BAGIAN 4 Penyusunan Strategi SI/TI, Strategi Sistem Informasi, Portofolio Aplikasi MTI-UI
AGENDA Proses penyusunan strategi SI/TI Strategi SI Penyusunan portofolio aplikasi
DI MANA KITA SEKARANG ? External Business Environment
External IS/IT Environment
Internal Business Environment
Internal IS/IT Environment IS/IT Strategy Process
Business IS Strategies
Bagian 4
IS/IT Management Strategy
Future Application Potfolio
Implementation Strategy
IT Strategy
PROSES PENYUSUNAN STRATEGI SI/TI
THE INPUTS AND TOOL KIT
MENENTUKAN STRATEGI BISNIS SI
PENYUSUNAN STRATEGI SISTEM INFORMASI
STRATEGI SI Sumber
Ward Peppard hal. 165
Ringkasan strategi bisnis Argumentasi Peluang SI untuk keunggulan Perbaikan untuk menghindari kerugian McFarlan model & portofolio aplikasi Prioritas pengembangan (akan didiskuskan pada fase 6) Isu-isu yang muncul setelah pengembangan strategi SI
STRATEGI SISTEM INFORMASI Value Chain & IS Porter Industry Value Chain & IS Porter Competitive Forces & IS Generic Business Strategies & IS SWOT / TOWS Balanced Scorecard
1. PORTER VALUE CHAIN
Terutama bermanfaat manakala organisasi tersebut tidak memiliki rencana strategis yg jelas
VALUE SHOP
VALUE NETWORK
INDUSTRY VALUE CHAIN
MANFAAT SI DALAM INDUSTRY VALUE / SUPPLY CHAIN
Inventory: Share information on stocks and demands, to avoid unnecessary carrying cost Administration: Paperless transaction of sales order, purchase order, invoice, sales receipt, delivery order, etc. Transport/storage: optimize transport & storage space Design: customer feedbacks to enable product development Finance: improve cashflow by lowering Accounts Receivables Capacity: also includes the ability to better predict customer demand better production capacity planning Services: allow third party service to be directly embeded in the service to the customer, with less delivery delays.
2. PORTER COMPETITIVE FORCES
POTENSI SI PADA PERSAINGAN Forces
Business implications
Potential IS/IT effects
Threat of new entrants
Additional (industry) capacity Reduced price New basis for competition
Provide entry barriers / reduce access by: • Economies of scale • Differentiate product • Control distribution channels • Segment markets
Buyer power high / Posisi tawar pembeli tinggi
Forces price down
• • • •
Differentiate product Improve price/performance Increase switching cost Facilitate buyer-side product selection
Q: How do we do it? With what kind of IS applications?
Q: How do we do it? With what kind of IS applications?
Forces
Business implications
Potential IS/IT effects
Supplier power high / Posisi tawar supplier tinggi
Raises cost raises price Reduced quality of supply Reduced availability of supply
• •
•
Substitute products
Limits potential market & profit Price ceilings
• •
•
Intense competition from existing rivals
Price competition Product developments Distribution is critical Customer loyalty required
• • •
Supplier sourcing system Extended quality control into suppliers Forward planning with suppliers Improve price/performance Redefine product to increase value Redefine market segments Improve price/performance Differentiate product Get closer to end-consumer (understand requirements)
CASE STUDY: PORTER 5-FORCES & SI
Threat of new entrants:
Massachusetts Mutual Life Insurance Co. membangun infrastruktur TI yg menghubungkan agen asuransi lokal dengan informasi komprehensif produk-produk asuransi. Hal ini membuat calon pesaing merasakan entry barrier, karena perlu biaya mahal dalam membangun infrastruktur tsb.
