Integrasi Strategi Bisnis Dan Strategi Sistem Informasi. Kuliah Sessi 3: Perencanaan Sistem Informasi Strategik

Program Pasca Sarjana - Magister Ilmu Komputer - Universitas Budi Luhur

Integrasi Strategi Bisnis Dan Strategi Sistem Informasi Kuliah Sessi – 3: Perencanaan Sistem Informasi Strategik

Dosen: Ir. Mas Wigrantoro Roes Setiyadi, SE, MSi, MPP

11/19/2008

Integrasi Bisnis & SI/TI-MasWig

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Outline • Membangun Sistem Informasi Strategik • Metodologi Perencanaan • Tahapan Perencanaan • Permasalahan dan Hambatan

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Working Definition SISP (Long et al, 2003) • A strategic information systems plan is a vision with directional statements and comprises a set of both broad and detailed guidelines that provide a framework for strategic, tactical and operational decision-making. An IS Strategy should also clearly link the IS goals to the strategy of a business, and provide a detailed blueprint for acquisition, development, deployment and retirement of IS/IT assets over a multi-year time horizon.

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Membangun Sistem Informasi Strategik

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Types IS Strategy • Information Systems strategy – Focuses on systems or business applications of IT and is primarily concerned with aligning business needs to derive strategic benefits

• Information Technology strategy – Concerned with technology policies including architecture, technical standards, security levels and risk attitudes

• Information Management strategy – Concerned with roles and structures for the management of IS and IT, and is focused on issues such as relationships between the specialists and users, management responsibilities, performance measurement processes and management controls 11/19/2008


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Membangun SIS: Menetapkan Proses Yang Efektif • Proses memutuskan sasaran organisasi SI/TI dan mengidentifikasikan aplikasi SI/TI potensial yang harus diimplementasikan oleh organisasi secara keseluruhan. (Lederer & Sethi) • Proses identifikasi portofolio aplikasi berbasis komputer untuk diselaraskan dengan strategi perusahaan dan memiliki kemampuan untuk menciptakan keunggulan atas para pesaing. 11/19/2008


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Sasaran Umum SIS • Penyelarasan SI/TI dengan bisnis guna mengidentifikasikan di mana SI/TI memberi kontribusi paling besar, dan penentuan prioritas investasi; • Memperoleh keunggulan kompetitif dari peluang bisnis yang diciptakan dengan memanfaatkan SI/TI; • Membangun infrastruktur masa depan yang fleksibel dan hemat biaya; • Memperkuat sumber daya dan kompetensi dalam memanfaatkan SI/TI dengan sukses di organisasi.

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Proses Strategi SI/TI Proses strategi SI/TI mengacu pada formulasi dan perencanaan. Sementara strategi SI/TI menentukan perencanaan SI/TI, membangun rencana SI/TI dapat membuka berbagai aspek yang menyebabkan strategi SI/TI harus diperiksa ulang.

Proses Strategi SI/TI

Formulasi Strategi SI/TI

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Perencanaan SI/TI


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Evolusi Proses SIS • Tahap 1 - Perecanaan Data Processing • Tahap 2 – Kesadaran manajemen untuk memformulasikan strategi SI/TI • Tahap 3 - Perencanaan strategi SI/TI secara detil, -> diperkenalkan helpdesk • Tahap 4 - Pengguna memegang kendali, munculnya ide inovasi • Tahap 5 – Menghubungkan potensi SI/TI dengan strategi bisnis 11/19/2008


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Pendekatan Pengembangan SIS • • •

•

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Business led – dilakukan oleh spesialis TI, mendefinisikan rencana investasi SI/TI berdasarkan strategi bisnis yang ada. Method driven – penggunaan teknik tertentu untuk mengidentifikasikan kebutuhan SI dengan menganalisis proses bisnis Technological – perencanaan SI/TI dilihat sebagai latihan dalam proses dan pemodelan informasi, menggunakan alat pemodelan untuk menghasilkan rencana SI yang dituangakan dalam Blueprint. Administrative – sasaran utamanya menentukan anggaran TI dan biaya serta rencana sumber daya yang dibutuhkan untuk membangun SI yang telah disetujui. Organizational – investasi SI/TI didasarkan pada konsensus bisnis tentang bagaimana SI/TI dapat membantu pencapaian sasaran bisnis.

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Tahap – tahap Kedewasaan Perencanaan SIS Taraf 1

Tugas Utama

Taraf 2 Taraf 3 Mendefinsikan kebutuhan Merinci perencanaan SI Pemetaan aplikasi SI/TI bisnis Pemahaman Manajemen

Menyetujui prioritas

Menyeimbangkan portofolo

Mengejar peluang

Spesialis TI

Initisiatif manajemen senior

Pengguna bersama Spesialis TI

Eksekutif/ manajemen senior dan pengguna

Bottom - up

Analisa Top-down

Technology led

Method-driven

Sasaran Kunci

Petunjuk dari Pendek atan Utama Ik htisar

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Taraf 4 Keunggulan Stratejik/Kompetitif

Keseimbangan antara bottom-up dan top-down Administrative


Kewira-usahaan Business led

Taraf 5 Pertalian dengan strategi bisnis Tercapainya integrasi SI/TI denan strategi bisnis Koalisi Pengguna, Manajemen dan Spesialist TI Berbagai metoda pada waktu yang sama Organization led

