Rangkuman PSSI
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Transcript of Rangkuman PSSI
Aris Tjahyanto. PSSI. 1 [email protected]
What is Strategy?
Consists of the combination of competitive moves
and business approaches used by managers to run
the organization
Management‟s “game plan” to:
Attract and please customers
Stake out a market position
Compete successfully
Grow the business
Achieve targeted objectives
Aris Tjahyanto. PSSI. 2 [email protected]
The Role of Strategy
Corporate Mission & Objectives
Strategy: Corporate Business Functional
Operating Plans
Aris Tjahyanto. PSSI. 3 [email protected]
A Company‟s Strategy Is Partly
Proactive and Partly Reactive
strategy --> evolve
Aris Tjahyanto. PSSI. 4 [email protected]
A plan
A plan is the articulation of strategic choices, which
provides information on how an organization
intends to achieve its priorities and associated
results.
Aris Tjahyanto. PSSI. 5 [email protected]
Planning Strategic Planning
Deals with the development of an organization‟s
mission, goals, strategies, and policies
Begins with strategic visioning questions
Tactical Planning
The setting of objectives and the development of
procedures, rules, schedules, and budgets
Operational Planning
Done on a short-term basis to implement and control
day-to-day operations
Aris Tjahyanto. PSSI. 6 [email protected]
What is Strategic Planning?
Strategic planning is a disciplined effort to produce
fundamental decisions and actions that shape and
guide what an organization is, what it does, and why
it does it, with a focus on the future.
(Bryson's Strategic Planning in Public and Nonprofit Organizations)
Aris Tjahyanto. PSSI. 7 [email protected]
What is Strategic Planning?
Proses untuk menentukan program- program yang
akan dilakukan beserta alokasi sumber daya pada
setiap program pada beberapa periode yang akan
datang
Aris Tjahyanto. PSSI. 8 [email protected]
Strategic information systems plan
A vision with directional statements and comprises
a set of both broad and detailed guidelines that
provide a framework for strategic, tactical and
operational decision-making. An IS Strategy
should also clearly link the IS goals to the
strategy of a business, and provide a detailed
blueprint for acquisition, development,
deployment and retirement of IS/IT assets over a
multi-year time horizon. (Long et al, 2003)
Aris Tjahyanto. PSSI. 9 [email protected]
Type of IS Strategy
●Information Systems strategy : Focuses on systems or business
applications of IT and is primarily concerned with aligning
business needs to derive strategic benefits
●Information Technology strategy : Concerned with technology
policies including architecture, technical standards, security levels
and risk attitudes
●Information Management strategy : Concerned with roles and
structures for the management of IS and IT, and is focused on issues
such as relationships between the specialists and users, management
responsibilities, performance measurement processes and
management controls
Aris Tjahyanto. PSSI. 10 [email protected]
IS Strategic Plan
●Proses memutuskan sasaran organisasi SI/TI dan
mengidentifikasi aplikasi SI/TI potensial yang harus
diimplementasikan oleh organisasi secara
keseluruhan. (Lederer & Sethi)
●Proses identifikasi portofolio aplikasi berbasis
komputer untuk diselaraskan dengan strategi
perusahaan dan memiliki kemampuan untuk
menciptakan keunggulan atas para pesaing.
Aris Tjahyanto. PSSI. 11 [email protected]
Sasaran umum IS Strategic Plan
●Menyelaraskan SI/TI dengan bisnis guna mengidentifikasikan
di mana SI/TI memberi kontribusi paling besar, dan penentuan
prioritas investasi
●Memperoleh keunggulan kompetitif dari peluang bisnis yang
diciptakan dengan memanfaatkan SI/TI
●Membangun infrastruktur masa depan yang fleksibel dan hemat
biaya
●Memperkuat sumber daya dan kompetensi dalam
memanfaatkan SI/TI dengan sukses di organisasi.
Aris Tjahyanto. PSSI. 12 [email protected]
IS Strategic Plan
●Application Architecture Strategic Planning: Comprises the set of IT
applications (bought or built) that delivers the business process, and
technology that integrates the various applications and links them with a
coherent data model
●Technical Architecture Structure Planning: the technical architecture is
the foundation upon which the application architecture was built. The
technical architecture should be further decomposed into “layers”, such as
applications systems, database, IT service, network and platform.
