Integrasi Strategi Bisnis Dan Strategi Sistem Informasi

Strategi dan Kebijakan Sistem Informasi

Program Pasca Sarjana - Magister Ilmu Komputer - Universitas Budi Luhur

Integrasi Strategi Bisnis Dan Strategi Sistem Informasi Kuliah Sessi – 8: Valuasi Investasi Sistem Informasi Dosen: Ir. Mas Wigrantoro Roes Setiyadi, SE, MSi, MPP

11/5/2008

Integrasi Strategi ISIT & Bisnis-MasWig

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Outline • Investment and Priority Setting Policies • Evaluating IS/IT Investment • Setting Priorities for Applications • Benefits Management • Benefits Management Process • Assessing and Managing Investment Risks Integrasi Strategi ISIT & Bisnis-MasWig

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Isu Penting terkait dengan Keputusan Investasi SI/TI • Menentukan dasar pertimbangan dalam investasi SI/TI, menggunakan berbagai cara penilaian manfaat; • Menentukan prioritas, dengan memperhatikan cakupan manfaat bisnis dan ekonomi, keterbatasan sumber daya, dan faktor lainnya; • Proses pengelolaan dalam mewujudkan manfaat yang diharapkan; • Menguji resiko investasi berdasarkan karakteristik aplikasi dan pendekatan dalam pengelolaannya.


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INVESTMENT AND PRIORITY SETTING POLICIES


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Kompetisi Investasi • Selalu terjadi persaingan dalam “perebutan” alokasi dana investasi. • Investasi SI/TI pada umumnya masih dievaluasi seperti halnya investasi untuk sektor lain. • There is no simple answer to the question: on what basis should IS/IT investments be assessed against other investments? • Diperlukan prinsip dan kebijakan penilaian manfaat investasi SI/TI yang dapat menjadi acuan bagi keputusan dan atau penentuan prioritas investasi.


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EVALUATING IS/IT INVESTMENT


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Mengapa Perlu Evaluasi? • 83% Direktur Teknologi Informasi (TI) mengakui bahwa analisa biaya – manfaat yang diajukan dalam mendukung proposal investasi TI ternyata fiktif – (Grindley, 1993) • Perguruan Tinggi Komputer masih banyak yang hanya mengajarkan manfaat kualititatif • Kecenderungan membesar- besarkan manfaat investasi SI/TI • Setelah implementasi tidak ada penyajian manfaat investasi SI/TI secara kuantitatif yang sesuai dengan tujuan bisnis Integrasi Strategi ISIT & Bisnis-MasWig

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Kelangkaan Metoda • Belum ada standar yang diterima secara luas • 70% organisasi pengguna SI/TI tidak memiliki dasar kebenaran formal proses evaluasi pasca implementasi investasi SI/TI (Cooke dan Parrish, 1992). • Hanya separo dari proyek investasi SI/TI yang disertai dengan taksiran pra-investasi yang bersifat formal • Teknik analisa keuangan tidak representatif dan tidak efektif • Pedoman Standar Akuntansi Keuangan belum mengakomodasikan perhitungan manfaat TI yang terkandung dalam setiap transaksi bisnis.


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Logika Penghitungan • Tidak dapat dihitung hanya dengan return on investment (ROI) semata. • Perlu dipertimbangkan faktor – faktor non-teknologi. • Diperlukan perubahan perlakuan akuntansi • Data akuntansi sangat penting dalam menghitung manfaat investasi SI/TI Integrasi Strategi ISIT & Bisnis-MasWig

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Manfaat Aplikasi • Kombinasi antara manfaat aplikasi yang masing – masing bersifat substitusi, komplementer, dan inovatif dengan teknik evaluasi manfaat investasi. • Substitusi, seberapa jauh investasi SI/TI dapat menggantikan peran manusia dalam meningkatkan efisiensi. • Komplementer, seberapa optimal investasi SI/TI mampu meningkatkan produktifitas dengan proses dan prosedur yang baru. • Inovatif, dalam mencapai keunggulan bersaing dengan mengubah proses dan menciptakan peluang pasar. Integrasi Strategi ISIT & Bisnis-MasWig

