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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

Integrasi Strategi Bisnis Dan Strategi Sistem Informasi Strategi SI-TI/SK-7 Mobilisasi... · 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 1 Integrasi Strategi Bisnis Dan Strategi

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  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-



    Integrasi Strategi Bisnis Dan

    Strategi Sistem Informasi


    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

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 2


    The strategic management requirement

    Organizing strategies for IS/IT management

    A framework guiding action

    Provisioning of IS/IT resources

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 3

    The Strategic Management


  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 4

    Requirements of Strategic


    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


    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

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 5

    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.

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 6

    Model Stratejik SI/TI

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 7

    Scope of IS/IT Services

    Strategy and Planning Services

    Application Development Services

    Application and Technical Services

    Technology Delivery and Maintenance


  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 8

    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

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 9

    Application Development Services

    Systems analysis

    Systems design

    Package evaluation

    Systems implementation

    Programming and software development

    Software acquisition

    Project management

    Information management

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 10

    Application and Technical Services


    Application maintenance and change control

    First line user-support/problem resolution

    Advice centre

    Security/Access control

    Information 'procurement' (from external sources, etc.)

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 11

    Technology Delivery and Maintenance


    Installing, PC, servers, cables

    Keeping network running

    Maintenance of hardware

    Upgrading software/version control

    Supplier and contracts management

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 12

    The Areas Guidelines for IS/IT

    Decision Making







  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 13



  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 14

    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.

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 15

    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


    manage vendor partnerships;

    redesign and manage the federal IS organization

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 16

    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


  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 17

    Five Key Competencies of IS


    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

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 18


  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 19

    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

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 20

    Phase Deliverables

    IT Support Strategy

    IT Organization

    IT Staff Training Strategy

    IT Staff Training Plan

    IT User Training Strategy

    IT User Training Plan

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 21

    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

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 22

    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

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 23

    Outsourcing vs. Insourcing

    Need to determine percentage and

    components to be Outsourced vs.


    Outsourcing may not necessarily be the

    whole of the operations, may be

    selected for certain functions and

    activities within the organization

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 24

    Function Departmentalization

    Concentrate on organizations core functions

    Use the Flowers of Organization Function


















    Opportunities for IT

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 25

    IT Function Matrix

    No IT Function Description

    Internal Support

    Internal Capability


    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


    2 Network Support Support for network support in office and between offices


    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








  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 26

    Dimensions of Organization


    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


  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 27

    Hybrid Forms of


    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

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 28

    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

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 29

    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.

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 30

    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


    Need to add another person to handle

    the Sumatra office2 Finance



    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









  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 31

    Mencegah Disintegrasi Portfolio


  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 32


  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 33

    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.

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 34

    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.

  • 11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 35

    Terima Kasih