●Organizational Strategic Planning: the organizational
architecture is the remaining component, which is important but often
ignored in practice. The organizational architecture refers to the IT
organizational structure, as well as the set of management process or
governance rules.
Aris Tjahyanto. PSSI. 13 [email protected]
IS Strategic Plan Application Architecture
Technical Architecture
●Application system,
●database, network,
●etc.
Organisational Structure
Application Portfolio
Project Portfolio
Aris Tjahyanto. PSSI. 14 [email protected]
Strategic Planning Process
Strategic Direction :
Vision
Mission
Values
Strategic Analysis (Internal and
External Analysis) :
SWOT
Force Field Analysis
Goals Gris
Action (Operational) Planning :
Objectives
Strategies to achieve these
Objectives
Long Term Goals
Short Term Goals
Action Plan
Aris Tjahyanto. PSSI. 15 [email protected]
4 Questions of Strategic Planning
Where are we now? (AS-IS)
Where do we want to be?
(TO-BE)
How do we get there? How will we
close the gap (Strategic Plan)
How will we monitor our progress
(Balanced Scorecard)
Where Are We Now?
Where Do We Want To Be?
How Do We Get There?
How Do We Measure Progress?
Aris Tjahyanto. PSSI. 16 [email protected]
4 Questions of Strategic Planning
Aris Tjahyanto. PSSI. 17 [email protected]
A Good Strategic Plan should . . .
●Address critical performance issues
●Create the right balance between what the organization is
capable of doing vs. what the organization would like to do
●Cover a sufficient time period to close the performance gap
●Visionary – convey a desired future end state
●Flexible – allow and accommodate change
●Guide decision making at lower levels – operational, tactical,
individual
Aris Tjahyanto. PSSI. 18 [email protected]
Strategic Plan Components
Mission
Vision
Goals
Objectives
Measures
Why we exist
What we want to be
Indicators and
Monitors of success
Desired level of performance and timelines
Planned Actions to
Achieve Objectives
O1 O2
AI1 AI2 AI3
M1 M2 M3
T1 T1 T1
Specific outcomes expressed in measurable terms (NOT activities)
Strategic Plan
Action Plans
Evaluate Progress
Targets
Initiatives
What we must achieve to be successful
Aris Tjahyanto. PSSI. 19 [email protected]
Define a Strategic IT Plan
COBIT PO1
●Output :
–Strategic IT Plan
–Tactical IT Plans
–IT project portfolio
–IT sourcing strategy
–IT acquisition strategy
Aris Tjahyanto. PSSI. 20 [email protected]
PO1 Define IT Strategic Plan
●Strategic IT Plan
●Tactical IT Plans
●IT project portfolio
●IT sourcing strategy
●IT acquisition strategy
●Cost benefit reports
●Risk assessment
●Updated IT project portfolio
●Performance input to IT planning
●Report on IT governance status
●Enterprise strategic direction for IT
●Business strategy and priorities
●Programme portfolio
PO1
Input Output
Aris Tjahyanto. PSSI. 21 [email protected]
Vision
Vision
... is the ability to “see”
where the organisation wants to go in the future
provides a “picture” of the future as seen through
the eyes of the clients, stakeholders, employees,
and the public.
framed by the Board and developed by the CEO
Aris Tjahyanto. PSSI. 22 [email protected]
Importance of Vision
What do you expect from your leader?
1- Honest.
2- High IQ
3- Forward Looking……….VISION.
4- Experience.
5- Inspiring………….Related to Vision.
Aris Tjahyanto. PSSI. 23 [email protected]
Mission
Description and purpose of the organization.
A mission statement succinctly identifies what the
organization is and why it exist
Developed by the CEO and Executive Team and
approved by the Board
Aris Tjahyanto. PSSI. 24 [email protected]
Mission Statement
Statement must have what you do, for whom, and your
uniqueness
NASA: To Explore the Universe and Search for Life
and to Inspire the Next Generation of Explorers
DOT: Serve the United States by ensuring a fast, safe,
efficient, accessible and convenient transportation
system that meets our vital national interests and
enhances the quality of life, the American people, today
and into the future
Aris Tjahyanto. PSSI. 25 [email protected]
Mission Statement
Ask:
What business are you in?
