Perencanaan Strategis Sistem Informasi

Bagian 1
Penyelarasan bisnis & SI/TI, Kerangka metodologis PSSI

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

Penyelarasan SI/TI dalam organisasi

SYSTEM

INPUT

PROCESS

OUTPUT

FEEDBACK

FUNCTIONS OF AN INFORMATION SYSTEM

ENVIRONMENT
Customers ORGANIZATION INFORMATION SYSTEM
INPUT PROCESS OUTPUT

Suppliers

FEEDBACK

Regulatory Agencies

Stockholders

Competitors

IS AND IT

Information System? Information Technology? Application

the use of IT to address a specific business process. Maybe costumed/ tailored, maybe generic.

Why some organization fail to realize any benefit from IT investment?

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) Refers to computerized applications or systems that supports a business through technology Means by which people and organizations, utilization of IT, gather, process, store, use and disseminate information Concerned with purposeful utilization of IT;

IS (information systems)

SCOPE OF INFO SYSTEMS

1950s: TECHNICAL CHANGES 60s-70s: MANAGERIAL CONTROL 80s-90s: INSTITUTIONAL CORE ACTIVITIES

GROWING IMPORTANCE
1.20

SIS

Planning systems examples

Sales forecasting operating plans capacity planning, profit/earnings forecasts, business mix analysis, manpower planning, financial modeling

MIS

Control systems example

Sales analysis budgetary control, management accounting, inventory management, quality analysis, expense reporting, market research/statistics, WIP control, requirements planning, supplier analysis, etc.

DP

Operational systems examples

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

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

TYPES OF INFORMATION SYSTEMS

KIND OF SYSTEM
STRATEGIC LEVEL

GROUPS SERVED
SENIOR MANAGERS

MANAGEMENT LEVEL

MIDDLE MANAGERS

KNOWLEDGE LEVEL

KNOWLEDGE & DATA WORKERS

OPERATIONAL LEVEL
SALES & MARKETING MANUFACTURING FINANCE ACCOUNTING

OPERATIONAL MANAGERS
HUMAN RESOURCES

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)

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

TPS TPS

MANAGEMENT INFORMATION SYSTEMS (MIS)

MANAGEMENT LEVEL INPUTS: HIGH VOLUME DATA PROCESSING: SIMPLE MODELS OUTPUTS: SUMMARY REPORTS USERS: MIDDLE MANAGERS EXAMPLE: ANNUAL BUDGETING

MANAGEMENT INFORMATION SYSTEMS (MIS)

STRUCTURED & SEMI-STRUCTURED DECISIONS REPORT CONTROL ORIENTED PAST & PRESENT DATA INTERNAL ORIENTATION LENGTHY DESIGN PROCESS

TPS DATA FOR MIS APPLICATIONS

TPS
Order Processing System ORDER FILE Materials Resource Planning System PRODUCTION MASTER FILE General Ledger System ACCOUNTING FILES UNIT PRODUCT COST PRODUCT CHANGE DATA EXPENSE DATA MIS FILES SALES DATA

MIS

MIS

REPORTS

MANAGERS

Perbedaan DP dan MIS

TPS/DP Objectives Information sources Information time frame Process Efficient transaction Internal & external transaction Recent history, current & near future Algorithmic (very predefined) Operators Mainframe/mini computers MIS Effective problem resolution & decision making support Internal & external transaction + research data Historical data, current & future Sometimes need human intervention (esp. for decision making) Professionals & middle managers Local processing linked to information resources

Users Technology

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

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 large database

Strategic IS/IT Management

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

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

Trends in the Three Eras (Galliers and Somogyi, 1987)

ASPECTS
Nature of technology Nature of Operations Issues in systems development Reasons for using the technology Characteristics of systems

DP ERA
Computers Fragmented HW limitation Remote from users controlled by DP Technical issues

MIS ERA
Distributed Process Interconnected SW limitation Regulated by management services Support business users needs Support the business (user driven) Accommodating / Control

SIS ERA
Networks Integrated People/Vision limitation Available and supportive to users Relate to business strategy? Enabling the business (business driven) Flexible / Strategic

Reducing costs (technology driven) Regimented / Operational (internal)

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 potential benefits of the SIS.

