138_urgensi mewujudkan it plan komprehensif di bppk

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“IT MASTER PLAN”

Arrianto Mukti Wibowo, M.Sc., Dr.(cand.), CISA

[email protected]

4 November 2008

di Badan Pendidikan & Pelatihan KeuanganDepartemen Keuangan RI

Urgensi Mewujudkan

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Agenda

1. Perkenalan2. Pendahuluan:

Urgensi IT Planning3. Strategic IS/IT Planning4. Tatakelola TIK5. Metodologi IT Planning 6. Kasus IT Planning di

Indonesia

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PERKENALAN

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Perkenalan

Arrianto Mukti Wibowo, M.Sc., Dr.(cand), CISAPengajar Fakultas Ilmu Komputer UI

Magister Teknologi Informasi (S2)Program Studi Sistem Informasi (S1)

Peneliti IT Governance Lab UIKonsultan Utama Pusat Ilmu Komputer (Pusilkom UI) / c.q. UI Consulting / PT Daya Makara UI.

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Pengalaman

1. IT Strategic Plan Badan Koordinasi Survey Pemetaan Nasional/Bakosurtanal (2008)

2. Assessment IT Askrindo (2008)3. ITIL/ITSM Bank Indonesia (2008)4. IT Strategic Plan Departemen Pendidikan Nasional

(2008)5. IT Strategic Plan Badan Koordinasi & Penanaman Modal

(2008)6. IT Governance, Advisor to Bank Indonesia, Pusat Studi

Kebanksentralan & Direktorat Teknologi Informasi (2008)7. IT Strategic Plan Universitas Terbuka (2008)8. IT Strategic Plan Inspektorat Jenderal Depkeu (2008)9. IT Strategic Plan Direktorat Jendral Anggaran Depkeu

(2008)10. Grand Design SIM Terpadu Pendidikan Tinggi Ditjen

DIKTI (2007)

Disertai surat2

rekomendasi

keberhasilan

proyek

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Pengalaman

11. IT Audit Dipenda DKI Jakarta (2007)12. Penyusunan SOP TI Depnakertrans (2007)13. Review IT Plan Bank Mandiri (2007)14. Audit TI Bank Mandiri berbasis COBIT (2007)14. Grand Design Sistem Informasi (Enterprise Architecture) BPKP

(2007)15. IT Blueprint Komisi Pemberantasan Korupsi (KPK) (2007)16. IT Strategic Plan di Departemen Pertanian (2007)17. IT Strategic Plan di Bosowa Corporation (2007)18. Information Management Strategic Plan Bank Indonesia (2007)19. IT Strategic Plan Ditjen Bea Cukai (2006)20. Assessment Aplikasi Keuangan, Review IT Plan & Penyusunan

TOR ERP PT. Angkasa Pura I (2006) 21. Penyusunan Struktur Organisasi & SOP TI di Jamsostek (2005)22. IT Plan Pemda Maluku (2005)

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PENDAHULUAN

Urgensi IT Planning

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S Y M P T O M S . . . (1)

System tidak terintegrasi, mengakibatkan kesulitan pertukaran data antar satuan kerjaPoor management information: not readily available, inconsistent, inaccurate, too slowMisunderstanding antara users dan staf TITechnology strategy incoherent, akibatnya banyak sistem yang tidak kompatibel satu sama lainnyaPerkembangan bisnis mengakibatkan kebutuhan TI yang juga senantiasa berkembang (termasuk perubahan proses bisnis yang acap kali terjadi)

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Symptoms (2)

(Investasi) infrastruktur TI yang terbatas sehingga membatasi kinerjaLocalized justification of IT investment results in inefficiency of overall business context, i.e. inefficient use of investment in ITSystems has shorter than expected usageFailed IS/T projectsWe see IT projects which lacks direction, weak in scope, have little of no identification of Critical Success Factors.Bad name for IT professionals and due to failed IT implementations

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Strategic IS/IT Planning

Mari kita mulai…

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Types of Information Systems

Strategic Level Systems

Management / Tactical Level Systems

Knowledge Level Systems

Operational Level Systems

5 yr budget forecast

Profit planning

5 yr sales forecast

Sales analysis

Production scheduling

Cost analysis

Annual budgeting

Pricing analysis

Word processing

Documents imaging

Workflow app

Spread-sheets

Analyst workstations

Order tracking

Machine control Payroll AR/AP

Employee records

SecuritiesTrading

Executive Information Systems

MIS / DSS

Knowledge Work System & Office

Systems

Transaction Processing Systems

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Perbedaan DP dan MIS

Local processing linked to information resources

Mainframe/mini computersTechnology

Professionals & middle managersOperatorsUsers

Sometimes need human intervention (esp. for decision making)

Algorithmic (very predefined)