Who are your customers?
What added value do you bring to your
customers?
How is your group distinctive and unique?
...
Aris Tjahyanto. PSSI. 26 [email protected]
Values
Principles that shape your culture
Organizational Culture
A general set of attitudes, beliefs, customs, value
systems, behavioral norms, and ways of doing business
that set a general pattern for organizational activities
and actions
Aris Tjahyanto. PSSI. 27 [email protected]
Values
Principles or standards considered inherently
worthwhile or desirable
The essence of one‟s philosophy for achieving success
Provides a sense of common direction and guidelines
for day-to-day behavior
Aris Tjahyanto. PSSI. 28 [email protected]
Values
Examples of Values (DOT)
Professionalism: As accountable public servants, we
exemplify the highest standards of excellence, integrity,
and respect in the work environment
Teamwork: We support each other, respect differences in
people and ideas and work together in ONE DOT fashion
Customer Focus: We strive to understand and meet the
needs of our customers through service, innovation and
creativity. We are dedicated to delivering results that
matter to the American people.
Aris Tjahyanto. PSSI. 29 [email protected]
Deploying Vision, Mission, and
Values
Dialogue and participation are key
Success comes with understanding and buy-in
Include in performance agreements
Communicate – listen, talk, act
Aris Tjahyanto. PSSI. 30 [email protected]
Vision, Mission, Values
Vision is a snapshot of the future desired state
Mission describes your current purpose or business,
and uniqueness
Values are principles that shape the culture
All are key to successful achievement of Vision,
delivery of Mission
Aris Tjahyanto. PSSI. 31 [email protected]
Strategic objectives
Strategic objectives are expected results with
specific targets for improved performance
(measure, target) in achieving long-term goals.
Aris Tjahyanto. PSSI. 32 [email protected]
Strategic Initiatives
Strategic initiatives are specific courses of action
undertaken to accomplish goals and objectives of
the strategic plan.
Aris Tjahyanto. PSSI. 33 [email protected]
Strategic Measures
Strategic measures or indicators are expressed in a
quantifiable form and indicate the degree to
which an organization is achieving its objectives
Aris Tjahyanto. PSSI. 35 [email protected]
Three Era Model
Aris Tjahyanto. PSSI. 36 [email protected]
The prime objective of using IS/IT in
the eras ● Data processing (DP)
– To improve operational efficiency by automating
information-based processes;
● Management information systems (MIS)
– To increase management effectiveness by satisfying
their information requirements for decision making;
● Strategic information systems (SIS)
– To improve competitiveness by changing the nature or
conduct of business (i.e. IS/IT investments can be a
source of competitive advantage).
Aris Tjahyanto. PSSI. 37 [email protected]
The four main types of strategic
system ● Those that share information via technology-based systems
with customers/consumers and/or suppliers and change the nature
of the relationship;
● Those that produce more effective integration of the use of
information in the organization‟s value-adding processes;
● Those that enable the organization to develop, produce, market
and deliver new or enhanced products or services based on
information;
● Those that provide executive management with information to
support the development and implementation of strategy (in
particular, where relevant external and internal information are
integrated in analysis).
Aris Tjahyanto. PSSI. 39 [email protected]
Success factors in strategic
information systems
● External, not internal, focus: looking at
customers, competitors, suppliers, even other
industries and the business‟s relationships and
similarities with the outside business world.
● Adding value, not cost reduction: although cost
reductions may accrue due to business expansion
at reduced marginal costs, „doing it better, not
cheaper‟ seems to be the maxim.
Aris Tjahyanto. PSSI. 40 [email protected]
Success factors in strategic
information systems
● Sharing the benefits: within the organization,
with suppliers, customers, consumers and even
competitors on occasion.
● Understanding customers and what they do
with the product or service: how they obtain
value from it, and the problems they may
encounter in gaining that value.
● Business-driven innovation, not technology-
driven: the pressures of the marketplace drove
developments in most cases.
