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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 – 3:
Perencanaan Sistem Informasi Strategik
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 2
Outline
• Membangun Sistem Informasi Strategik
• Metodologi Perencanaan
• Tahapan Perencanaan
• Permasalahan dan Hambatan
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 3
Working Definition SISP
(Long et al, 2003)
• A strategic information systems plan is a vision with
directional statements and comprises a set of both
broad and detailed guidelines that provide a
framework for strategic, tactical and operational
decision-making. An IS Strategy should also clearly
link the IS goals to the strategy of a business, and
provide a detailed blueprint for acquisition,
development, deployment and retirement of IS/IT
assets over a multi-year time horizon.
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 5
Types IS Strategy
• Information Systems strategy– Focuses on systems or business applications of IT and is primarily concerned with aligning business needs to derive strategic benefits
• Information Technology strategy– Concerned with technology policies including architecture, technical standards, security levels and risk attitudes
• Information Management strategy– Concerned with roles and structures for the management of IS and IT, and is focused on issues such as relationships between the specialists and users, management responsibilities, performance measurement processes and management controls
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 6
Membangun SIS: Menetapkan
Proses Yang Efektif
• Proses memutuskan sasaran organisasi SI/TI
dan mengidentifikasikan aplikasi SI/TI
potensial yang harus diimplementasikan oleh
organisasi secara keseluruhan. (Lederer &
Sethi)
• Proses identifikasi portofolio aplikasi berbasis
komputer untuk diselaraskan dengan strategi
perusahaan dan memiliki kemampuan untuk
menciptakan keunggulan atas para pesaing.
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 7
Sasaran Umum SIS
• Penyelarasan SI/TI dengan bisnis guna
mengidentifikasikan di mana SI/TI memberi kontribusi
paling besar, dan penentuan prioritas investasi;
• Memperoleh keunggulan kompetitif dari peluang
bisnis yang diciptakan dengan memanfaatkan SI/TI;
• Membangun infrastruktur masa depan yang fleksibel
dan hemat biaya;
• Memperkuat sumber daya dan kompetensi dalam
memanfaatkan SI/TI dengan sukses di organisasi.
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 8
Proses Strategi SI/TI
Formulasi
Strategi SI/TI Perencanaan SI/TI
Proses Strategi SI/TI
Proses strategi SI/TI mengacu pada formulasi dan perencanaan. Sementara
strategi SI/TI menentukan perencanaan SI/TI, membangun rencana SI/TI dapat
membuka berbagai aspek yang menyebabkan strategi SI/TI harus diperiksa ulang.
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 9
Evolusi Proses SIS
• Tahap 1 - Perecanaan Data Processing
• Tahap 2 – Kesadaran manajemen untuk memformulasikan strategi SI/TI
• Tahap 3 - Perencanaan strategi SI/TI secara detil, -> diperkenalkan helpdesk
• Tahap 4 - Pengguna memegang kendali, munculnya ide inovasi
• Tahap 5 – Menghubungkan potensi SI/TI dengan strategi bisnis
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 10
Pendekatan Pengembangan SIS
• Business led – dilakukan oleh spesialis TI, mendefinisikan rencana
investasi SI/TI berdasarkan strategi bisnis yang ada.
• Method driven – penggunaan teknik tertentu untuk mengidentifikasikan
kebutuhan SI dengan menganalisis proses bisnis
• Technological – perencanaan SI/TI dilihat sebagai latihan dalam proses
dan pemodelan informasi, menggunakan alat pemodelan untuk
menghasilkan rencana SI yang dituangakan dalam Blueprint.
• Administrative – sasaran utamanya menentukan anggaran TI dan biaya
serta rencana sumber daya yang dibutuhkan untuk membangun SI
yang telah disetujui.
• Organizational – investasi SI/TI didasarkan pada konsensus bisnis
tentang bagaimana SI/TI dapat membantu pencapaian sasaran bisnis.
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 11
Tahap – tahap Kedewasaan
Perencanaan SIS
Taraf 1 Taraf 2 Taraf 3 Taraf 4 Taraf 5
Tugas UtamaPemetaan aplikasi SI/TI
Mendefinsikan kebutuhan
bisnisMerinci perencanaan SI
Keunggulan
Stratejik/Kompetitif
Pertalian dengan strategi
bisnis
Sasaran Kunci
Pemahaman Manajemen Menyetujui prioritasMenyeimbangkan
portofoloMengejar peluang
Tercapainya integrasi
SI/TI denan strategi
bisnis
Petunjuk dari
Spesialis TIInitisiatif manajemen
senior
Pengguna bersama
Spesialis TI
Eksekutif/ manajemen
senior dan pengguna
Koalisi Pengguna,
Manajemen dan
Spesialist TI
Pendekatan UtamaBottom - up Analisa Top-down
Keseimbangan antara
bottom-up dan top-downKewira-usahaan
Berbagai metoda pada
waktu yang sama
Ikhtisar Technology led Method-driven Administrative Business led Organization led
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 12
Dimensi Perubahan
Defend Attack
Rationalize Transform
• Focus innovation
• Competitive advantage
• Radical redesign
• Dramatic performaance
improvement
• Focused response
• Remove faults, obstacle
• Continuous improvement
• TQM
Rapid
Measured
Perubahan evolusioner Perubahan bertahap
Tactical Strategic
Pace of
Change
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 14
What is an IS Planning
Methodology?