Bargaining
Power of Buyers
Amazon.com, online shop terkenal, meskipun orang bisa berbelanja di tempat lain, tapi karena Amazon.com bisa ‘nebak’ keinginan customer, maka orang lebih senang berbelanja di Amazon.com. Baxter (penyedia logistik Rumah Sakit) menyediakan sistem EDI, sehingga memungkinkan zero inventory. Customer (RS) lebih senang, sehingga tidak mau menggunakan distributor lainnya. Semua ini meningkatkan switching cost
Bargaining
Power of Suppliers
Kasus industri otomotif dimana pabrik mobil tidak bisa mengatur penjadualan pembelian pelat baja dengan tepat. Sehingga, dilakukan integrasi supply chain, sehingga data forecast kebutuhan material disediakan oleh pabrik mobil kepada pabrik baja. Pabrik baja, yang tadinya memiliki posisi tawar tinggi, justru menjadi lebih senang bekerja dgn pabrik mobil karena bisa membantu forecast produksi pelat baja.
Industry Competitors
Kasus pertama kali munculnya ATM: Citibank di AS dan BCA di Indonesia
Fedex: informasi mengenai pengiriman barang
GENERIC BUSINESS STRATEGIES & IS Sistem TI relatif kompleks, karena merupakan gabungan dari semua sistem.
Sistem TI untuk membantu pengendalian biaya produksi, pemasaran, dan administrasi supaya harga pokok penjualan rendah.
Market Target
Type of Advantage Sought Lower Cost Differentiation Broad Range of Buyers
Narrow Buyer Segment or Niche
Sistem TI untuk membantu mempertajam diferensiasi dengan pesaing, seperti quality control, delivery time, fleksibelitas, inovasi.
Overall Low-Cost Broad Provider Differentiation Strategy Best-Cost Strategy Focused Low-Cost Strategy
Sistem TI untuk membantu pengendalian biaya produksi, pemasaran, dan administrasi supaya harga pokok penjualan rendah, serta memantau keinginan pelanggan pada segmen terbatas.
Provider Strategy
Focused Differentiation Strategy Sistem TI untuk membantu mempertajam diferensiasi dengan pesaing, seperti quality control, delivery time, fleksibelitas, inovasi, serta memantau keinginan pelanggan pada segmen terbatas.
CASE STUDY: GENERIC STRATEGIES & SI
Low Cost Strategy:
Black & Decker, perusahaan perkakas, mengirimkan barang-barang ke agen dengan no return policy. Retur barang menyebabkan naiknya biaya gudang dan administrasi. Lantas bagaimana kalau salah forecast penjualan? Black & Decker membuat sistem informasi pertukaran stok barang antar agen. Disitulah Black & Decker mengurangi biaya distribusi. Alhasil, Black & Decker bisa bermain pada low-cost strategy Lihat juga kasus Ryanair.com, Tiger Airways.
Differentiation Strategy
Singapore Airlines & Star Alliance Memiliki loyalty program / milage program (KrisFlyer) yang mencatat setiap orang telah bepergian berapa mil Kemudian berhadiah point, yang bisa dipakai untuk hotel berbintang Service yang diberikan oleh Singapore Airlines juga berkelas
Focus-differentiation
Misalnya BodyShop Fokus pada wanita kelas atas Deferensi pada kualitas Menggunakan aplikasi CRM yang mencatat aktifitas setiap pelanggan, dan mencatat jadual kunjungan (termasuk mengingatkan)
3. SWOT TOWS MATRIX Internal Factors Strengths (S) List of strengths External Factors
Weaknesses (W)
Opportunities (O)
SO Strategies
WO Strategies
List of opportunities
Use strengths to take Take advantage of advantage of opportunities opportunities by overcoming weaknesses
Threats (T)
ST Strategies
WT Strategies
List of threats
Use strengths to avoid threats
Generate strategies that minimize weaknesses and avoid threats
List of weaknesses
MAYTAG – HOOVER EXAMPLE Internal Factors Strengths (S)
External Factors Opportunities (O)
Integration of EU Demographics favor quality Economic dev. in Asia Opening of Eastern Europe Trend toward superstores
Threats (T)
Increasing gov. regulations Strong US competition Whirlpool and Electrolux positioned for global economy Japanese appliance company New product advances
Maytag’s quality culture Experienced top management Vertical integration Employee relations Hoover’s international orientation
SO Strategies
Use worldwide Hoover distribution channel to sell Hoover & Maytag appliance Find joint venture partners in Eastern Europe and Asia
ST Strategies
Acquire Raytheon’s appliance in US to increase market share Merge with a major Japanese home appliance Sell off all non Maytag brands and strongly defend Maytag’s US niche
Weaknesses (W)
Process oriented R&D Distribution channels Financial position Global positioning Manufacturing facilities
WO Strategies
Further improve quality Reduce manufacturing cost and distribution cost Emphasis superstore channel
WT Strategies
Sell Dixie-Narco to reduce debt Emphasize cost reduction to reduce break-even point
IS STRATEGIES OF MAYTAG-HOOVER Strategy
IS Application
Use worldwide Hoover distribution channel to sell Hoover & Maytag appliance
An efficient global supply chain management (SCM) system – may cooperate with global carriers.
