Integrasi Strategi Bisnis Dan Strategi Sistem Informasi Strategi SI-TI/SK-2-Hubungan... · Program Pasca Sarjana -Magister Ilmu Komputer -Universitas Budi Luhur Kuliah Sessi –2:

11/19/2008 Integrasi Bisnis & SI/TI - 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 – 2:

Hubungan Antara Strategi Bisnis dan SSI


Outline

• Pengantar

• Revolusi Teknologi Informasi

• Model-model SI/TI Dalam Organisasi

• Manajemen Stratejik SI/TI

• Business, IS & IT Relationship


Pengantar

• Sejumlah faktor stratejik mempengaruhi

kecepatan, efektivitas dan kemajuan

pengelolaan/pemanfaatan SI/TI:– Kemampuan teknologi,

– Pertimbangan ekonomi dalam memanfaatkan teknologi

– Kelayakan aplikasi

– Ketrampilan dan kemampuan mengembangkan aplikasi

– Tekanan terhadap organisasi dan industri tertentu untuk

meningkatkan kinerja

– Kemampuan organisasi dalam menerapkan SI/TI


Keseimbangan Sumber Daya Telah

Berubah

Four Four MsMs PlusPlus

Men

Machines

Materials

Money

Information


The Impact of IT

TurnaroundSupport

Factory Strategic

Goal: Improve performance of core

processes

Leadership: Business Unit Executive

Project Management: Process

reengineering

Goal: Transform organization or

industry

Leadership: Senior Executive &

Board

Project Management: Change

management

Goal: Improve local performance

Leadership: Local level oversight

Project Management: Grassroots

experimentation

Goal: Identity and launch new

ventures

Leadership: Venture incubation unit

Project Management: New venture

development

IT Impact on Core StrategyLow High

High

IT Im

pac

t on C

ore

Oper

atio

n


Forces Influencing Industry and

Competitive Advantage

Bargaining Power

of Suppliers

Threat of Substitutes

Barriers to Entry

Bargaining Power

of BuyersCompetitive

Intensity


Analyzing the Impact of It on Strategic

Decision Making

• Can IT be used to reengineer core value activities and change the basis of competition?

• Can IT change the nature of relationship and the balance of power among buyers and suppliers?

• Can IT build or reduce barriers to entry?

• Can IT increase or decrease switching costs?

• Can IT add value to existing products and services or create new ones?


Peran Teknologi Informasi

Gather Organize DistributeSelect Synthesize

Facts

Data

Information

Knowledge

Wisdom

Business

Value of

Information

Technology

Add Value

customers and markets

Reduce Costs

transactions and processes

Minimize Risks

market, financial, legal,

operational risks

Create New Realities

intelligence (social, political, technological, etc.)


Definisi

• IS strategy defines the organization’s requirement or ‘demand’ for information & systems to support the overall strategy of the business.– Defines applications portfolio along with its priority

• IT strategy is concerned with outlining how the organization’s IS demand will be supported by the technology (‘supply’)– IT architecture, systems development,

infrastructure, user support, operations, etc…


Permasalahan

Mengapa organisasi gagal menerima

manfaat dari investasi TI?

Kesalahan pemahaman: “TI sebagai

strategi bisnis”


Demam “e-”

• E-business

• E-commerce

• E-government

• Lantas apa bedanya dengan SI/TI dan

“e” Adakah perbedaan dalam

mengelolanya?


i bukan e

• Hamel: “The real story of Silicon Valey is

not “e”, but “i”, not electronic commerce

but innovation and imagination. It is the

power of “i” rather than “e” that separate

the winner from the loser in the twenty-

first century economy.”


The Three Domains: IS, IT and IM

IS Strategy

Division/function based

Demand oriented

Business focused

IS Strategy

Division/function based

Demand oriented

Business focused

IT Strategy

Activity based

Supply oriented

Technology focused

IT Strategy

Activity based

Supply oriented

Technology focused

IM Strategy

Organization based

Relationship oriented

Management focused

IM Strategy

Organization based

Relationship oriented

Management focused

Delivery

Applications

Management

What ?

How ?

Wherefore ?