“ Proven steps to ensure that all points are
considered within an Information Systems
Planning process”
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 15
Why an IS Planning Methodology?
• Reduces risks of failure
• Ensures all IS Plan stake holder are involved
appropriately in the process
• Reduces dependency on people, more on processes
and objectives
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 16
SISP Methodologies - Varieties
• There are many methodologies
• Each methodology have different emphasis
different underpinnings
• Some methodologies are objective-oriented,
others are prescriptive
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 17
Success Factor of Methodology
• Need a single coordinator
• Need to be ‘headed’ by management
• Need steering committee coming with majority from
management, headed by President Director or CEO.
• Attitude of coordinator must be as ‘facilitator’
• Resulting plan must be “owned” by management, not
by IT department (especially where the plan is more
strategic in nature)
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 18
Typical Structure of a Business
Strategy-Plan (Tozer, 1996)
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 19
Basic Planning Process
1. Identify and agree Corporate and goals
2. Establish an overall strategy to achieve them
3. Identify business functional areas and associated responsibilities
4. ‘Cascade’ the strategies down the resulting hierarchy
5. Establish functional:
• Objectives, tracking criteria, quantified goals and performance measures at each level
6. Develop procedures for:
• Monitoring achievement versus objectives/measures
• Selecting and implementing control/rectification actions
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 21
Required Information
• Business Strategy
• Business Plan
• Business Process Definition
• Organization structure and breakdown
• Information about external parties
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 24
Phase I: Development of IT Vision
• IT must support the business goal of the firm
• The first thing to do is to identify the business strategy, and by having an appreciation of the business strategy determine the IT vision of the organization
• The IT Vision must also be accompanied by the IT constraints and limitations, must be driven by the organization philosophy
• Use tools and industry knowledge to see how IT can be used to create advantage for the organization
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 25
Phase II: Understanding the
Current Business
• Identify the critical business process of the organization
• There is a need to understand:– Business Processes: concerned with relationships between processes, average execution time of each process, number of participants involved in each process, available IT support, major activities, and input and output information of each activity
– Organization and Management: concerned with department objectives, organizational structure, human resources and IT resources, as well as the relationships and cooperation among units within and outside.
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 26
Phase II: Understanding the
Current Business (cont.)
– IT Application: concerned with limitations of
existing information systems, cost of each IT
application, development methods (in-house or
out-sourced), names and functions of each
module, the scope and boundaries of business
processes supported by each application, and
interfaces among those applications
– Technical Architecture: concerned with current IT
infrastructure, platform, database and network
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 27
Phase III: Strategic Information
Systems Planning
• Consist of three (3) main areas:
– Application Architecture Strategic Planning: Comprises
the set of IT applications (bought or built) that delivers the
business process, and technology that integrates the various
applications and links them with a coherent data model
– Technical Architecture Structure Planning: the technical
architecture is the foundation upon which the application
architecture was built. The technical architecture should be
further decomposed into “layers”, such as applications
systems, database, IT service, network and platform.
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 28
Phase III: Strategic Information
Systems Planning (cont.)
– Organizational Strategic Planning: the
organizational architecture is the remaining
component, which is important but often ignored in
practice. The organizational architecture refers to
the IT organizational structure, as well as the set
of management process or governance rules.
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 29
Phase IV: Delivery of Final Report
• The results from all phases are consolidated into a formal final report that documents the strategic and operational plans for IT development
• The report addresses the following areas: – business strategy and IT drivers,
– IT vision and mission,
– Application architect strategy,
• Potential list of applications
• The priority of these applications
• Recommendations for development alternatives (outsourcing, in-house?)
– Technical infrastructure strategy,
– IT organization and management strategy
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 32
Problem dan Hambatan - 1
• Manajemen puncak
– tidak memahami pengaruh SI/TI terhadap keunggulan
organasisasi
– Dihinggapi “kesenjangan harapan dan kenyataan” SI/TI
– tidak melihat informasi sebagai sumber daya yang harus
dikelola untuk memperoleh manfaat jangka panjang
– masih meminta justifikasi manfaat keuangan dari investasi
SI/TI
– orientasi aksi untuk mengatasi persoalan jangka pendek.
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 33
Problem dan Hambatan - 2
• Pada setiap tahapan perencanaan (launch, development,
implementasi) mengalami penyimpangan
• Launch:
– Tidak ada dukungan manajemen puncak
– Tidak ada komunikasi intensif antara
• Development:
– Mengabaikan sasaran bisnis
– Tidak mampu mentransformasikan rencana menjadi aksi
• Implementasi:
– Tidak dilaksanakan sepenuhnya
– Memerlukan waktu yang panjang
– Hubungan orang SI/TI dan user tidak harmonis
11/19/2008 Integrasi Bisnis & SI/TI-MasWig 34
Pendukung vs Penghambat
• Eksekutif senior mendukung TI
• TI terlibat dalam pengembangan strategi
• TI mengerti bisnis
• Hubungan erat Bisnis –TI
• Proyek TI mendapat prioritas
• TI menunjukkan leadership
• TI/Bisnis tidak memiliki hubungan baik
• TI tidak menjadi prioritas
• TI gagal memenuhi komitmen
• TI tidak mengerti bisnis
• Ekskutif senior tidak mendukung TI
• Manajemen TI tidak memiliki leadership