Spis 1 Alignment FrameworkNEW1

8/22/2019 Spis 1 Alignment FrameworkNEW1

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Perencanaan Strategis

Sistem Informasi


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Bagian 1Penyelarasan bisnis & SI/TI,

Kerangka metodologis PSSI


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Course Objective Able to evaluate several IS/IT strategies to

achieve business objectives Understand the potential & strategic use of

information technology to organization Understand the aspects of managing IS/IT

from CIOs perspective


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Penyelarasan SI/TI

dalam organisasi


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SYSTEMSYSTEM

INPUT OUTPUTPROCESS

FEEDBACK


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FUNCTIONS OF AN INFORMATION SYSTEMFUNCTIONS OF AN INFORMATION SYSTEM

INPUT OUTPUTPROCESS

FEEDBACK

INFORMATION SYSTEMINFORMATION SYSTEM

ENVIRONMENTENVIRONMENT

Customers SupplCustomers Suppl iersiers

RegulatoryRegulatory Stockholders CompetitorsStockholders Competitors

AgenciesAgencies

ORGANIZATIONORGANIZATION


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IS AND IT Information System?

Information Technology?

Application

the use of IT to address a specific businessprocess.

Maybe costumed/ tailored, maybe generic.

Why some organization fail to realize anybenefit from IT investment?


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IS AND IT IS IT;

IT (information technology) or ICT Refers to technology (HW, SW, telcom n/works); Tangible (eg servers, PCs, routers, cables), and Intangible (eg software)

IS (information systems) Refers to computerized applications or systems that

supports a business through technology

Means by which people and organizations, utilization ofIT, gather, process, store, use and disseminateinformation

Concerned with purposeful utilization of IT;


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SCOPE OF INFO SYSTEMS

1950s: TECHNICAL CHANGES

60s-70s: MANAGERIAL CONTROL

80s-90s: INSTITUTIONAL CORE

ACTIVITIES

GROWING IMPORTANCE

1.201.20


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Sales forecasting operating plans capacity

planning, profit/earnings forecasts,

business mix analysis, manpower

planning, financial modeling

Sales analysis budgetary control, management

accounting, inventory management, quality analysis,

expense reporting, market research/statistics, WIP

control, requirements planning, supplier analysis, etc.

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

Planning

systems

examples

Control

systems

example

Operational

systems

examples

Early Views and Models of IS/IT in Organizations (Anthony, 65)

SIS

MIS

DP


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TYPES OF INFORMATION SYSTEMSTYPES OF INFORMATION SYSTEMS

DATA WORKERSDATA WORKERS

KIND OF SYSTEM GROUPS SERKIND OF SYSTEM GROUPS SERVEDVED

STRATEGIC LEVELSTRATEGIC LEVEL SENIORSENIOR

MANAGERSMANAGERS

MANAGEMENT LEVELMANAGEMENT LEVEL MIDDLEMIDDLE

MANAGERSMANAGERS

OPERATIONALOPERATIONAL OPERATIONALOPERATIONAL

LEVELLEVEL MANAGERSMANAGERS

KNOWLEDGE LEVELKNOWLEDGE LEVEL KNOWLEDGE &KNOWLEDGE &

SALES & MANUFACTURING FINANCE ACCOUNTING HUMANSALES & MANUFACTURING FINANCE ACCOUNTING HUMAN

RESOURCESRESOURCESMARKETINGMARKETING


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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)


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TRANSACTION PROCESSING SYSTEMS (TPS)

Dimulai pada jaman Data Processing

OPERATIONAL LEVEL

INPUTS: TRANSACTIONS, EVENTS

PROCESSING: UPDATING OUTPUTS: DETAILED REPORTS

USERS: OPERATIONS PERSONNEL

EXAMPLE: ACCOUNTS PAYABLE

TPSTPS


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MANAGEMENT INFORMATION SYSTEMS (MIS)

MANAGEMENT LEVEL

INPUTS: HIGH VOLUME DATA

PROCESSING: SIMPLE MODELS

OUTPUTS: SUMMARY REPORTS USERS: MIDDLE MANAGERS

EXAMPLE: ANNUAL BUDGETING


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MANAGEMENT INFORMATION SYSTEMS (MIS)