Manajemen Informasi

INFORMATION SYSTEM- DEMAND SITE -

INFORMATION TECHNOLOGY- SUPPLY SITE -

INFORMATION MANAGEMENT

Institutions

Community

Non Profit Organization

Business Entities

Public Sectors

R&D Centers

Corporations

Computer ManufacturersSoftware Houses

Universities Silicon Valley


Aspek SI/TI Dalam Manajemen

• Tingkat pembelanjaan (rate of expenditure)

• Konfigurasi teknologi, mis: batch/online

• Portofolio aplikasi

• Organisasi SI

• Perencanaan SI dan pendekatan kendali

• Kesiapan pengguna


Types Of Information SystemsTypes Of Information Systems

DATA WORKERSDATA WORKERS

KIND OF SYSTEM GROUPS SERVEDKIND OF SYSTEM GROUPS SERVED

STRATEGIC LEVEL STRATEGIC LEVEL SENIOR SENIOR

MANAGERSMANAGERS

MANAGEMENT LEVEL MANAGEMENT LEVEL MIDDLE MIDDLE

MANAGERSMANAGERS

OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL

LEVEL LEVEL MANAGERS MANAGERS

KNOWLEDGE LEVEL KNOWLEDGE LEVEL KNOWLEDGE & KNOWLEDGE &

SALES & SALES & MANUFACTURING MANUFACTURING FINANCE FINANCE ACCOUNTING ACCOUNTING HUMANHUMAN

RESOURCESRESOURCESMARKETINGMARKETING


Tahapan Evolusi SI/TI Berkaitan

Dengan Expenditure -1

Computer

management

Transition

point

Information (systems)

management

Level of IS/IT

expense

1 2 3 4 5 6

Initiation Contagion

ControlIntegration

Datamanagement

Maturity IS expense growth

Model Nolan (1979)



Dengan Expenditure - 2

• Initiation– Batch processing to automate clerical operations to achieve cost reduction

– Purely operational system focus

– Lack of management interest

• Contagion– Rapid growth as users demand more applications based on high expectations

of benefits

– Move to online systems

– High rate of expense

– Little control, drive to centralise in order to control

• Control– Response to management control about cost

– Systems projects prefered to show a return

– Produce plan and enforcement of standard

– Often produce backlog and dissatisfied users.



Dengan Expenditure - 3

• Integration

– Considerable expenditure on integrating existing systems

– User accountability is introduced

– IS provides a service not just solutions to problems.

• Data Management

– Information requirements drive the application portfolio

– Information is shared within th eorganisation

– Database capability is exploited as users uderstand the value of the

information

• Maturity

– The planning and development of IS/IT in th eorganisation is closely co-

ordinated with business development


Transisi komputer menuju manajemen

informasi -1

IS Role inthe enterprise

Relationship withother department

Managing the ISdepartment

Managing the IS/IT activities

InformationSystemManagement

ComputerManagement

Operations, programming,

data collection, etc.

Department is managed as co-ordinated

set of resources which are planned to

meet expected future requirements

Users’ awareness of the role of

computers determine effectiveness

of relationship

Review IS/IT roles, don’t focus

on particular issues only


Transisi komputer menuju manajemen

informasi - 2

• Delivery

– Internal focus

– Improving the ability to deliver and support systems and technology

– Not necessarily providing users with what they need

• Re-orientation

– Establishing good relationship with the main business functions,

– Supporting business demands through provision of variety of services

– Provide valued service to all business functional management

• Re-organisation

– Need for redesign integration of IS investment with business strategy and

across business functions.

– Best way of satisfying each of differing business needs through coalition of

responsibilities for managing information and systems

Hirschheim Model (1988)


Model-2 SI/TI Dalam Organisasi

Sales forecasting, operating plans, capacity

planing, profit/earnings forecast, business mix

analysis, manpower planning, financial modelling

Planning Systems

Sales analysis, budgetary control, management accounting,

inventory management, quality analysis, expense reporting, market

research/analysis, WIP control, requirement planning, supplier analysis, etc.

Control Systems

Order entry/processing, tracking shipping documents, vehicle scheduling/loading

invoicing, sales and purchase ledgers, cost accounting, stock control, shop floor

scheduling, bill of materials, purchase orders, receiving, employee records, payroll,

word processing, etc.

OperationalSystems

Hirarki perencanaan, pengendalian, dan sistem operasional,

Model Anthony (1965)


Perbedaan DP dan SIS

Local processing linked to

information resources

Mainframe/mini

computers

Technology

Professionals & middle

managers

OperatorsUsers

Sometimes need human

intervention (esp. for decision

making)

Algorithmic (very

predefined)

Process

Historical data, current &

future

Recent history, current

& near future

Information time

frame

Internal & external transaction

+ research data

Internal & external

transaction

Information

sources

Effective problem resolution &

decision making support

Efficient transactionObjectives

SISTPS/DP


Strategic Information Systems

Automatic basic

processes

(efficiency)

Satisfy

information needs

(effectiveness)

Affect business

strategy

(competitiveness)

