mature industry:
– In which there is an established market structure and a set of
existing participants, who engage in competitive strategy
– There may be a number of potential entrants
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 25
Porter’s Five Forces Model
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 26
Porter’s Value Chain
• Porter’s Value Chain is based on the notion of breaking down business or business area into natural functions and processes, and the investigating the means by which the process interact
• The customer/supplier chain concept is extended for this purpose to embrace internal inter-process interfaces
• The art of effective use of value chain analysis lies in picking a fairly small but useful set of business functions, and concentrating on those customer/supplier links in accessible ways
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 27
Porter’s Value Chain
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 28
Sensitive Points
• Business strategy and plan are not always ‘open’ for general
discussion. Must be able to extract the components relevant to
the IT Plan
• Directors are not always comfortable to discuss IT matters.
They often see IT merely as a technical component and need to
be addressed technically.
• Business strategy and plans are not always ‘fixed’, yet it is not
the aim of the IT Planning process to determine the business
strategy and business plan.
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 29
Critical Success Factors & GoalsCritical Success Factors & Goals
11.14
EXAMPLEEXAMPLE GOALSGOALS CSFCSF
PROFIT EARNINGS/SHARE AUTOMOTIVE INDUSTRY:
CONCERNS RETURN ON INVESTMENT STYLING
MARKET SHARE QUALITY DEALER SYSTEM
NEW PRODUCT COST CONTROL
ENERGY STANDARDS
NONPROFIT EXCELLENT HEALTH CARE REGIONAL INTEGRATION WITH
OTHER HOSPITALS
MEETING GOVERNMENT REGULATIONS EFFICIENT USE OF RESOURCES
FUTURE HEALTH NEEDS IMPROVED MONITORING OF
REGULATIONS
CSF should also include quantifiable objectives!
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 30
CSF Methodology
Manager ACSF
Manager ACSF
Manager BCSF
Manager BCSF
Manager ACSF
Manager ACSF
Manager BCSF
Manager BCSF
Develop agreement on company’s CSF
Develop agreement on company’s CSF
Define company’s
prioritized CSF
Define company’s
prioritized CSF
Develop IS Application Priorities
Develop IS Application Priorities
Define Decision Support Systems
Define Decision Support Systems
What is important for your
organization?
What is important for your
organization?
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 31
CSF Levels
Organizational
CSF
Organizational
CSFOrganizational
Objectives
Organizational
Objectives
Business Unit /
Functional CSF
Business Unit /
Functional CSFBusiness Unit /
Functional Obj.
Business Unit /
Functional Obj.
Manager’s
CSF
Manager’s
CSFManager’s
Objectives
Manager’s
Objectives
Industry CSFIndustry CSF
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 32
BSC-CSF Example:Manufacturing Company of Electrical
Product
• Imported components
• Orders tend to be unique for specific
customer, now using stock strategy
• Problems:
– Cost for components acquisition
– Cost of finished goods
– Long delivery time
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 33
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 34
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 35
Required IS
Applications
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 36
Fill the Application Portfolio
Matrix For BI…!
STRATEGIC HIGH POTENTIAL
KEY OPERATIONAL SUPPORT
16. Supervision
17. Examination
18. Rural Banking
7. RiskManagement
8. PerformanceManagement
24. Real TimeGross
Settlement
25. Clearing
20. MonetaryManagement
21. Fiscal Indicators
22.External Indicators
23.Real SectorIndicators
9. EconomyAnalysis
1. Collaborative
Portal
2.Staff Portal
3. Public Portal
14. Finance
15. HumanResources
19. Financial System
26. Security Settlement (SSSS)
4. Research Portal
5. Helpdesk13. Logistics
27. Money Circulation (SIPU)
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 37
Understanding the
Boston Consulting Group (BCG) Matrix
STAR WILDCAT
CASH COW DOG
Funds $$
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 38
Arsitektur SI/TI
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 39
Laudon’s Organization Level &
Functions
DATA WORKERSDATA WORKERS
KIND OF SYSTEM GROUPS SERVEDKIND OF SYSTEM GROUPS SERVED
STRATEGIC LEVEL STRATEGIC LEVEL SENIOR SENIOR
MANAGERSMANAGERS
MANAGEMENT / TACTICAL MANAGEMENT / TACTICAL MIDDLE MIDDLE
LEVELLEVEL MANAGERSMANAGERS
OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL
LEVEL LEVEL MANAGERS MANAGERS
KNOWLEDGE LEVEL KNOWLEDGE LEVEL KNOWLEDGE & KNOWLEDGE &
SALES & MANUFACTURING FINANCE ACCOUNTING SALES & MANUFACTURING FINANCE ACCOUNTING HUMANHUMAN
RESOURCESRESOURCESMARKETINGMARKETING
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 40
Types of Information Systems
Strategic Level Systems
Management / Tactical Level Systems
Knowledge Level Systems
Operational Level Systems
5 yr budget forecast
Profit planning
5 yr sales forecast
Sales analysis
Production scheduling
Cost analysis
Annual budgeting
Pricing analysis
Word processing
Documents imaging
Workflow app
Spread-sheets
Analyst workstations
Order tracking
Machine control Payroll AR/AP
Employee records
SecuritiesTrading
Executive
Information
Systems
MIS / DSS
Knowledge
Work System &
Office Systems
Transaction
Processing
Systems
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 41
Alter’s Work System Principles
Customers
Products
Business Process
Participants Information Technology
Context Infrastructure
Please the customers
Perform work efficiently
Serve the participants
Minimize effort consumed by technology
Create value from information
Deploy infrastructure as genuine resource
Minimize unintended
conflicts and risk
Our next discussion!
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 42
Model Arsitektur
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 43
IS/IT Architecture of A Central Bank
Business Application and Supporting Technology
IT Blueprint - Modular Architecture
Applications
Technology
Note: * As this is a high-level architecture, not all Directorates are represented (eg. Legal, Internal Audit, Archiving, Planning etc.)
Information Center
Executive Dashboard Core Systems
Internal Services
6. Common
Delivery
Services
16. Supervision
17. Examination
18. Rural Banking
7. Risk
Management
8. Performance
Management
24. Real Time
Gross Settlement
25. Clearing
20. Monetary
Management
21. Fiscal
Indicators
22.External
Indicators
23.Real Sector
Indicators
10. Information Analysis
11. Data Catalogue &
Repository
12. Staging Databases
9. Economy
Analysis1. Collaborative
Portal
2.Staff Portal
3. Public
Portal
14. Finance15. Human
Resources
19. Financial System
26. Security
Settlement
4. Research
Portal
5. Helpdesk13. Logistics
Supporting Technology
Access Channels
*
Information Flow
Information Flow
Information Flow
Information Flow
27. Money
Circulation
F. Workflow,
Document
Management
and Imaging
A. Hardware &
Operating
System
C. Network &
System ManagementD. Security
E. Middleware
(EAI) Tools
B.
Telecommunications
Monetary Sector
Payment Sector
Banking/FSS
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 44
IS Strategies of Maytag-Hoover
Common financial reporting systemAcquire Raytheon’s appliance in US to increase market share
Merge with a major Japanese home appliance
SCM with on-line EDI links to
superstore’s inventory system
Emphasis superstore channel
Accurate cost accounting information
system
Efficient & effective SCM
Reduce manufacturing cost and distribution cost
Emphasize cost reduction to reduce break-even point
Quality monitoring system, decision
support system
Further improve quality
An efficient global supply chain
management (SCM) system – may
cooperate with global carriers.
Use worldwide Hoover distribution channel to sell Hoover & Maytag appliance
IS ApplicationStrategy
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 45
Aplikasi portofolio
11/19/2008 Integrasi Bisnis & SI/TI - Maswig 46
The IS Application Portfolio
STRATEGIC
Applications that
critical to sus-
taining future
business strategy
HIGH POTENTIAL
Applications that
may be important
in achieving
future success
KEY OPERATIONAL
Applications on
which the orga-
nization currently
depends for success
SUPPORT
Applications that
are valuable but
not critical to
success
Closely
related and
derived from
“McFarlan
Matrix”
Future
Present
Important Less critical