STRUCTURED & SEMI-STRUCTURED

DECISIONS REPORT CONTROL ORIENTED

PAST & PRESENT DATA INTERNAL ORIENTATION

LENGTHY DESIGN PROCESS


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TPS DATA FOR MIS APPLICATIONS

MISMIS

MIS FILESMIS FILES

SALESDATA

UNIT

PRODUCT

COST

PRODUCT

CHANGE

DATA

EXPENSE

DATA

MISREPORTS

MANAGERSMANAGERS

TPS

Order Processing

System

Materials Resource

Planning System

General LedgerSystem

ORDER FILE

PRODUCTION MASTER FILE

ACCOUNTING FILES


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Perbedaan DP dan MISTPS/DP MIS

Objectives Efficient transaction Effective problem resolution &decision making support

Informationsources

Internal & externaltransaction

Internal & external transaction +research data

Information timeframe

Recent history, current &near future

Historical data, current & future

Process Algorithmic (verypredefined)

Sometimes need humanintervention (esp. for decisionmaking)

Users Operators Professionals & middlemanagers

Technology Mainframe/minicomputers

Local processing linked toinformation resources


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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 cannot 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 largedatabase


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Strategic IS/IT ManagementDifference with traditional IT management:

External factors has significant pressure on the IS/ITmanagement, not just internal factors

Senior management is involved in making IS/IT

investment decision that will drive organizationsfuture business strategy

IMPROVE COMPETITIVENESS BY CHANGING

THE NATURE / CONDUCT OF BUSINESS


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Strategic systems Connection to supplier & customer

Effective use of information in the valueadding process

Enable to deliver new product/service Provide executive with strategic information


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Trends in the Three Eras (Galliers

and Somogyi, 1987)ASPECTS DP ERA MIS ERA SIS ERA

Nature oftechnology

ComputersFragmented

HW limitation

Distributed ProcessInterconnected

SW limitation

NetworksIntegrated

People/Vision limitation

Nature of

Operations

Remote from userscontrolled by DP

Regulated bymanagement services

Available and supportiveto users

Issues in systems

development

Technical issues Support business usersneeds

Relate to businessstrategy?

Reasons for usingthe technologyReducing costs(technology driven) Support the business(user driven) Enabling the business(business driven)

Characteristics of

systems

Regimented /Operational (internal)

Accommodating / Control Flexible / Strategic


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Relationship Between the Three

Eras (Wiseman, 1985) Good MIS rely on good DP systems, likewise,

good SIS rely on good DP or MIS SIS are not essentially different systems, SIS

functions are the same as DP and MIS; SIS

differ in their impact on the business SIS may make DP and MIS to be

redeveloped when they inhibit potentialbenefits of the SIS.


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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 Understanding customer

Business driven not technology driven

Incremental development

Use information to develop business


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Success Factor in SIS (1/7) External, not internal focus

Customers, competitors, suppliers, otherindustries, businesss relationship and similaritieswith the outside business world.

Traditionally IS/IT has been focus on internalprocesses and issues


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Success Factor in SIS (2/7) Adding value, not cost reduction

Cost reduction may increase due to businessexpansion at reduce marginal costs.

Consistent with the requirements of companies to

differentiate themselves from competitor; betterservice to succeed


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Success Factor in SIS (3/7) Sharing the benefit

Within the organization, with suppliers, customers,consumers, competitor.

Leverage (control) over each department

functions


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Success Factor in SIS (4/7) Understanding customers

What they do with the products or services How they obtain the value from it

What are the problems they may encounter gainingthat value


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Success Factor in SIS (5 & 6/7) Business-driven innovation, not technology driven Pressures of the market-place often interpreted by IS/IT

user

Incremental development

Not the total application vision turn into reality. Doing one thing and building on extending the success

by future development Prototyping of systems obviously has a key role to play

here.


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Success Factor in SIS (7/7) Using the information gained from the system

to develop the business Purchasing patterns shown by transactions

Providing different, focused catalogues

Product and market analyses

External market research information


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Evolusi Peran SI


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Pilihan-pilihan baru desain organisasi

FLATTENING ORGANIZATIONS

1.221.22


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Pilihan-pilihan baru desain organisasi SEPARATING WORK FROM LOCATION

REORGANIZING WORK-FLOWS

INCREASING FLEXIBILITY

REDEFINING ORGANIZATIONAL BOUNDARIES

*

The relationship between business IS and IT strategies


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The relationship between business, IS and IT strategies


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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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Question Apa perbedaan antara:

Strategic Information System, dan Information System Strategy?