Transaction and

exception

processing

DATA

PROCESSING

STRATEGIC

INFORMATION

SYSTEMSInformation

enquiry and

analysis

MANAGEMENT

INFORMATION

SYSTEMS

Use

(objective)

Function

Wiseman Model (1985)


Trend Evolusi SI/TI

Aspects DP MIS SIS

Nature of the technology

Computers’

fragmented

(hardware limitation

Distributed process’

interconnected

software limitation

‘networks’

integrated

people/vison limitation)

Nature of operations

Remote from users

controlled by DP

Regulated by

management

services

Available and

supportive

to users

Issues in systems

development

Technical issues

(programming/

project managemen)

Support business

users’needs

information management

Relate to

business

strategy

Reason for using

technology

Reducing costs

(especially

administrative) –

technology driven

Supporting the

business (manager)

- user driven

Enabling the business

- business driven

Characteristic of systems

Regimented/

operational

(internal)

Accommodating/

control

Flexibility/

strategic

(external)

Galliers & Somogyl, (1987)


Lessons from DP era

• Understanding process, not just programming

• Requirement analysis is important

• IT investment financial justification

• Disciplined software engineering process

• Project management in software

development

• Planning of interrelated set of systems in

organization


Lessons from MIS era

• IS/IT investment can not be justified

only in financial means

• The need for organizational policy (not

just DP methodology)

• From producing data to serving users

• Data integration is important: using very

large database


Manajemen Stratejik Sistem

Informasi

Perbedaan dengan pengelolaan TI tradisional:

• Tekanan faktor luar lebih besar dari faktor

internal.

• Manajemen senior ikut terlibat dalam

keputusan investasi SI/TI yang akan

menentukan strtagei bisnis ke depan

• Meningkatkan daya saing dengan mengubah

sifat dan perilaku bisnis


Sistem Informasi Stratejik

• Hubungan kepada supplier & customer

• Penggunaan informasi secara efektif

dalam proses nilai tambah

• Kemampuan untuk menghasilkan

produk dan jasa baru

• Menyediakan informasi stratejik bagi

eksekutif


Faktor Sukses Dalam SI Stratejik

• Memperhatikan lingkungan eksternal, tidak hanya fokus pada lingkungan internal.

• Nilai tambah, bukan pengurangan biaya.

• Membagi manfaat kepada semua stakeholders.

• Dikendalikan berdasarkan kepentingan bisnis bukan semata penerapan teknologi

• Pengembangan secara bertahap

• Memanfaatkan informasi untuk mendukung pertumbuhan bisnis.


Kegagalan Karena Tidak Memiliki

Strategi SI/TI

• Sistem tidak terintegrasi

• Manajemen informasi buruk: tidak dapat melayani

kebutuhan, tidak konsisten, tidak akurat, dan kinerjanya

lambat.

• Salah pengertian antara pengguna dan Spesialist SI/TI

• Strategi yang ditetapkan tidak koherent

• Investasi infrastruktur tidak mencukupi (nanggung) yang

akhirnya menghasilkan ketidak efisienan kinerja bisnis

secara keseluruhan

• Siklus hidup sistem lebih singkat dari yang diperkirakan


Hubungan Strategi Bisnis dan SIS

• Business decisions

• Objectives and direction

• Change

Business Strategy

• Business based

• Demand orientation

• Application focused

IS Strategy

• Activity Based

• Supply oriented

• Technology focused

IT Strategy

Where is the business

going & why?

What is required?

How can it be

realized?