Further improve quality
Quality monitoring system, decision support system
Reduce manufacturing cost and distribution cost Emphasize cost reduction to reduce breakeven point
Accurate cost accounting information system Efficient & effective SCM
Emphasis superstore channel
SCM with on-line EDI links to superstore’s inventory system
Acquire Raytheon’s appliance in US to increase market share Merge with a major Japanese home appliance
Common financial reporting system
4. ROCKART'S CRITICAL SUCCESS FACTORS Small number of easily identifiable operational goals Shape by industry, manager & environment Believed to assure firm’s success Used to determine organization’s information requirements
CRITICAL SUCCESS FACTORS & GOALS EXAMPLE
GOALS
CSF
PROFIT
EARNINGS/SHARE
AUTOMOTIVE INDUSTRY:
CONCERNS
RETURN ON INVESTMENT
STYLING
MARKET SHARE
QUALITY DEALER SYSTEM
NEW PRODUCT
COST CONTROL ENERGY STANDARDS
NONPROFIT
EXCELLENT HEALTH CARE
REGIONAL INTEGRATION WITH OTHER HOSPITALS
MEETING GOVERNMENT REGULATIONS
EFFICIENT USE OF RESOURCES
FUTURE HEALTH NEEDS
IMPROVED MONITORING OF REGULATIONS
CSF should also include quantifiable objectives!
11.14
CSF METHODOLOGY Manager A CSF
Manager B CSF
Manager C CSF
Develop agreement on company’s CSF
Manager D CSF
What is important for your organization?
Define company’s prioritized CSF
Define Decision Support Systems
Develop IS Application Priorities
CSF LEVELS Industry CSF (KSF) Organizational Objectives
Organizational CSF
Business Unit / Functional Obj.
Business Unit / Functional CSF
Manager’s Objectives
Manager’s CSF
5. THE BALANCED SCORECARD Example:
Manufacturing Company of Electrical Product Imported components Orders tend to be unique for specific customer, now using stock strategy Problems:
Cost for components acquisition Cost of finished goods Long delivery time
Ingat bagaimana komponen-komponen dalam BSC terkait satu sama lain…! Dikembangkan jadi aplikasi S.I.
CSF DARI BSC (KASUS GUDANG) Objectives to: achieve
Measures Measures (a) Stock turnover
To reduce stock cost
Critical Success Critical Success Factors Factors by: taking action by: taking action
By: -
Earlier identification of obselete items
-
Better forecasting to reduce safety stocks, etc.
(b) Write offs (c) Stockhandling / carrying cost
Information & systems required (i)
New analysis of stock turnovers to separate fast moving & slow moving items
(ii)
Improved stock forecasting based on more accurate sales forecast / actuals
(iii)
New stock replenishment algorithm for different types of stock
APLIKASI SI DARI BSC-CSF
N o.
TUJUAN/SASARAN
C.S.Fs.
PENGUKURAN KINERJA
DUKUNGAN KEBUTUHAN DAN INFORMASI BISNIS
1.