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

Success Factor in SIS (1/7)

External, not internal focus

Customers, competitors, suppliers, other industries, businesss relationship and similarities with the outside business world. Traditionally IS/IT has been focus on internal processes and issues

Success Factor in SIS (2/7)

Adding value, not cost reduction

Cost reduction may increase due to business expansion at reduce marginal costs. Consistent with the requirements of companies to differentiate themselves from competitor; better service to succeed

Success Factor in SIS (3/7)

Sharing the benefit

Within the organization, with suppliers, customers, consumers, competitor. Leverage (control) over each department functions

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 gaining that value

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.

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

Evolusi Peran SI

Pilihan-pilihan baru desain organisasi

FLATTENING ORGANIZATIONS

1.22

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

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

Question

Apa perbedaan antara:

Strategic Information System, dan Information System Strategy?

The IS Application Portfolio

STRATEGIC Future Applications that critical to sustaining future business strategy KEY OPERATIONAL Present Applications on which the organization currently depends for success Important HIGH POTENTIAL Applications that may be important in achieving future success SUPPORT Applications that are valuable but not critical to success Less critical

Closely related and derived from McFarlan Matrix

Definitions

Strategic IS:

Adalah sistem informasi yang dipakai perusahaan untuk mendukung pencapaian keunggulan kompetitif mereka.

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 the organizations IS demand will be supported by the technology (supply)

IT architecture, systems development, infrastructure, user support, operations, etc

What is an IS Strategy?

Refers to IS Demand; Defines the organizations requirement or demand for information and systems to support the overall strategy of the business; Firmly grounded in the business, considers both competitive impact and alignment requirements of IS/IT; Defines and prioritizes requirement investments to achieve ideal portfolio, expected benefits, requirement changes, within constraints of resources and systems interdependencies;

What is an IT Strategy?

Refers to IT Supply; Concerned with outlining the vision of how technology can support organizations demand for information and systems; Addresses provision of IT capabilities and resources (HW, SW, Telco) and services (operations, systems development, and support).

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

External Context of IT
Business Business Environment Environment & & Competitions Competitions in in Industry Industry
Impact of competitors strategy

Redefines

The The Organization Organization

Provides novel opportunities

Supports Disrupts

Information Information Technology Technology

IT Innovations

Beberapa Studi Kasus Klasik Strategic IS

Ryanair.com

Airline with low cost strategy 1999: membuka fasilitas booking via Internet. Customer diberi kode referensi dari website, yang harus ditunjukkan saat check-in. Apa dampaknya? Memotong distribution channel yang mahal (travel agent). 90% penjualan tiket lewat Internet Pesaing lain menggunakan cara serupa: EasyJet, Go!

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

American Hospital Supply

Perusahaan supplier persedian rumah sakit 1970-1980-an agar lebih kompetitif, memasang EDI dan 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

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 teknologi tersebut bagi perusahaan?

Kerangka Metodologi SPIS Ward-Peppard

Rencana Perkuliahan

Bagian 1: Penyelarasan bisnis dgn SI/TI, kerangka PSSI Bagian 2: Analisa lingkungan bisnis Bagian 3: Analisa lingkungan SI/TI Bagian 4: Proses penyusunan strategi SI/TI, strategi SI, portofolio aplikasi Bagian 5: Strategi manajemen SI/TI Bagian 6: Strategi TI Bagian 7: Strategi implementasi

External Business Environment

External IS/IT Environment

Internal Business Environment IS/IT Strategy Process

Internal IS/IT Environment

4 5
Business IS Strategies IS/IT Management Strategy

6
IT Strategy

Future Application Potfolio

Implementation Strategy