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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

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

Outline

• The strategic management requirement

• Organizing strategies for IS/IT management

• A framework guiding action

• Provisioning of IS/IT resources


The Strategic Management

Requirement


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


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.


Model Stratejik SI/TI


Scope of IS/IT Services

• Strategy and Planning Services

• Application Development Services

• Application and Technical Services

• Technology Delivery and Maintenance

Services


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


Application Development Services

• Systems analysis

• Systems design

• Package evaluation

• Systems implementation

• Programming and software development

• Software acquisition

• Project management

• Information management


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.)


Technology Delivery and Maintenance

Services

• Installing, PC, servers, cables

• Keeping network running

• Maintenance of hardware

• Upgrading software/version control

• Supplier and contracts management


The Areas Guidelines for IS/IT

Decision Making

• Content

• Authority

• Responsibility

• Coordination

• Policies

• Control


ORGANIZING STRATEGIES

FOR IS/IT MANAGEMENT


Factors to be considered

• The organization’s 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.


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


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.


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


A FRAMEWORK GUIDING ACTION


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


Phase Deliverables

� IT Support Strategy

� IT Organization

� IT Staff Training Strategy

� IT Staff Training Plan

� IT User Training Strategy

� IT User Training Plan


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


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


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


Function Departmentalization

• Concentrate on organization’s 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


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


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


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


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


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.


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


Mencegah Disintegrasi Portfolio

Aplikasi


PROVISIONING OF IS/IT RESOURCES


Classifying Sourcing Options

• Contract out strategy—the vendor is responsible for delivering the results of IT activity.

• Buy-in strategy—sees 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 strategy—organizations 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 strategy—takes 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.


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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