Aris Tjahyanto. PSSI. 43 [email protected]
What is an is/it strategy?
● An IS/IT strategy is composed of two parts: an IS
component and an IT component.
● The IS strategy defines the organization‟s
requirement or „demand‟ for information and
systems to support the overall strategy of the
business.
● The IT strategy is concerned with outlining the
vision of how the organization‟s demand for
information and systems will be supported by
technology.
Aris Tjahyanto. PSSI. 44 [email protected]
The strategic alignment model
Aris Tjahyanto. PSSI. 45 [email protected]
Simple Model
● Analysis : the situation
analysis, self analysis,
environmental analysis
● Goal Setting : the goals
should conform to
objectives of the organization.
● Finding a path to attain the
goals and thus to objectives
Situation
Analysis
Goal setting
Finding
a path
Aris Tjahyanto. PSSI. 46 [email protected]
Another Framework
Implementation
Internal
Analysis
External
Analysis
Control
and
Monitoring
Strategy Formulation
at various levels
Corporate Business Functional
Objectives
Vision
Mission
Aris Tjahyanto. PSSI. 47 [email protected]
ABCDE Model
•Environmental Scan
Assessment
•Background Information
•Situational Analysis
•SWOT – Strength’s, Weaknesses, Opportunities, Threats
•Situation – Past, Present and Future
•Significant Issues
•Align / Fit with Capabilities
•Mission & Vision
•Values / Guiding Principles
•Major Goals
•Specific Objectives
•Performance Measurement
•Targets / Standards of Performance
•Initiatives and Projects
Baseline Components
•Performance Management
•Review Progress – Balanced Scorecard
•Take Corrective Actions
Down to Specifics Evaluate
Where we are Where we want to be How we will do it How are we doing
•Gaps •Action Plans •Feedback upstream – revise plans
Aris Tjahyanto. PSSI. 48 [email protected]
S A R Model
Alternatives Analysis
Strategic Issues
Identifying Strategic Alternatives
Arguing For and Choosing a
Preferred Strategy
Recommendations
1. What is the current situation?
2. Where do we want to go?
3. How can we get there?
External Review Industry Analysis
Competitive Analysis Market Analysis Environmental
Analysis
Internal Review Financial Analysis
Strengths & Weaknesses
Opportunities & Threats
Short-Term Plans Goals & Objectives
Strategic Intent Programs
Contingencies
Long-Term Plans Goals & Objectives
Strategic Intent Programs
Contingencies
Situation Analysis
Aris Tjahyanto. PSSI. 50 [email protected]
Plan and Organise (PO)
●Covers strategy and tactics, and concerns the
identification of the way IT can best contribute to
the achievement of the business objectives. The
realisation of the strategic vision needs to be
planned, communicated and managed for different
perspectives.
Aris Tjahyanto. PSSI. 51 [email protected]
Plan and Organise (PO)
● PO1 Define a Strategic IT Plan
● PO2 Define the Information Architecture
● PO3 Determine Technological Direction
● PO4 Define the IT Processes, Organisation and
Relationships
● PO5 Manage the IT Investment
● PO6 Communicate Management Aims and
Direction
● ...
● PO10 Manage Projects
Aris Tjahyanto. PSSI. 52 [email protected]
PO1 Define a Strategic IT Plan
● IT strategic planning is required to manage and
direct all IT resources in line with the business
strategy and priorities. The IT function and
business stakeholders are responsible for ensuring
that optimal value is realised from project and
service portfolios.
Aris Tjahyanto. PSSI. 53 [email protected]
General Considerations
●Select an approach
●Timing
●Who does assessment?
●Communicate results
●Feedback/Action
Aris Tjahyanto. PSSI. 54 [email protected]
Analysis of
current (AS-IS) 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
Aris Tjahyanto. PSSI. 55 [email protected]
Approach/tools/techniques
●Informal interviews
●Questionairre
●Statistically-based surveys
●SWOT-TOWS analysis
●Force field analysis
●PEST
●BSC
Aris Tjahyanto. PSSI. 56 [email protected]
SWOT Analysis
External Assessment: Marketplace, competitor’s, social trends, technology, regulatory environment, economic cycles .
