PER -02/MBU/2013
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Latar Belakang
1. GCG (Good Corporate Governance)
2. Tata Kelola TI
3. Peranan Tata Kelola TI
PRINSIP GOOD CORPORATE GOVERNANCE
1. TRANSPARENCY
2. ACCOUNTABILITY
3. RESPONSIBILITY
4. INDEPENDENCY
5. FAIRNESS
Tata Kelola TI (IT Governance)
Mencakup semua proses Penjelasan cukup sampai kepada Sebagai referensi audit TI
tata kelola TI yang kontrol-kontrol yang dan atau penilaian tata
meliputi: harus ada dan tidak sampai kelola TI
Perencanaan dan kepada petunjuk rinci
pengorganisasian (PO), penerapannya
Akuisisi dan implementasi
(AI),
Delivery dan dukungan (DS),
dan
Pengawasan dan Evaluasi
(M)
ITIL
Cakupan proses Kejelasan Panduan Penggunaan secara Umum
rendah tinggi
PSIS SIS
Tanpa PSIS bisnis tidak Tanpa SIS bisnis akan
tinggi akan memiliki kehilangan potensi
Tingkat dimana keunggulan kompetitif pasar
pengembangan TI
akan menciptakan
keunggulan
kompetitif VIS CIS
Tanpa CIS bisnis tidak
Tanpa VIS bisnis akan
rendah akan memiliki kinerja yg
gagal/jatuh
prima
rendah tinggi
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Kelompok proses dan area pengetahuan
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CobiT - Framework
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CobiT - Model for IT Governance
Domains
PO - Planning & Organisation
• 11 processes (high-level control objectives)
AI - Acquisition & Implementation
• 6 processes (high-level control objectives)
DS - Delivery & Support
• 13 processes (high-level control objectives)
ME- Monitoring & Evaluate
• 4 processes (high-level control objectives)
AI 1 Identify Solutions
AI 2 Acquire and Maintain Application Software
AI 3 Acquire and Maintain Technology Architecture
AI 4 Develop and Maintain IT Procedures
AI 5 Install and Accredit Systems
AI 6 Manage Changes
IT Processes
Untuk itu, terdapat beberapa metoda untuk memperkirakan nilai investasi TI.
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Val IT
Val IT, adalah salah satu metoda yang dapat digunakan untuk memberikan
gambaran yang jelas akan manfaat investasi TI pada organisasi.
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Val IT Framework
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Val IT
Value Governance
VG1: Establish informed and committed leadership.
VG2: Define and implement processes.
VG3: Define portfolio characteristics.
VG4: Align integrate value management with enterprise financial planning.
VG5: Establish effective governance monitoring.
VG6: Continuously improve value management practices.
Portfolio Management
PM1: Establish strategic direction and target investment mix.
PM2: Determine the availability and sources of funds.
PM3: Manage the availability of human resources.
PM4: Evaluate and select programmes to fund.
PM5: Monitor and report on investment portfolio performance.
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PM6: Optimise portfolio performance. Right of
Val IT
Investment Management
IM1: Develop and evaluate the initial programme concept business case.
IM2: Understand the candidate programme and implementation options.
IM3: Develop the programme plan.
IM4: Develop full life-cycle costs and benefits.
IM5: Develop the detailed candidate programme business case.
IM6: Launch and manage the programme.
IM7: Update operational IT portfolios.
IM8: Update the business case.
IM9: Monitor and report on the programme.
IM10: Retire the programme.
Kualitas Aplikasi
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IT Risk Management Framework
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Change Management (Kottler 2006)
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Change Management (Kottler 2006)
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Identifikasi dampak perubahan yang diharapkan yang perlu
dikawal dan didampingi
untuk mengidentifikasi
berbagai jenis perubahan
yang harus dilakukan oleh
Perusahaan Perseroan
(Persero) PT Perkebunan
Nusantara V
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7S McKinsey (Existing dan Expected)
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7S McKinsey (Existing dan Expected)