Efisiensi dan efektifitas sumber daya manusia, khususnya yang berkaitan dengan teknologi informasi
Pemenuhan ketersediaan tenaga ahli/orang-orang yang tepat dan kompeten dalam bidang TI
Tingkat keahlian dan pengalaman dari sumber daya manusia yang dimiliki
Mengadakan outsource untuk tenaga ahli tambahan yang memiliki latar belakang khususnya di bidang TI serta memiliki keahlian dan pengalaman yang sesuai dengan kriteri dan ketentuan yang telah di tetapkan oleh PDAM JAYA
2.
Kemudahan dan keakuratan dalam penyajian laporan sehari-hari
Kehandalan dan ketersediaan sistem komputerisasi dalam menangani data dan informasi perusahaan
Tingkat kehandalan, kemudahan, keakuratan dan akuntabilitas data laporan yang disajikan
Perlunya dukungan sistem informasi yang terintegrasi antar divisi secara keseluruhan, sehingga memberikan kemudahan dalam mengakses data pelaporan yang disajikan
3.
Peningkatan peranan, fungsi divisi SIM dalam menunjang kegiatan bisnis perusahaan
Prosedur, fungsi dan peranan pimpinan dan staf divisi Sistem Informasi Manajemen (SIM)
Tingkat pelayanan dan keaktifan kegiatan operasional TI di dalam perusahaan
Peningkatan standar keahlian dan kemampuan karyawan/staf SIM Peningkatan efektifitas dan produktifitas karyawan/staf SIM untuk mendukung bisnis perusahaan Memberlakukan SLA (Service Level Agreement)
4.
Pengadaan proyekproyek Teknologi/Sistem Informasi untuk mendukung kinerja perusahaan
Kemampuan manajemen dalam mengambil keputusan, khususnya yang berkaitan dengan sistem dan teknologi informasi
Dukungan prioritas dari seluruh pihak manajemen terkait
Mengupayakan adanya dukungan dari manajemen dan pihak-pihak terkait lainnya untuk mewujudkan terealisasi proyek sistem informasi tersebut Melakukan pemberdayaan sistem informasi yang sudah ada dan mengadakan penambahan perangkat lunak, perangkat keras dan infrastruktur lainnya yang dapat mendukung sistem informasi baru Melakukan perekrutan jasa konsultan dalam merencanakan proyek-proyek Teknologi/Sistem Informasi Mengadakan pelatihan atau workshop
5.
Optimalisasi penerimaan hasil rekonsiliasi data master cetak dan bayar
Kemudahan pengaksesan dan keakuratan informasi rekapitulasi data rekening master cetak/bayar yang diberikan oleh pihak mitra swasta
Tingkat keabsahan, keterbukaan dan keakuratan data dan informasi yang disajikan oleh mitra swasta
Merencanakan jaringan sistem online 24 jam, yang terhubung ke pihak mitra swasta Melakukan standardisasi format pelaporan yang disajikan oleh pihak mitra swasta Melakukan pencatatan secara bersama di lapangan
6.
Meningkatkan mutu dan kualitas pelayanan terhadap pelanggan
Kemampuan mitra swasta dalam menanggapi dan menangani masalah pelanggan
Jumlah keluhan pelanggan yang telah ditangani oleh mitra swasta
Melakukan uji sampling dari beberapa pelanggan yang mengeluh agar dapat diukur tingkat keakuratan data laporan keluhan pelanggan yang di sajikan oleh mitra swasta secara online
Contoh Analisa Kebutuhan
PENENTUAN STRATEGI SI
CSF
UKURAN
STRATEGI SI
Kualitas SDM
Kompetensi Pegawai Tingkat disiplin peg. Tingkat kesejahteraan peg
Peningkatan manajemen SDM Sistem Presensi terpadu Peningkatan adminstrasi kepangkatan
PENENTUAN SOLUSI SI
Strategi SI Pening katan manaje men SDM
Kebutuhan SI
Solusi SI
Sistem mampu menangani administrasi pegawai Sistem mampu merekam kompetensi peg
SI SDM
PENYUSUNAN PORTOFOLIO APLIKASI
UNDERSTANDING THE BOSTON CONSULTING GROUP (BCG) MATRIX
STAR
WILDCAT
Funds $$ CASH COW
DOG
MCFARLAN STRATEGIC GRID
FACTORY For smooth operations, some firms are heavily dependent on cost-effective, totally reliable IT operational support. Their applications portfolios, however, are dominated by maintenance work and applications that, while profitable and important in their own right, are not fundamental to the firm's ability to compete
SUPPORT There are firms, some of which may have very large IT budgets, that are not fundamentally operationally dependent on the smooth functioning of the IT activity, Nor are their applications portfolios aimed at the critical strategic needs of the company.