Internal Assessment: Organizational assets, resources, people, culture, systems, partnerships, suppliers, . . .
Aris Tjahyanto. PSSI. 58 [email protected]
SWOT Analysis
Strengths – identifying existing organisational
strengths
Weaknesses – identifying existing organisational
weaknesses
Opportunities – what market opportunities might
there be for the organisation to exploit?
Threats – where might the threats to the future
success come from?
Aris Tjahyanto. PSSI. 59 [email protected]
SWOT Analysis
● Gunakan kalimat yang menjelaskan kondisi atau
memotret AS-IS
● Gunakan kata benda atau keterangan atau sifat.
● Jangan gunakan kata kerja aktif
Aris Tjahyanto. PSSI. 60 [email protected]
SWOT Analysis
How can we Use each Strength?
How can we Stop each Weakness?
How can we Exploit each Opportunity?
How can we Defend against each Threat?
Aris Tjahyanto. PSSI. 61 [email protected]
SWOT-TOWS
Aris Tjahyanto. PSSI. 62 [email protected]
S-O strategies pursue opportunities that
are a good fit to the companies strengths.
W-O strategies overcome weaknesses to pursue opportunities.
S-T strategies identify ways that the firm can use its strengths
to reduce its vulnerability to external threats.
W-T strategies establish a defensive plan to prevent the firm's weaknesses
from making it highly susceptible to external threats.
TOWS Matrix To develop strategies that take into account the SWOT profile
Aris Tjahyanto. PSSI. 63 [email protected]
SWOT-TOWS Example
Aris Tjahyanto. PSSI. 64 [email protected]
Force Field Analysis
Aris Tjahyanto. PSSI. 65 [email protected]
Force Field Analysis is a useful technique for
looking at all the forces for and against a
decision.
Aris Tjahyanto. PSSI. 66 [email protected]
PEST Analysis
A scan of the external macro-environment in
which the company wants to operate (or
operates) and can be expressed in terms of the
following factors:
Political
Economic
Social
Technological
Aris Tjahyanto. PSSI. 67 [email protected]
PEST Analysis Political: local, national and international political
developments – how will they affect the organisation and in
what way/s? [regulations, political stability, ...]
Economic: what are the main economic issues – both
nationally and internationally – that might affect the
organisation? [economic growth, interest rate, ...]
Social: what are the developing social trends that may impact
on how the organisation operates and what will they mean
for future planning? [health, safety, ... ]
Technological: changing technology can impact on
competitive advantage very quickly! [technological change,
automation, ...]
Aris Tjahyanto. PSSI. 68 [email protected]
Critical Success Factor
●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
●Candidate CSFs: Political, environmental,
Customer, supply chain, People,
Industry/competitive, Cost drivers, Product
differentiation/development, ...
Aris Tjahyanto. PSSI. 69 [email protected]
Critical Success Factors
●What are the few key areas of the job where things must go right for
the organization to thrive?
●What‟s going on right now in the organization that needs to be
addressed or may pose a serious threat in the future?
●How can we align IT to ensure CSFs are met?
●Examples – University
–Recruit top students
–Recruit and retain top professors
–Obtain funding for research
–Build and maintain strong relationships with alumni
Aris Tjahyanto. PSSI. 70 [email protected]
Porter 5 Forces
Model of Competition
●To diagnose the principal competitive pressures in a
market and assess how strong and important each
one is.
Aris Tjahyanto. PSSI. 71 [email protected]
Porter 5 Forces
The five forces that shape
industry competition
As rivalry among competing
firms intensifies, industry profits
decline, in some cases to the
point where an industry becomes
inherently unattractive.
Aris Tjahyanto. PSSI. 72 [email protected]
Porter 5 Forces
Forces that shape and influence the industry or market the
organisation operates in.
Strength of Barriers to Entry - how easy is it for new rivals to
enter the industry?
Extent of rivalry between firms – how competitive is the
existing market?
Supplier power – the greater the power, the less control the
organisation has on the supply of its inputs.
Buyer power – how much power do customers in the industry
have?
Threat from substitutes – what alternative products and
services are there and what is the extent of the threat they pose?