Process

Historical data, current & futureRecent 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

MISTPS/DP

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Lessons from DP era

Understanding process, not just programmingRequirement analysis is importantIT investment financial justificationDisciplined software engineering processProject management in software developmentPlanning of interrelated set of systems in organization

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Lessons from MIS era

IS/IT investment can not be justified only in financial meansThe need for organizational policy (not just DP methodology)From producing data to serving usersData integration is important: using very large database

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Dunia Baru: Knowledge-Based Economy

Drucker (1993) mengatakan bahwa knowledge, sebagai suplemen kapital dan manusia dalam perusahaan akan menjadi penting pada abad ke-21Kapital dan manusia: susah diakumulasikan, dan kalau sudah banyak, bikin masalah! Perusahaan besar belum tentu fleksibel…Knowledge based organization, bisa lebih kecil dan lebih fleksibel. Bisa bereaksi lebih cepat terhadap faktor external lebih kompetitifDrucker berdalih bhw knowledge bisa dipakai sebagai dasar inovasi organisasi akan proaktif ketimbang reaktif (lihat teori DSS dan EIS)

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Strategic IS/IT Management

Difference with ‘traditional IT’ management:External factors has significant pressure on the IS/IT management, not just internal factorsSenior management is involved in making IS/IT investment decision that will drive organization’s future business strategyIMPROVE COMPETITIVENESS BY CHANGING THE NATURE / CONDUCT OF BUSINESS

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Strategic systems, using knowledge for…

Connection to supplier & customerEffective use of information in the value adding processFaster management decisionEnable to deliver new product/serviceProvide executive with strategic information, & improved competitive awareness

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Success factors in Strategic IS

External, not just internal focusAdding value, not cost reductionSharing the benefits: internally, with supplier & customerBusiness driven not technology drivenIncremental developmentUse information to develop business

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Evolusi Peran SI

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Business, IS & IT Relationship

• 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

Supportsbusiness

Infrastructure & service

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Focusing on technology does not lead to successMust consider IT as part of the business solutionShould be business driven!IT solutions paling rentan terhadap perubahan bisnis. Oleh karena itu, sebaiknya cari yang adaptive (fleksibel, scalable) demi kepentingan bisnis

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Definitions

IS strategy defines the organization’s requirement or ‘demand’ for information & systems (formal & informal) to support the overall strategy of the business. It includes what applications to develop in the future.

Defines applications portfolio along with its priorityIT 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…

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External Context of IT

Business EnvironmentBusiness Environment

TheOrganization

TheOrganization

InformationTechnologyInformationTechnology IT Innovations

Supports

Redefines

Provides novel opportunities

Impact of environment

Disrupts

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The IS Application Portfolio

STRATEGIC

Applications that critical to sus-taining future

business strategy

HIGH POTENTIAL

Applications thatmay be important

in achievingfuture success

KEY OPERATIONAL

Applications onwhich the orga-

nization currentlydepends for success

SUPPORT

Applications thatare valuable butnot critical to

success

Closely related and

derived from “McFarlan

Matrix”

Future

Present

Important Less critical

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Why is IS/T Planning Important?

IT Strategy is the process of defining the strategic use of technology in an organization.The IS/T Planning process ensures efficient and effective investment of IT to support the business IT is More Critical to Corporate Success

The use of IT is increasingly pervasiveEnterprises are discovering that IT can influence the relative performance of most departments

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Mengapa gagal meraup manfaat SI/TI?

SI/TI ada untuk melayani bisnis, bukan kebalikannya!Strategi SI/TI perlu selaras dengan strategi bisnisApa yang TI mungkin lakukan, belum tentu bermanfaat utk bisnisKesuksesan implementasi SI/TI sepatutnya mengikuti suatu metode (yg berdasarkan pengalaman-pengalaman sebelumnya)IS/IT strategy must also consider strategies of other functional units

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Value of IT at different levels of organization (Weill & Broadbent, 1998)

Manager dan user pada tingkat yang berbeda akan mempersepsikan manfaat/nilai/value dari TI yang berbeda.Implementasi TI yang strategic akan memiliki dampak yang besar dalam semua level dari business value hierarchy.Pengukuran investasi TI akan mudah di hirarki yang bawah ketimbang yang di atas!Bisa juga menggunakan IT Balanced Scorecard dan IT Strategy Maps untuk menggambarkan value dari IT.