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Teknik Evaluasi - 1 • Analisa Biaya-Manfaat Tradisional, mengacu pada peningkatan efisiensi di dalam proses organisasi yang dihasilkan dari otomatisasi, seperti misalnya otomatisasi tagihan (invoice) dan mengirimkannya secara elektronis kepada pelanggan melalui layanan electronic commerce, penghematan biaya data entry karena digunakannya Optical Character Reader (OCR). Integrasi Strategi ISIT & Bisnis-MasWig

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Teknik Evaluasi - 2 • Pertalian Nilai, mengacu pada perkiraan peningkatan kinerja bisnis yang diperoleh dari hubungan antara penghematan dan perubahan proses bisnis. Contoh dari pertalian nilai antara lain, otomatisasi rekonsiliasi penjualan dan account receivables memberi peluang bagi staff keuangan untuk lebih banyak memberi perhatian kepada upaya peningkatan kepuasan pelanggan, dan peningkatan kolektibilitas tagihan. Integrasi Strategi ISIT & Bisnis-MasWig

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Teknik Evaluasi - 3 • Akselerasi nilai, mengacu pada pertimbangan waktu diperolehnya manfaat yang diterima oleh semua departemen setelah implementasi investasi SI/TI. Masa penerimaan manfaat investasi SI/TI dapat berbeda dari satu departemen dengan departemen lainnya, perbedaan ini disebabkan oleh karakter aplikasi yang dioperasikan. Integrasi Strategi ISIT & Bisnis-MasWig

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Teknik Evaluasi - 4 • Restrukturisasi Nilai, mengacu pada peningkatan produktivitas yang dihasilkan dari perubahan proses, struktur organisasi, serta peran setiap fungsi dalam organisasi. Tugas – tugas yang banyak berhubungan dengan pengumpulan dan pengelolaan informasi seperti perencanaan dan peramalan seringkali hanya dapat ditingkatkan dengan kombinasi sistem yang bagus dan perubahan dalam tanggung jawab organisasi. Integrasi Strategi ISIT & Bisnis-MasWig

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Teknik Evaluasi - 5 • Evaluasi Inovasi, mengacu pada cara memperkirakan nilai manfaat investasi SI/TI bagi organisasi atas diterapkannya strategi bisnis baru yang mengandalkan pada pemanfaatan SI/TI. Peluncuran layanan electronic banking dapat mengubah citra perusahaan dan menarik kelompok nasabah baru. Integrasi Strategi ISIT & Bisnis-MasWig

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Hubungan Antara Teknik Evaluasi, Manfaat, dan Portofolio Aplikasi Cost/Benefit Pertalian Nilai Akselerasi nilai

Substitusi (efisiensi)

Komplementer (efektifitas)

Inovatif (daya saing)

√ √ √

√ √ √ √

√ √ √ √

Restrukturisasi Nilai

√

Evaluasi Inovasi Support

High potential

Key operational Strategic Integrasi Strategi ISIT & Bisnis-MasWig

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Pendekatan Analisa Resiko Investasi SI/TI • Quantified, financial justification of applications is easier in the key operational and support quadrants, where most aspects of the application will be better known or can be determined, risks are lower and the rate of change is slower. • A singular approach to investment justification will tend to produce one type of application to the exclusion of others. This argument is particularly strong where a scarce resource approach has been adopted and pure financial return on investment decides investment priorities—support applications will always be easier to justify finan-cially. • The way in which applications are planned and managed by the organization will also affect the way in which they are justified— whether they are customer-related applications integral to achieving business objectives or systems intended to save major costs in one part of the organization. Integrasi Strategi ISIT & Bisnis-MasWig

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Alasan Pembenaran Investasi Strategic

High Potential

Enable the achievement of business objectives via explicit critical success factors

R&D project to explore potential values and cost – fund from R&D budget

£

£

Risk Money

Disadvantage/ Risk if it is not done (critical failure factors) and/or quantified performance improvement

Net cost reduction through quantified savings

Key Operational

Support

£

£

£ mengacu pada manfaat yang dapat diukur dengan instrumen keuangan Integrasi Strategi ISIT & Bisnis-MasWig

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SETTING PRIORITIES FOR APPLICATIONS


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Pertimbangan • Diperlukan mekanisme pengambilan keputusan investasi SI/TI berdasarkan prioritas portofolio aplikasi. • Inadequate mechanisms for agreeing priorities are a significant cause of organizational failure to deploy IS/IT successfully • Prioritas dapat berdasar pada logika ketergantungan dan atau independensi • Need to be set in the short term to enable the best use of resources within the acquisition lead time for further resources, assuming these are actually obtainable. Integrasi Strategi ISIT & Bisnis-MasWig

