Zainal A. Hasibuan, PhD (
[email protected])
By: Zainal A. Hasibuan Faculty of Computer Science University of Indonesia
Session Objec5ves • To understand various approaches in developing SPIS • To understand the use of various methods, techniques, processes, and procedures in those approaches • To understand various SPIS implementa5on in many areas
Session Agenda • The meaning of: Approach, Methodology, Method, and Technique in SPIS • Cri5ques to SPIS Methodologies • Various SPIS Methodologies • The Use of Methods, Techniques, Process, and Procedures in a Methodology
The meaning of: Approach, Methodology, Method, and Technique in SPIS • Approach: Ideas or ac5ons intended to deal with a problem or situa5on;
– "his approach to every problem is to draw up a list of pros and cons";
• Methodology: A formalized approach of doing something, applied to a specific branch of knowledge. • Method: a way of doing something, especially a systema5c way; implies an orderly logical arrangement (usually in steps) • Technique: The systema5c procedure by which a complex or scien5fic task is accomplished. • Techniques and methods are used in a methodology (part of methodology)
Cri5ques to SPIS Methodology • Inefficiency of IT investment has been recognized the blame goes to lack of SPIS • IT manager alone can not established the SPIS, hence a more comprehensive IT plan is needed – The coverage of SPIS methodology
• Inconsistency of SPIS methodology due to various natures of organiza5on, etc. – Lack of agreed depthness of SPIS – Lack of agreed organiza5on coverage for SPIS
Various business areas where SPIS is needed
Education Industry
Manufacturing Industry
Supply-chain management Customer Management Robust production, accounting, and marketing systems
Tourism Industry
Fast moving industry due to globalization Competitors are going global Various products and services Complex internal business processes
Improve customer services Improve images (security, coordination, etc) Involve a lot of stakeholders (travel agent, restaurant, hotels, etc)
Much more….
Different Nature of Various Business Areas That Leads to Different SPIS SeVngs • Characteris5cs of each organiza5on may be differ in nature • Size of the organiza5ons are varies in term of number of employees, number of division, and length of hierarchy, etc. • Specificity core business of each organiza5on • Corporate culture or value system of an organiza5on may be unique • Environmental seVng is different • Internal and external forces may differ among organiza5ons • Etc.
Various SPIS Methodologies 1. Ward dan Peppard 2. James Mar.n 3. Be Vissta Planning 4. Tozer 5. Wetherbe 6. Josip Brumec
Characteris5cs of A Methodology • Different methodology may have different approach (different steps) • Each methodology may stressed one or more certain aspects whilst other stressed one or more different aspects • Each methodology may employ different method, technique, process, procedure, tools, etc • Certain methodology may be more suitable in one organiza5on as compare to other organiza5on. (Why?) • Certain organiza5on may need a modified methodology of SPIS to be employed.
Ward & Peppard’s Methodology External Business Environment
External IS/IT Environment
Internal Business Environment
Internal IS/IT Environment IS/IT STRATEGY PROCESS
Business IS Strategy
IS/IT Management Strategy
Future Application Portfolio
Current Application Portfolio
IT Strategy
James Martin’s Methodology
TAHAP ANALISIS 1. Tinjauan Model Perusahaan 2. Analisis Strategi Bisnis 3. Analisis Sasaran dan Masalah 4. Analisis CSF 5. Analisis Dampak Teknologi 6. Pandangan Strategis Sistem 7. Evaluasi Sistem Saat ini
TAHAP PERANCANGAN 1. Pembuatan Arsitektur Informasi 2. Pembuatan Matriks Fungsional 3. Pembuatan Jaringan Infrastruktur & aturan 4. Pembuatan ERD
Be Vissta Planning Methodology DETERMINE BUSINESS and INFORMATIONS NEEDS Pre renstra, Identifikasi informasi organisasi, Analisis internal/eksternal bisnis organisasi, Analisis internal/eksternal S/TI organisasi
DEFINE IS TARGETS Identifikasi: Masalah & solusi bisnis internal, Peluang bisnis dari eksternal organisasi, Pemanfaatan S/TI dari lingkungan eksternal organisasi, Analisis GAP Kebutuhan Informasi, Membuat: Landasan kebijakan S/TI, Strategi S/TI, Prinsip dasar / landasan bagi operasional strategi S/TI, Strategi manjemen S/TI
DEFINE and SELECT IS STRATEGY Menggali value bisnis, Prioritas dan pemilihan strategi S/TI, Pendetilan strategi S/TI
DEVELOP IMPLEMENTATION PLAN Membuat Rencana Pendukung Strategi S/TI, Pembuatan Jadwal Waktu Kerja, Pembuatan Rencana Pelaksanaan
Tozer’s Methodology
FASE-1 : Menentukan Informasi Bisnis & Kebutuhan Pendukung Persiapan Pengumpulan Informasi, Menentukan informasi Bisnis & Pendukungnya
Mengevaluasi Aplikasi dan Kondisi Teknis saat ini, Membangun Arsitektur Informasi, Membuat Pilihan Awal Untuk Solusi Strategis, Membangun Kasus Bisnis untuk Memenuhi Kebutuhan Bisnis
Identifikasi dan Memulai Kegiatan yang Mendesak, Menentukan solusi aplikasi dan database, Evaluasi kondisi TI, Pengembangan Kasus Bisnis
FASE-4: Menyiapkan dan Melakukan Rencana Implementasi Menyiapkan Rencana Teknis Proyek Aplikasi dan Database,Mempersiapkan Rencana Pengembangan SDM dan Organisasi, Menyusun dan Menyeimbangkan Kasus-kasus Bisnis dengan semua Pengembangan, Menampilkan Rencana dan Mengatur Implementasinya
Wetherbe’s Methodology
Perencanaan Strategis IT
1. 2. 3. 4.
Business System Planning Strategic of IT Growth End/Mean Analysis Critical Sucsess Factor
Analisis Kebutuhan Informasi
Alokasi Sumber Daya S/TI
Perencanaan Proyek
Josip Brumec: Meta Model
Meta-Model: The Result of SPIS Should Be A Documented Project That Includes:
Business process models for an existing and reengineered organisation,
Business data models,
Models of programs and procedures,
Technical resources models,
A development activity plan for new IS
Bisnis Proses Dalam Hirarki Organisasi
Top Executive
Menerapkan Arahan Strategis: Cost Leadership Product Leadership Market Leadership
Managerial (Berbagai Bidang) Operational
Memonitor proses yang efektif & efisien dalam setiap pelayanan. Melaksanakan system anggaran yang fleksibel. Mengusulkan program kegiatan tepat guna Melaksanakan layanan yang prima Melakukan perekaman data yang akurat
Kegiatan-2
Strategi SI
Kerangka pengelolaan TI Program pengembangan
Visi, Misi RSMM
Indikator Sukses
Peran SI
Bisnis Proses
Analisis Kesenjangan
Dukungan Data
Target Area Aplikasi
Target Aplikasi
Target Prioritas Apl.
Kerangka Teknologi
Kerangka Organisasi
Program Pengembangan TI
Implementasi
Rencana Strategis
Strategis
Kerangka PSSI: RSMM
Grand Design Sistem Informasi Komisi Pemilihan Umum (KPU)
Example of SPIS in Education Industry
The University of Colorado at Boulder
2002 Information Technology Strategic Planning Report Document structure
Acknowledgments Executive Summary IT Strategic Planning Process 2002 IT Strategic Vision Current Situation (Trends) Chapter 1: Educational Technology Chapter 2: Web-based Services Chapter 3: Network and Middleware Chapter 4: Central Services Chapter 5: Leadership, Coordination, and Governance of IT Evaluation Matrix Financials – Top Recommendations Appendices
Common Characteristics of SPIS Methodology (modified from Josip Brumec)
The starting point of SPIS methodology is an analysis of the present business system and a definition of its future and goals; Examines the function areas where new IT could make the best contribution to the efficiency of business processes; Present an evaluation of the effects of the new IS on future business processes. This evaluation should be performed on a simulation model before starting the long-term and complex project of maintaining the IS. Controls and confirms the effects of investment in the new IS/IT.
SPIS Methodology and its Connection Methods and Techniques (1) Problem/step in SPIS/ IS design
Methods and techniques
Inputs and deliverables
Usability
(§-strategic, #-structured, ¤-object oriented)
Inputs/Output
Very powerful, Powerful, Useful
1. Description of business system (BS)
Interviewing
Mission and goals of current BS/ Business strategy; Business processes (BP)
2. Evaluation of the impact of new IT on Business system
§ Balanced Scorecard § BCG-matrix § 5F-model § Value-chain model
BP/Performances of existing BS Business strategy/IS development priorities Business strategy/Information for top-management BP/Primary and Supporting business process (BBP)
V P
# BSP-decomposition # Life cycle analysis for the resources
BBP/ New organisational units (OU) Basic system resources/Business process portfolio
P
§ BPR § SWOT
Business Processes portfolio/New business process (NBP) Business Process Portfolio/SWOT analysis for NBP
P
NBP/critical information for NBP NBP/Information for efficiency and effectivity improvement
P U
3. Redefinition of business process
4. Business system reengineering
5. Estimation of critical information
§ CFS analysis (Rockart) # Ends-means analysis
U V
P
V
6. Optimisation of new IS architecture
7. Modeling of new “Business Technology” (BT)
8. Modeling of new business processes, supported by IT
# Matrix process-entities # Affinity analysis, Genetic algorithms
NBP/Business process relationships Business process relationships/ Clusters; Subsystems of new IS
V
# Work flow diagram (WFD) # Organisational flow diagram (OFD) Activity flow diagram (AFD)
NBP/Responsibility for NBP
V
New OU/Flow between new OU
P
NBP/Activities for NBP
U
# Data flow diagram (DFD) #Action diagram (AD)
NBP/ NBP supported by IT (IS processes); Data flows; Business Data IS Process/ Internal logic of IS processes
V
P
P
9. Evaluation of IS effects
# Simulation modelling
IS processes/ Guidelines for BP improvements
U
10. Business data modeling
# ERA- model ¤ Object-model
Business Data/ERA model Business Data/ Object model
V P
11. Software design
12. Detail design of program and procedures
# HIPO-diagram ¤ Transition diagram
# Action diagram ¤ Object scenario
IS Processes/ Logical design of programs (SW) Data flow/ Events and transactions
V
Logical design of program procedures (SW)/ Model of program logic Object model; Events/ Object behavior
P
P
P
13. Data model development
# Relational model; Normalisation
ERA model/Relational model
V
14. Software development
# CASE tools and 4GL ¤ OO-CASE tools
Model of program logic; Relational model/programs and procedures Object behaviour /OO-procedures
P P
15. implementation of IS
Case-study: Business games
Programs and procedures/ Performance of new IS
P
16. Evaluation of new BS performances
# Balanced Secorecard
Performance of existing BS; Performances of new IS/ Measures for success
V
Q/A • How do methodologies to develop SPIS differ from one to another? • How do methods, techniques, processes, and procedures are used in a SPSI methodology? • Names several methods, techniques that you are familiar with, and explain how to use them.