TURNAROUND Some firms may receive considerable amounts of IT operational support, but the company is not absolutely dependent on the uninterrupted costeffective functioning of this support to achieve either short term or long-term objectives. The applications under development, however, are absolutely vital for the firm to reach its strategic objectives.
STRATEGIC
There are companies for whom smooth functioning of the IT activity is critical to their operation on a daily basis and whose applications under development are critical for their future competitive success.
THE IS APPLICATION PORTFOLIO
Future
Present
STRATEGIC
HIGH POTENTIAL
Applications that critical to sustaining future business strategy
Applications that may be important in achieving future success
KEY OPERATIONAL
SUPPORT
Applications on which the organization currently depends for success
Applications that are valuable but not critical to success
Important
Less critical
Closely related and derived from “McFarlan Matrix”
Kriteria STRATEGIC
KET S
SiOGIS (Sistem Informasi Online Geographic Information System)
KET
Usulan Pengembanga n
0,58 8
TS
0
TM
0,41 2
HP – “Turnaround”
S
TS
TM
SiLuKTek (Sistem Informasi Evaluasi Kinerja Teknis)
Usula n/Bar u
1,0 00
0
0
SiPeg (Sistem Informasi Kepegawaian)
Usula n/Bar u
0,8 82
0
0,11 8
Kriteria KEY OPERATIONAL
Kriteria
KET
KET
Kriteria
SUPPORT S
TS
TM
S
TS
TM
0,41 2
SiLKBD (Sistem Informasi Lembar Kendali Berkas & Disposisi)
Ada
0,9 41
0
0,05 8
0
0,41 2
Aplikasi Perkantoran
Ada
0,9 41
0
0,05 8
0,58 8
0
0,41 2
Aplikasi Internet
Ada
1,0 00
0
0
Ada dan dalam proses pengembanga n
0,58 8
0
0,41 2
SiJandu (Sistem Jaringan Online Terpadu)
Usula n/Bar u
1,0 00
0
0
SiEvi (Sistem Informasi Evaluasi Investasi)
Usulan/Baru
0,58 8
0
0,41 2
SiPRP (Sistem Informasi Pajak Rekening Pelanggan)
Usula n/Bar u
0,8 23
0,1 76
0
SiKoDat (Sistem Informasi Konversi Data Terpusat)
Usulan/Baru
0,52 9
0,0 58
0,41 2
SiRekon MC dan MB (Sistem Informasi Rekonsiliasi Master Cetak dan Bayar)
Ada
0,58 8
0
SiKeu (Sistem Infomasi Keuangan)
Ada
0,58 8
Silugan (Sistem Informasi Keluhan Pelanggan
Ada
SiLab (Sistem Informasi Laboratorium)
PHASE OUTCOME McFarlan’s Strategic Grid and narrative about each application on the Strategic Grid Prioritized Application Portfolio Table.
CASE STUDY: UNIVERSITAS INDONESIA Interaktif…!
SI SPMB
Accounting IS SI Akadamik Portal & SI Alumni
Aplikasi Pembayaran Mhs – BNI
HIGH POTENTIAL
KEY OPERATIONAL
SUPPORT
Research Database Asset Management System Database Kompetensi SDM
Payroll App SI Procurement 23.Real Sector Indicators
STRATEGIC
