Materi 05
Implementasi Strategi Sistem Informasi
SN 207 - PSSI
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Implementasi Strategi IS/IT strategy implementation can be defined as the process of completing the projects for application of information technology to assist an organization in realizing its goals.
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Implementasi SI
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Faktor Penting Dalam Implementasi Strategi SI/TI Kebutuhan sumber daya pada implementasi SI/TI: – Kebutuhan dana – Kemampuan teknis – Kebutuhan sumber daya manusia – Waktu pengerjaan oleh tim (internal – eksternal/vendor) – Konsultan eksternal/vendor – Pengguna/implementor dari SI/TI yang dikembangkan tersebut SN 207 - PSSI
Faktor Penting Dalam Implementasi Strategi SI/TI Keterlibatan pengguna sewaktu implementasi: – Training dan pelatihan kepada pengguna – Pengguna memahami fungsi keberadaan SI/TI – Keterlibatan pengguna dalam proyek pengembangan SI/TI – Keterlibatan pengguna pada saat pengoperasian SI/TI – Partisipasi seluruh elemen dalam organisasi/perusahaan pada saat proyek pengembangan SI/TI berlangsung – Dukungan pengguna pada saat implementasi SI/TI SN 207 - PSSI
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Faktor Penting Dalam Implementasi Strategi SI/TI Solusi terhadap hambatan sepanjang implementasi SI/TI: – Solusi persoalan yang disebabkan oleh kerahasiaan pekerjaan – Solusi persoalan yang disebabkan perubahan posisi – Solusi persoalan yang disebabkan adanya kebutuhan terhadap keahlian baru (sistem SI/TI baru) – Solusi persoalan yang disebabkan sikap skeptis/tidak percaya bahwa solusi SI/TI dapat memecahkan persoalan – Solusi persoalan yang disebabkan “kepentingan” dari masing-masing fungsi yang ada – Solusi persoalan yang berasal dari pelanggan SN 207 - PSSI
Faktor Penting Dalam Implementasi Strategi SI/TI Bentuk pertanggungjawaban implementasi SI/TI: – Pertanggungjawaban terhadap waktu – Pertanggungjawaban terhadap pendanaan/anggaran – Pertanggungjawaban terhadap keuntungan yang diharapkan – Pertanggungjawaban terhadap kebijakan implementasi proyek besar – Pertanggungjawaban terhadap prioritas proyek – Pertanggungjawaban terhadap keuntungan jangka pendek dari proyek yang dikerjakan – Penghargaan terhadap keberhasilan implementasi SI/TI SN 207 - PSSI
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Faktor Penting Dalam Implementasi Strategi SI/TI Dukungan manajemen terhadap implementasi SI/TI: – Harapan manajemen terhadap implementasi SI/TI – Partisipasi dan keterlibatan manajemen dalam implementasi SI/TI – Pengawasan manajemen terhadap implementasi SI/TI – Pengetahuan manajemen terhadap implementasi SI/TI – Kebutuhan waktu dalam implementasi SI/TI – Antusiasme manajement terhadap implementasi SI/TI SN 207 - PSSI
Faktor Penting Dalam Implementasi Strategi SI/TI Kebutuhan TI pada saat implementasi: – Hardware – Communication technology – Database – Applications software – Operating systems – A data infrastructure
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Aspek Penting Lainnya Analisis terhadap (kebutuhan) organisasi Antisipasi terhadap perubahan lingkungan eksternal Relevansi proyek terhadap perencanaan bisnis secara keseluruhan Penjelasan detail terhadap strategi implementasi SI/TI
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Ketidaksesuian Dengan Tujuan Diketahui Pembelajaran terhadap evaluasi hasil Pendekatan dan revisi terhadap strategi pengembangan/implementasi SI/TI Perbaikan terhadap strategi SI/TI Kebutuhan terhadap strategi SI/TI baru kemungkinan diperlukan
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Evaluasi Manfaat SI/TI
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BPR dan Strategi SI Implementasi Strategi SI menyebabkan perubahan pada struktur maupun operasionalisasi perusahaan. Business Process Re-engineering merupakan “dampak ikutan” implementasi Strategi SI. Diperlukan kesiapan organisasi/perusahaan dalam implementasi Strategi SI SN 207 - PSSI
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BUSINESS PROCESS REENGINEERING The search for, and implementation of, radical change in business processes to achieve breakthrough results. Synonyms: business process redesign, business transformation, process innovation, business reinvention, change integration Starting point: clean sheet of paper SN 207 - PSSI
BUSINESS PROCESS REENGINEERING BPR is not easy - serious work BPR is not free - financial & cultural BPR often driven by fear (ketakutan) and greed (ketamakan) Change is a “struggle”; BPR is a “war”
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Degree of Business Transformation
High
Levels of Organisational Transformation B u sine ss S co pe R e definition B usine ss N e tw ork R e design B usine ss P rocess R ed esig n In ternal Integration
Low
Loca lised E xplo itation
Low
SN 207 - PSSI R an ge o f P oten tial B e nefits
H ig h
Levels of Distinctive Characteristics Transformation Localized Leveraging of IT to redesign focused, high-value areas Exploitation Internal Integration
Use of IT capability to create a seamless organizational process, encompassing both technical interconnectivity and organizational interdependence
Business Process Redesign
Redesigning key processes to derive organizational capabilities for competing in the future
Business Network Redesign of the nature of exchange among participants in a business Redesign network for the enhanced provision of products and services, coordination, control and to learn from the extended network Business Scope Redefinition
Redefining the corporate scope, adjustment of internal activities, new partnerships and alliances along the value chain SN 207 - PSSI
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Hal Penting Dalam BPR Tentukan strategi bisnis sebagai patokan utama Dimulai dari ‘atas’ atas’ – Top Management Ciptakan skala prioritas Desain dimulai dari luar (customer) customer) Kombinasi pekerjaan yang bersifat toptop-down & bottombottom-up SN 207 - PSSI
Strategi BPR Penilaian oleh stakeholder shareholders, customers, employees Menentukan harapan stakeholder dengan keunggulan kompetitif yang ingin dicapai Menentukan bagaimana melakukan re-design Memetakan solusi TI dan pendukungnya Mengembangkan dan mengimplementasikan proses yang baru SN 207 - PSSI
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Business Process
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Business Process Reengineering
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KEY STEP Select The Process & Appoint Process Team Understand The Current Process Develop & Communicate Vision Of Improved Process Identify Action Plan Execute Plan
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Select the Process & Appoint Process Team Two Crucial Tasks – Select The Process to be Reengineered – Appoint the Process Team to Lead the Reengineering Initiative
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Select the Process Review Business Strategy and Customer Requirements Select Core Processes Understand Customer Needs Don’t Assume Anything SN 207 - PSSI
Select the Process Select Correct Path for Change Remember Assumptions can Hide Failures Competition and Choice to Go Elsewhere Ask - Questionnaires, Meetings, Focus Groups SN 207 - PSSI
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Appoint the Process Team Appoint BPR Champion Identify Process Owners Establish Executive Improvement Team Provide Training to Executive Team SN 207 - PSSI
Core Skills Required Capacity to view the organization as a whole Ability to focus on end-customers Ability to challenge fundamental assumptions Courage to deliver and venture into unknown areas SN 207 - PSSI
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Core Skills Required Ability to assume individual and collective responsibility Employ ‘Bridge Builders’
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Use of Consultants Used to generate internal capacity Appropriate when a implementation is needed quickly Ensure that adequate consultation is sought from staff so that the initiative is organization-led and not consultant-driven Control should never be handed over to the consultant SN 207 - PSSI
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Understand the Current Process Develop a Process Overview Clearly define the process – Mission – Scope – Boundaries Set business and customer measurements Understand customers expectations from the process (staff including process team) SN 207 - PSSI
Understand the Current Process Clearly Identify Improvement Opportunities – Quality – Rework
Document the Process – Cost – Time – Value Data SN 207 - PSSI
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Understand the Current Process Carefully resolve any inconsistencies – Existing -- New Process – Ideal -- Realistic Process
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Develop & Communicate Vision of Improved Process
Communicate with all employees so that they are aware of the vision of the future Always provide information on the progress of the BPR initiative - good and bad. Demonstrate assurance that the BPR initiative is both necessary and properly managed SN 207 - PSSI
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Develop & Communicate Vision of Improved Process Promote individual development by indicating options that are available Indicate actions required and those responsible Tackle any actions that need resolution Direct communication to reinforce new patterns of desired behavior SN 207 - PSSI
Identify Action Plan Develop an Improvement Plan Appoint Process Owners Simplify the Process to Reduce Process Time Remove any Bureaucracy that may hinder implementation SN 207 - PSSI
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Identify Action Plan Remove no-value-added activities Standardize Process and Automate Where Possible Up-grade Equipment Plan/schedule the changes SN 207 - PSSI
Identify Action Plan Construct in-house metrics and targets Introduce and firmly establish a feedback system Audit, Audit, Audit
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Execute Plan Qualify/certify the process Perform periodic qualification reviews Define and eliminate process problems Evaluate the change impact on the business and on customers Benchmark the process Provide advanced team training SN 207 - PSSI
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