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Dimensi Perubahan Tactical

Defend Pace of Change

Rapid • Focused response • Remove faults, obstacle

Rationalize

Measured

• Continuous improvement • TQM

Perubahan evolusioner 11/19/2008


Strategic

Attack • Focus innovation • Competitive advantage

Transform • Radical redesign • Dramatic performaance improvement

Perubahan bertahap 12

Metodologi Perencanaan

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What is an IS Planning Methodology? “ Proven steps to ensure that all points are considered within an Information Systems Planning process”

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Why an IS Planning Methodology? • Reduces risks of failure • Ensures all IS Plan stake holder are involved appropriately in the process • Reduces dependency on people, more on processes and objectives

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SISP Methodologies - Varieties • There are many methodologies • Each methodology have different emphasis different underpinnings • Some methodologies are objective-oriented, others are prescriptive

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Success Factor of Methodology • Need a single coordinator • Need to be ‘headed’ by management • Need steering committee coming with majority from management, headed by President Director or CEO. • Attitude of coordinator must be as ‘facilitator’ • Resulting plan must be “owned” by management, not by IT department (especially where the plan is more strategic in nature)

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Typical Structure of a Business Strategy-Plan (Tozer, 1996)

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Basic Planning Process 1. Identify and agree Corporate and goals 2. Establish an overall strategy to achieve them 3. Identify business functional areas and associated responsibilities 4. ‘Cascade’ the strategies down the resulting hierarchy 5. Establish functional: •

Objectives, tracking criteria, quantified goals and performance measures at each level

6. Develop procedures for: • •

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Monitoring achievement versus objectives/measures Selecting and implementing control/rectification actions


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Planning Cycles Happen Independently

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Required Information • • • • •

Business Strategy Business Plan Business Process Definition Organization structure and breakdown Information about external parties

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Tahapan Perencanaan

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Phase I: Development of IT Vision • IT must support the business goal of the firm • The first thing to do is to identify the business strategy, and by having an appreciation of the business strategy determine the IT vision of the organization • The IT Vision must also be accompanied by the IT constraints and limitations, must be driven by the organization philosophy • Use tools and industry knowledge to see how IT can be used to create advantage for the organization

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Phase II: Understanding the Current Business • Identify the critical business process of the organization • There is a need to understand: – Business Processes: concerned with relationships between processes, average execution time of each process, number of participants involved in each process, available IT support, major activities, and input and output information of each activity – Organization and Management: concerned with department objectives, organizational structure, human resources and IT resources, as well as the relationships and cooperation among units within and outside.

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Phase II: Understanding the Current Business (cont.) – IT Application: concerned with limitations of existing information systems, cost of each IT application, development methods (in-house or out-sourced), names and functions of each module, the scope and boundaries of business processes supported by each application, and interfaces among those applications – Technical Architecture: concerned with current IT infrastructure, platform, database and network

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Phase III: Strategic Information Systems Planning • Consist of three (3) main areas: – Application Architecture Strategic Planning: Comprises the set of IT applications (bought or built) that delivers the business process, and technology that integrates the various applications and links them with a coherent data model – Technical Architecture Structure Planning: the technical architecture is the foundation upon which the application architecture was built. The technical architecture should be further decomposed into “layers”, such as applications systems, database, IT service, network and platform.

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Phase III: Strategic Information Systems Planning (cont.) – Organizational Strategic Planning: the organizational architecture is the remaining component, which is important but often ignored in practice. The organizational architecture refers to the IT organizational structure, as well as the set of management process or governance rules.

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Phase IV: Delivery of Final Report • The results from all phases are consolidated into a formal final report that documents the strategic and operational plans for IT development • The report addresses the following areas: – business strategy and IT drivers, – IT vision and mission, – Application architect strategy, • Potential list of applications • The priority of these applications • Recommendations for development alternatives (outsourcing, in-house?)

– Technical infrastructure strategy, – IT organization and management strategy 11/19/2008


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Example IT Planning Team

Source: Long (2003) 11/19/2008


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Permasalahan dan Hambatan

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Problem dan Hambatan - 1 • Manajemen puncak – tidak memahami pengaruh SI/TI terhadap keunggulan organasisasi – Dihinggapi “kesenjangan harapan dan kenyataan” SI/TI – tidak melihat informasi sebagai sumber daya yang harus dikelola untuk memperoleh manfaat jangka panjang – masih meminta justifikasi manfaat keuangan dari investasi SI/TI – orientasi aksi untuk mengatasi persoalan jangka pendek.

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Problem dan Hambatan - 2 • Pada setiap tahapan perencanaan (launch, development, implementasi) mengalami penyimpangan • Launch: – Tidak ada dukungan manajemen puncak – Tidak ada komunikasi intensif antara

• Development: – Mengabaikan sasaran bisnis – Tidak mampu mentransformasikan rencana menjadi aksi

• Implementasi: – Tidak dilaksanakan sepenuhnya – Memerlukan waktu yang panjang – Hubungan orang SI/TI dan user tidak harmonis

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Pendukung vs Penghambat • Eksekutif senior mendukung TI • TI terlibat dalam pengembangan strategi • TI mengerti bisnis • Hubungan erat Bisnis – TI • Proyek TI mendapat prioritas • TI menunjukkan leadership 11/19/2008

• TI/Bisnis tidak memiliki hubungan baik • TI tidak menjadi prioritas • TI gagal memenuhi komitmen • TI tidak mengerti bisnis • Ekskutif senior tidak mendukung TI • Manajemen TI tidak memiliki leadership


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Terima Kasih

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Integrasi Strategi Bisnis Dan Strategi Sistem Informasi. Kuliah Sessi 3: Perencanaan Sistem Informasi Strategik

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