External &

Internal

Factors

External &

Internal

Factors

Direction for

business

Needs &

priorities

Supports

business

Infrastructure &

service

Economy

Society

Politics

Law

Ecology

Technology

Culture

Stakeholders


Peran TI Dalam Rekayasa Proses Bisnis

ELIMINATE

SIMPLIFY

INTEGRATE

AUTOMATE


Theory Evolusi & Revolusi Model MIT

Localized ExploitationLocalized Exploitation

IntegrationIntegration

Business Process RedesignBusiness Process Redesign

Business Network RedesignBusiness Network Redesign

Business Scope RedefinitionBusiness Scope Redefinition

LOW Range of Potential Benefits HIGH

LOW

HIGH

Degree of Business

Transform

ation

Revolutionary

Evolutionary


Evolusi Internal Dalam Pemanfaatan

Teknologi Informasi

SAVE MONEY

2 Financial, Manufacturing, Services

1 Administrative

MAKE MONEY

4 Mega Decisions3 Marketing, Distribution,Customer Service

REMAIN IN BUSINESS

5 People Systems, HomeComputers

OPERATIONAL CONTROL

2 Asset Management1 Process Management

ORGANIZATIONALEFFECTIVENESS

5 Restructuring of the Industry

4 Restructuring of theOrganization

3 Growth and Increase inMarket Share

FUNCTIONAL USE MANAGEMENT FOCUS

Reducing Costs

Leveraging Investment

Enhancing Productsand Services

Enhancing ExecutiveDecision Making

Reaching theConsumer

Above the Line

Below the Line

1

2

3

4

5


Karakter Pusat TI

Cost

Center

Profit

Center

Investment

Center

Service

Center

I/T


Pengukuran Manfaat TI

LOW HIGH

HIGH

LOWMarket Reaction

Access to New StaffFaster Information

Positive Staff Reaction

Better InformationImproved Security

Lower Risk

Staff ReductionLower AssetsMore Sales

M E A S U R A B L E

T A N G I B L E


Penyelarasan TI dan Bisnis

DAY-TO-DAY OPERATIONAL ACTIVITIES

MissionVision Value

Objectives

Critical Success Factors

Key Performance Indicators

Business Strategy I/T Strategy

Business Process and Tactical Procedures


Arsitektur Stratejik Boeing

Delivery System ArchitectureHardware, Software, Communications

Data Architecture

Information SystemArchitecture

InformationArchitecture

Business ProcessArchitecture

drives

prescribes

identifies

support byFeedback

Standards

Product Groups

Information Services

Which hardware,

software, and

network are required?

How is the

data

managed?

How are the

processes and

information

related?

What

information is

needed to

accomplish

those processes?

What business

processes

should be used?


Perencanaan Stratejik SI

THREE DOMAINS

Information System Requirements

Information Technology Supply

Information Management Strategy

STRATEGIC PLANNING

List of Scenarios

Risk Management

Cost/Benefit Analysis

Technical Design

Project Management

Priorities Level and Schedule

Implementation Plan

Human Resource Skills and Competencies Requirements

Change Management

INTERNAL

Corporate History

Business Plan

Existing Information Technology

Constraints and Opportunities

Strength and Weakness

Approach and Methodology

EXTERNAL

Industry Trend

Information Technology Development

Competitor Analysis

Benchmarking

Best Practice

S

HA

RE

HO

LD

ER

S

N

E

T

W

OR

K& P

AR

T

N

E

R

S

BUSINESSPROCESS

PROCEDURES

STANDARD

PEOPLE

CULTURE

POLICIES

LEGALASPECT

TECHNOLOGYINFRASTRUCTURE

COMPANYASSETS

FINANCIALRESOURCES

ORGANIZATION

STRUCTURE

COMPANYGEOGRAPHICAL

TOPOLOGY

BLUE PRINTINPUT

VALUE

VISIONMISSION

CSFsKPIs

STRATEGY

Ideology, Political Agenda, Economic Environment, Social and Culture, International Relationship, National

Defense, Religion, Behaviors,

Macro Environment

ANALYSIS PROCESS



Type baru Korporasi

PHYSICAL COMPANY

KNOWLEDGE COMPANY

•Procure

•Inbound Logistics

•Manufacturing

•Transportation

•Distribute

•Delivery

•Customer

•Value-Added Networks

•Internet

•Extranet

•Web TV

•Wide Area Networks

•E-Marketplaces

•Intranet

•Private Network

•Market Strategy

•Product Design

•Marketing

•Customer Management

•Value Network Management

•E-Catalogues

•ERP

•Email

•E-Collaboration

•E-Forms

•WWW

•EDI

•Electronic Funds

•E-Bulleting Boards

•Chat Rooms

•Financial EDI

Supply-Chain

Components

Technology

Vehicles

Application

Enablers

Demand-Chain

Components


Intisari

• Fokus kepada teknologi semata bukan jaminan memperoleh sukses.

• Harus menempatkan SI/TI sebagai bagian integral dari solusi bisnis

• Orientasi kepentingan bisnis harus didahulukan dari pada pemanfaatan teknologi semata

• Strategi SI/TI harus memperhatikan strategi unit – unit fungsional lainnya.


Indikator Sukses

1. New Business (products/services)

2. New Market (customers)

3. New Revenue (business model)

4. New Company (business transformation)

5. New Image (business community)

6. New Wealth (paradigm shift)

Etc.

Key Points:

• From “nothing” to “existing”

• From “existing” to “creating”

• From “creating” to “improving”

• From “improving” to “growing”

• From “growing” to “performing”


Terima Kasih

Documents

Integrasi Strategi Bisnis Dan Strategi Sistem Informasi Strategi SI-TI/SK-2-Hubungan... · Program Pasca Sarjana -Magister Ilmu Komputer -Universitas Budi Luhur Kuliah Sessi –2: