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11/19/2008 Integrasi Strategi IS/IT&Bisnis-
MasWig
1
Integrasi Strategi Bisnis Dan
Strategi Sistem Informasi
Dosen:
Ir. Mas Wigrantoro Roes Setiyadi, SE, MSi, MPP
Program Pasca Sarjana - Magister Ilmu Komputer - Universitas
Budi Luhur
Kuliah Sessi 7:
Mobilisasi Sumber Daya Sistem Informasi:
Organisasi, SDM, Finance, Infrastruktur
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Outline
The strategic management requirement
Organizing strategies for IS/IT management
A framework guiding action
Provisioning of IS/IT resources
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The Strategic Management
Requirement
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Requirements of Strategic
Management
To ensure IS/IT strategies, policies and plans reflect
business
objectives and strategies.
To ensure potential business advantages from IS/IT are
identified
and exploited.To ensure strategies, etc. are viable in terms of
business
risks.
To establish appropriate resource levels and reconcile
contention/set priorities.
To create a 'culture' for the management of IS/IT that reflects
the
corporate culture.
To monitor the progress of business-critical IS/IT
activities.
To achieve the best balance between centralization and
development
of IS, IT decision making
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Key Strategy Areas
Investment in IS/IT, deliver the maximum value in terms of
benefit to the business.
Data, information and knowledge resources; ensure business value
is exploited and protected.
Acquisition,deployment, utilization of IT.
Organizational management, of related IS/IT resources,
governance of administration of IS/IT; in relationships with other
parts of the business.
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Model Stratejik SI/TI
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Scope of IS/IT Services
Strategy and Planning Services
Application Development Services
Application and Technical Services
Technology Delivery and Maintenance
Services
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Strategy and Planning Services
IS strategy development
IT strategy development
IT planning and resource development
New technology options 'evaluation' (technology road map)
Account' management
Consultancy/business analysis
Contingency planning
Capacity planning
New service development
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Application Development Services
Systems analysis
Systems design
Package evaluation
Systems implementation
Programming and software development
Software acquisition
Project management
Information management
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Application and Technical Services
Training
Application maintenance and change control
First line user-support/problem resolution
Advice centre
Security/Access control
Information 'procurement' (from external sources, etc.)
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Technology Delivery and Maintenance
Services
Installing, PC, servers, cables
Keeping network running
Maintenance of hardware
Upgrading software/version control
Supplier and contracts management
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The Areas Guidelines for IS/IT
Decision Making
Content
Authority
Responsibility
Coordination
Policies
Control
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ORGANIZING STRATEGIES
FOR IS/IT MANAGEMENT
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Factors to be considered
The organizations dependence on IT;
Its stage of maturity in term of application portfolio;
The geography of the enterprise, especially for organizations
with a global presence;
Its business diversity and rate of change of the type of
business and competitive pressures on each business;
The potential benefits of synergy between business in both
trading goods and services and information exchange;
The economics of resourcing, obtaining and deploying skills.
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Imperatives for the Management
of IS/IT
achieve two-way alignment between the business
and IS/IT strategy;
develop effective relationships with line management;
deliver and implement new systems;
build and manage IT infrastructure;
reskill the IS function with new competencies and
knowledge;
manage vendor partnerships;
redesign and manage the federal IS organization
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Strategic Roles of IS/IT
The cost centre has an operational focus that minimizes risks
with an emphasis on operational efficiency. Cost-centre activities
are good candidates for outsourcing.
The service centre, although still minimizing risk, aims to
create an IT-enabled business capability to support current
strategies.
The investment centre has long term focus and aims to create new
IT-based business capabilities. It seeks to maximize business
opportunity from IT resources.
The profit centre is designed to deliver IT services to the
external marketplace for incremental revenue and for
gaining valuable experience in becoming a world-class IS
function.
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Five Key Competencies of IS
Function
IT leadership, which includes IT envisioning, using IT strategy
with business strategy, and managing IS resources.
Architecture development, which is concerned with developing a
blue-print for the overall IT technical design.
Business enhancement, which includes business process analysis
and design, project management and managing relationships with
users.
Technology advancement, which is application design and
develop-ment.
Vendor management, which includes managing and developing
rela-tionships with vendors and suppliers, negotiating and
monitoring contracts and purchasing.
Source: Gartner
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A FRAMEWORK GUIDING ACTION
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Phase Objective(s)
To determine the organization structure required to
support the IT investment and operations established
in the previous phases Includes formal organization
structure
Includes non-formal organization structure
To determine the training strategy required for people
within the structure Includes the IT staff
Includes the users of IT
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Phase Deliverables
IT Support Strategy
IT Organization
IT Staff Training Strategy
IT Staff Training Plan
IT User Training Strategy
IT User Training Plan
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Tasks of This Phase
List functions of IT Organization
Map functions to Internal IT capabilities
Map Insource vs. Outsource functions
Prepare Internal IT Organization
Prepare Outsourcer Criteria
Prepare IT Staff Training Requirement
Prepare IT User Training Requirement
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List functions of IT Organization
Based on the IT direction, determine the
IT functions that needs to be supported
To generate the list of IT functions, one
may use standard function names or
use function names internal known
within the organization
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Outsourcing vs. Insourcing
Need to determine percentage and
components to be Outsourced vs.
Insourced
Outsourcing may not necessarily be the
whole of the operations, may be
selected for certain functions and
activities within the organization
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Function Departmentalization
Concentrate on organizations core functions
Use the Flowers of Organization Function
CORE
supporting
functions
supporting
functions
supporting
functions
supporting
functions
supporting
functions
supporting
functions
supporting
functions
supporting
functions
Opportunities for IT
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IT Function Matrix
No IT Function Description
Internal Support
Internal Capability
Note
1 End-user Application Support Support for end-users in the use
of Oracle Financials
O Outsourcing support may not be
available in all areas - Kalimantan
office may not be able to find local
support
2 Network Support Support for network support in office and
between offices
O
3 Application Tester Tester of application based on changes made
to the system prior
to rolling out.
I To be supported in-house from
head office. Staff with knowledge
about the business
4
5
6
7
8
9
10
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Dimensions of Organization
Structure
Total tasks in organization are broken down into successively
smaller ones, and combining them into groups of departments.
Function Departmentalization
Territorial Departmentalization
Product Departmentalization
Customer Departmentalization
Hybrid
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Hybrid Forms of
Departmentalization
Project-Aligned Forms
Advantages Disadvantages
Everyone understands the work The structure is not highly
stable
Structure is highly receptive to new ideas Structure demands
management attention
Structure offers great adaptability Few opportunities to develop
special skills
Shorter chain of command Strucuture offers no clear path.
Structure proveds for better cost control
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Hybrid Forms of Departmentalisation
Matrix-Aligned Forms
Advantages Disadvantages
Better assessment of individual skills Highly dependant on
function manager
Better professional development and product manager
Better utilisation of specialised skills Management more
difficult since PM does
Flexible and adaptable to environment not have line
responsibility
Problems by dual-reporting
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IT Training
Training is required to prepare the IT organization so that it
can support the technical components of the IT strategy
Training is an on-going activity and cannot be seen as a one-off
activity
The IT strategy generally determines the skills required to
support operations based on the identified gaps. The training plan
is generally held and executed by the HR Department of the
organization.
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IT Capability Gap
No. FunctionIT/
EnduserInternal Capability Gap
1 Network Support IT Two people within the
IT Department
Internal staff has not had any formal
training
Need to add another person to handle
the Sumatra office2 Finance
Department
Users
Enduser Currently finance
department users only
had initial training
Finance department users need to be
able to use Oracle Discoverer 3.1 for
analysis purposes3
4
5
6
7
8
9
10
11
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Mencegah Disintegrasi Portfolio
Aplikasi
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PROVISIONING OF IS/IT RESOURCES
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Classifying Sourcing Options
Contract out strategythe vendor is responsible for delivering
the results of IT activity.
Buy-in strategysees the organization buying in re-sources from
the external market, often to meet a temporary require-ment.
Contracts often specify the skills required and cost, with the
resources then managed in-house.
Preferred contractor strategyorganizations contract long term
with a vendor to reduce risk, the vendor responsible for the
management and delivery of an IT activity or service. To ensure
vendor performance, an incentive-based contract is generally
constructed.
Preferred supplier strategytakes the buy-in approach further,
organization seeking to develop a long-term close relationship with
a vendor in order to access its resources for ongoing IT
activities. The organization, not the vendor, takes responsibility
for managing these resources.
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Competencies Required in
IS/IT Outsourcing
The ability to track, assess and interpret changing IS/IT
capability and relate them to organizational needs;
The ability to work with business management to define the IT
re-quirements over time;
The ability to identify appropriate ways to use the market,
specify and manage IS/IT sourcing;
the ability to monitor and manage contractual relations.
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Terima Kasih