Aris Tjahyanto. PSSI. 73 [email protected]
Value Chain
●Breaking down business or business area into
natural functions and processes, and the
investigating the means by which the process
interact
●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
Aris Tjahyanto. PSSI. 74 [email protected]
Value Chain
●To better understand the organization's core
competencies and the activities in which it can
pursue a competitive advantage.
? ? ? ? ?
Contoh: competitive advantage = jurusan
dengan rata-rata masa studi 7 smt
Aris Tjahyanto. PSSI. 75 [email protected]
Value Chain
Identification of
client’s
necessities
Satisfaction of
Client’s
necessities
Innovation
Process
Operation Process Post Sales
Process
Market identification
products / services definition
products / services creation
Delivery products and services Services to the clients
Aris Tjahyanto. PSSI. 76 [email protected]
Porter‟s Value Chain Analysis
Aris Tjahyanto. PSSI. 77 [email protected]
Balanced Score Card
Aris Tjahyanto. PSSI. 78 [email protected]
BSC Example
Aris Tjahyanto. PSSI. 79 [email protected]
From BSC to Aplication Portfolio
Aris Tjahyanto. PSSI. 80 [email protected]
From BSC to Aplication Portfolio
Aris Tjahyanto. PSSI. 81 [email protected]
Six Generic Process Steps
1.Clarify organization‟s purpose
2.Assess external and internal environment and
customer needs/feedback
3.Identify strategic issues, outcome-related goals
4.Formulate strategies, actions to manage issues
5.Deploy plan
6.Evaluate progress – continuous improvement
Aris Tjahyanto. PSSI. 82 [email protected]
Traditional IS/IT Planning
Aris Tjahyanto. PSSI. 83 [email protected]
Types of Strategy
● Competitive Advantage – something which
gives the organisation some advantage over its
rivals
● Cost advantage – A strategy to seek out and
secure a cost advantage of some kind - lower
average costs, lower labour costs, etc.
Aris Tjahyanto. PSSI. 84 [email protected]
Types of Strategy
● Reengineering – thinking outside the box –
looking at new ways of doing things to leverage
the organisation‟s performance
● Contraction/Expansion – focus on what you are
good at (core competencies) or seek to expand
into a range of markets?
● Delayering – flattening the management
structure, removing bureaucracy, speed up
decision making
● ...
Aris Tjahyanto. PSSI. 85 [email protected]
The four main types of strategic IS/IT
● Share information via technology-based systems with
customers/consumers and/or suppliers and change the
nature of the relationship;
● Produce more effective integration of the use of
information in the organization‟s value-adding
processes;
● Enable the organization to develop, produce, market and
deliver new or enhanced products or services based on
information;
● Provide executive management with information to
support the development and implementation of strategy.
John Ward and Joe Peppard, 2002
Aris Tjahyanto. PSSI. 86 [email protected]
A better way – outside in
● Need a shift in planning
approach from “inside-
out” to “outside-in”
● Strategic development
should start from the
“organizational edges”
(front line)
● Start with the customers
and front-line employees
Aris Tjahyanto. PSSI. 87 [email protected]
Success factors in strategic IS
● External (not internal) focus: looking at customers,
competitors, suppliers, even other industries and the
business‟s relationships.
● Adding value (not cost reduction): „doing it better, not
cheaper‟ seems to be the maxim.
● Sharing the benefits: within the organization, with
suppliers, customers, consumers and even competitors on
occasion.
Aris Tjahyanto. PSSI. 88 [email protected]
Success factors in strategic IS
● Understanding customers and what they do with the
product or service: how they obtain value from it, and
the problems they may encounter in gaining that value.
● Business-driven innovation, not technology-driven: the
pressures of the marketplace drove developments in most
cases.
● Incremental development, not the total application
vision turned into reality.
● Using the information gained from the systems to
develop the business.
Aris Tjahyanto. PSSI. 90 [email protected]
Definition
● IT refers specifically to technology, essentially
hardware, software and telecommunications
networks.
● IS as the means by which people and
organizations, utilizing technology, gather,
process, store, use and disseminate information
● Application refers to the use of IT to address a
business activity or process.