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The IS Application Portfolio

STRATEGIC

Applications thatcritical to sus-taining future

business strategy

HIGH POTENTIAL

Applications thatmay be important

in achieving

future success

KEY OPERATIONAL

Applications onwhich the orga-

nization currentlydepends for success

SUPPORT

Applications thatare valuable but

not critical tosuccess

Closelyrelated and

derived from McFarlan

Matrix

Future

Present

Less criticalImportant


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Definitions Strategic IS:

Adalah sistem informasi yang dipakai perusahaanuntuk mendukung pencapaian keunggulankompetitif mereka.


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Definitions of IS/IT Strategy IS strategy defines the organizations requirement

or demand for information & systems to support the

overall strategy of the business. It includes what applications to develop in the future. Defines applications portfolio along with its priority

IT strategy is concerned with outlining how theorganizations IS demand will be supported by thetechnology (supply) IT architecture, systems development, infrastructure, user

support, operations, etc


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What is an IS Strategy? Refers to IS Demand; Defines the organizations requirement or demand

for information and systems to support the overallstrategy of the business;

Firmly grounded in the business, considers both

competitive impact and alignment requirements ofIS/IT; Defines and prioritizes requirement investments to

achieve ideal portfolio, expected benefits,requirement changes, within constraints ofresources and systems interdependencies;


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What is an IT Strategy? Refers to IT Supply;

Concerned with outlining the vision of howtechnology can support organizationsdemand for information and systems;

Addresses provision of IT capabilities andresources (HW, SW, Telco) and services

(operations, systems development, andsupport).

Failures from not having IS/IT


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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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External Context of IT

Business Environment

& Competitions inIndustry

Business Environment

& Competitions inIndustry

The

Organization

The

Organization

Information

Technology

Information

Technology

Impact of

competitors

strategy

Supports

Redefines

Disrupts

Provides novel

opportunities

IT Innovations


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Beberapa Studi Kasus

Klasik Strategic IS


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Ryanair.com Airline with low cost strategy

1999: membuka fasilitas booking via Internet.Customer diberi kode referensi dari website, yangharus ditunjukkan saat check-in.

Apa dampaknya? Memotong distribution channelyang mahal (travel agent).

90% penjualan tiket lewat Internet

Pesaing lain menggunakan cara serupa: EasyJet,Go!


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Merrill Lynch

1978: merevolusi dunia sekuritas dan perbankan Membuat sistem banking yang bisa

menghubungkan berbagai jenis akun (kredit,tabungan, deposito, giro, reksadana, saham,obligasi, dsb) ke seorang nasabah

Bisa secara otomatis memindahkan idle fund ke

akun yang memiliki return lebih tinggi Menaikkan asset sebesar 1 milyar US$ pada tahun

pertama


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American Hospital Supply Perusahaan supplier persedian rumah sakit

1970-1980-an agar lebih kompetitif, memasang EDIdan komputer pada bagian procurement rumah sakit

Sehingga bisa langsung pesan secara online

Bahkan bisa melihat inventory secara langsung Dampak buat customer near zero inventory

AHS menjadi lebih disukai

C


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Schneider International Inc. Perusahaan truk

1980-an melihat potensi teknologi informasi Menggunakan teknologi EDI, satelit, positioning

system, on-truck ordering system

Apa dampak strategik penggunaan teknologitersebut bagi perusahaan?


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Kerangka MetodologiSPIS Ward-Peppard


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Rencana Perkuliahan1

ExternalBusiness

Environment

InternalBusiness

Environment

ExternalIS/IT

Environment

InternalIS/IT

Environment

IS/IT StrategyProcess

BusinessIS Strategies

IS/ITManagement

Strategy

ITStrategy

FutureApplication

Potfolio

ImplementationStrategy

2 3

4 56

7

Bagian 1: Penyelarasan bisnisdgn SI/TI, kerangka PSSI

Bagian 2: Analisa lingkunganbisnis

Bagian 3: Analisa lingkunganSI/TI

Bagian 4: Proses penyusunanstrategi SI/TI, strategi SI,portofolio aplikasi

Bagian 5: Strategi manajemenSI/TI

Bagian 6: Strategi TI

Bagian 7: Strategi

implementasi

Spis 1 Alignment FrameworkNEW1

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