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Faktor Yang Perlu Diperhatikan Dalam Menentukan Prioritas • What is most important to do, based on the benefits identified. • What is capable of being done, based on the resources available. • What is likely to succeed, based on the risks of failure of each investment Kenali potensi hambatan Integrasi Strategi ISIT & Bisnis-MasWig

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Strategic Weighting Via Critical Success Factors APPLICATION CONTRIBUTION HIGH (3)

MEDIUM (2)

LOW (1)

OBJECTIVE A: - CSF 1 - CSF 2 - CSF 3, etc. OBJECTIVE B: - CSF 1 - CSF 2, etc. OBJECTIVE C: - CSF 1 - CSF 2, etc. OBJECTIVE D: - CSF 1, etc. TOTALS


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Argumen Pendukung Investasi Key Operasional • financial; • critical success factors (either directly or by enabling strategic developments); • risk to current business (critical failure factors); • infrastructure improvement.


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Contoh Efek Pembobotan Pada Berbagai Factor Factors

Objective s CSF

Business risks

Infrastructure

Economic s

1.

All types of investment have to be costjustified to meet strict ROI hurdles

L

L

L

H

2.

Business is in weak position or in declline – short-term profitability

L

M

L

H

3.

Business in a high-growth market and satisfying the market demand is paramount

H

H

M

L

4.

Environment is very competitive and business performance must be improved

H

H

L

M

5.

Need for redevelopment of old systems, which are out of date.

L

H

H

M

6.

New systems are required to support major business change.

M

H

M

L

7.

Technology cost performance enable ower costs for existing systems

L

L

H

H


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BENEFITS MANAGEMENT


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Pengertian Benefits Management: the process of organizing and managing such that potential benefits arising from the use of IT are actually realized


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The Context of Benefits Management • Pengembangan SI/TI memerlukan kompetensi organisasi, dalam mengelola teknologi dan bisnis. • any major IS/IT development will consist of the mix of activities for which best practices and relevant methodologies have been developed over the last 30 years • Metodologi Pengembangan Sistem: – SSADM (Structured Systems Analysis and Design Methodology), – DSDM (Dynamic Systems Development Methodology) – SSM (Soft Systems Methodology

• Metodologi Manajemen Proyek – PRINCE (Project Management in a Controlled Environment)


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Faktor-2 Yang Meningkatkan Tingkat Kesuksesan Strategi SI/TI initiation of the SIS in the context of the need for business change

Life-cycle role of senior executive

allocation of responsibility for benefit delivery

Existence of an organizational-change method and a willingness to invest in strategic benefits - different evaluation emphasis Comprehensive approach to benefit management initiated in the planning phase that has a stronger business Involvement and emphasis

involvement in implementation as well as planning/evaluation

Planning approach, method and output and implementation roles of IS/IT and business managers


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Key Questions in Optimizing Benefits • Why is the investment being made - what is causing the organization to change and how critical to its future is the successful management of the changes? (the benefit drivers) • What types of benefit is the organization expecting from the investment overall - to reduce costs, improve operational performance, gain new customers, create a new capability, etc.? These need to be understood in general terms before detailed analysis of potential benefits in relation to the extent of change required is undertaken. • How will other activities, strategic initiatives, business developments or organizational issues affect the particular investment either to facilitate or inhibit its progress and outcome? (the organizational context).


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Generic Sources of Benefit for Different Applications Strategic

High Potential

Business innovation and change (R&D projects) Business process restructuring Business effectiveness

Business efficiency

Business rationalization and integration

Process elimination and cost reduction

Key Operational

Support


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BENEFITS MANAGEMENT PROCESS


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Benefits Management Context Benefit drivers

IT process and product

Types of benefits

Benefits management process

Organizational context

Organizational changes

Benefits


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A Process Model of Benefits Management Start from here Identify and structure benefits

Potential for further benefits

Plan benefits realization

Review and evaluate results

Execute benefits plan


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Stage 1: Identification and Structuring of Benefits •

• •

Implies an iterative process of establishing the investment objectives and the possible business performance improvements that the system and associated changes should or could deliver. The achievement of each objective could deliver a variety of different benefits across to the organization, trading partners and customers. All business performance improvements are measurable, and hence so are all the benefits delivered by information systems. – staff headcount reductions due to automation, decrease in product rejects due to quality control data, reduction in stock levels through a warehouse control system, customer satisfaction, etc. – Others can be converted into financial values

•

Determination of where in the business (or even in trading partners) each benefit should occur and, hence, who in the organization should be responsible for its delivery


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Stage 2: Planning Benefits Realization • •

•

Determine the changes required for delivery of each benefit and how the IS/IT development will enable the changes and benefits to occur. Output, is described as a benefit dependency network, which relates the IS/IT functionality via the business and organizational changes to the benefits identified. Benefits and objectives that argue the case for investment and the change management plan required – Business changes, changes to working practices, processes and/or relationships that will cause the benefits to be delivered (or begin to be delivered) – Enabling changes, changes that are prerequisites for making the business changes and/or are essential to bring the new system into effective operation.


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The Dimensions of Benefit Management Why do we want improvement? What improvement do we want? Where will it occur?

Can it be measured?

Can it be quantified?

Can a financial value be put on it?

Who is responsible for its delivery? What changes are needed? Who will be affected? BENEFIT DELIVERY PLAN How and when can changes be made?

Benefits achieved? More benefits possible? Further action? Integrasi Strategi ISIT & Bisnis-MasWig

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The Investment Proposal - making the case 1. Drivers for change giving rise to 2. Investment objectives which result In 3. Benefits by and incur

Degree of explicitness

Doing new things

Doing things better

4. Costs: (a) Development (b) One-off (c) Infrastructure (d) Business change (e) Ongoing etc.

Stop doing things

5. Risks associated with the investment that may prevent full benefit realization, etc.

Financial Quantifiable Measurable Observable


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Stage 3: Executing the Benefits Plan • To carry out and adjust as necessary, as issues arise affecting its achievement. • To establish interim targets and measures to evaluate progress toward key milestones or the final implementation. • Project manager responsible to decide what action to take in terms of reviewing the scope and specification of the system or its business justification. • When intended benefits are no longer feasible or relevant, benefits plan should be modified accordingly, along with any consequent reduction in the IS/ IT functionality. Integrasi Strategi ISIT & Bisnis-MasWig

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Stage 4: Reviewing and Evaluating Results • Once the new system, business changes and the benefits plan have been implemented, there must be a formal review of what was and was not achieved. • This evaluation has two purposes: – to maximize the benefits of the particular investment; – to learn how to improve benefits delivery from future investments.

• Should involve all the key stakeholders and focus on what has been achieved, what has not (or not yet) been achieved and why, and identify further action needed to deliver outstanding benefits. • Another reason for evaluation: to identify any unexpected benefits that have arisen and understand how they came about.


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Stage 5: Potential for Further Benefits • It is often impossible to identify all the benefits of a system in advance. • More benefits are actually identifiable after the event than before it, where there is no review process these will probably never be identified. • If maximum value is to be gained from the overall investment in IT, benefit identification should be a continuing process, from which IS/IT projects are defined. Integrasi Strategi ISIT & Bisnis-MasWig

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ASSESSING AND MANAGING INVESTMENT RISKS


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Reasons for Information Systems Investment Failure •

Process or content risks (i.e. risks due to poor understanding or definition of requirements or how they can be satisfied, or inadequacies in the process of development and implementation) – Technical failure • • •

domain of IT, responsible for the technical quality of the system and the technology, less common and is often the cheapest to overcome.

– Data failure •

shared responsibility between IS/IT profes-sionals and the users who input the data,

– User failure • • •

•

Organizational failure –

•

users misunderstanding the system, inadequate training, staff change

systems do not satisfy the organization overall, due to inadequate understanding of how the system relates to other processes and activities

Failure in the business environment –

the systems are or become inappropriate to external or internal business requirements due to changing business practices instigated by others. Integrasi Strategi ISIT & Bisnis-MasWig

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Identification of Potential Risks • What kind of change will be involved? • How ready is the organization to accommodate the change? • How will the organization react to the change? • How dynamic is the context within which the change is to be effected? Integrasi Strategi ISIT & Bisnis-MasWig

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Terima Kasih


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Integrasi Strategi Bisnis Dan Strategi Sistem Informasi

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