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Value of IT at different levels of organization (Weill & Broadbent, 1998)

Manage cost

Measure performance

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Contoh IT BSC / IT Strategy Maps

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IS/IT Strategy In Volatile Environment

“My business & environment is un-forecastable”Kalau lingkungan stabil, bisa pakai data historis. Kecuali kalau volatilePerlu bertindak cepat terhadap ancaman atau kesempatan yang tak terdugaDaripada terpaku pada satu jenis strategi saja, maka dibuat rekaan apa saja kemungkinan skenario, dan membuat strategy yang bisa menghadapi berbagai skenario tersebutAkan menghasilkan strategi yang sub-optimal, tapi lebih disukai ketimbang strategi optimal tapi rentan terhadap perubahan.Termasuk Strategi SI/TI adaptive, flexible dan scalable…

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Contoh Arsitektur IntegrasiBerlapis Yang Adaptif

SMIPT Kekayaan NegaraSMIPT Kekayaan Negara

DATADebitur

DATAPerforma

DATACost

DATAInvestasi

DATAPengguna

DATAPenilai

DATASpatial

DATAAset

CARI JUAL / LELANGSEWA KE DIPAKAI OLEH

Translate Metadata / Data Dictionary / Data Taxonomy Transform

Proses di KPKNL

ProsesPelaporan Proses Sewa

Legacy Database Kekayaan NegaraLegacy Database Kekayaan Negara

DATAPiutang & Lelang

DATABUNISIS

DATAHarmoni

DATAdll

DATATanah &

Bangunan

DATAGedung & Tanah

DATABMN

DATAKepegawaian

Web Access GSM/3GAccess

Layer

BusinessProcess Layer

ServiceLayer

InformationIntegration Layer

DatabaseLayer

Berikut ini adalah prakiraan desain arsitektur integrasi sistem informasi berbasis layanan. Ada beberapa manfaat yang dapat diraih dengan desain seperti ini:

1. Perubahan pada proses bisnis tidak mengubah database, karena akses terhadap data di-wrap (dibungkus) dengan service

2. Bahkan proses bisnis dapat dibentuk berdasarkan kombinasi dari service-service yang sudah tersedia, sehingga service tersebut reusable

3. Memungkinkan integrasi antar berbagai jenis database, baik yang baru maupun dari legacy applications.

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Tatakelola TIK

Struktur, Proses dan Komunikasi

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What is IT Governance?

IT governance is the responsibility of the board of directors (komisaris) and executive management. It is an integral part of enterprise governance and consists of the

leadership and organisational structures and processes

that ensure that the organisation’s IT sustains and extends the organisation’s strategies and objectives.

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Cont’d

Sustaining the current business and growing the business are certainly stakeholder expectations and can be achieved only with adequate governance of the enterprise’s IT.Also critical to the success of these structures and processes is effective communication among all parties based on constructive relationships, a common language and a shared commitment to addressing the issues.

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Peterson Model (2003) of IT Governance

Structures, Process & Relationship Mechanisms

Process StructuralMechanisms

RelationshipMechanisms

IT GovernanceFramework

IT GovernanceOutcomes

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What are IT Governance Structural Mechanisms?

IT organisation structure (including placement in the overall organization structure)Roles and responsibilitiesIT strategy committeeIT steering committeeCIO on Board project steering committeesspecial advisory boardspecial task force

IT organisation structure (including placement in the overall organization structure)Roles and responsibilitiesIT strategy committeeIT steering committeeCIO on Board project steering committeesspecial advisory boardspecial task force

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What are IT Governance Process?

Formal budgeting processEvaluation methodsBalanced (IT) scorecardsStrategic Information Systems PlanningCOBIT and ITILService Level AgreementsPrioritization framworks & information economicsStrategic Alignment ModelBusiness/IT alignment modelsIT Governance maturity models

Formal budgeting processEvaluation methodsBalanced (IT) scorecardsStrategic Information Systems PlanningCOBIT and ITILService Level AgreementsPrioritization framworks & information economicsStrategic Alignment ModelBusiness/IT alignment modelsIT Governance maturity models

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Communications & Relationship Mechanisms

Active participation by principle stakeholdersCollaboration between principle stakeholdersPartnership rewards and incentives (important!)Business/IT colocation

Active participation by principle stakeholdersCollaboration between principle stakeholdersPartnership rewards and incentives (important!)Business/IT colocation

Shared understanding of business/IT objectivesActive conflict resolution (‘non-avoidance’)Cross-functional business/IT trainingCross-functional business/IT job rotation

Shared understanding of business/IT objectivesActive conflict resolution (‘non-avoidance’)Cross-functional business/IT trainingCross-functional business/IT job rotation

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Siapa terlibat?All Levels…!

IT Scorecard

Business Unit Scorecard

Corporate Scorecard

BoD, C-level executivesKomisaris, Direktur

BU Managers

IT Managers

Provide information for decision making

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Board of Directors

What BoD (komisaris) can do:1. Set direction & the expected return on “IT”2. Obtain IT assurance through IT audit3. Monitoring how management determines what IT resources are

needed to achieve strategic objectives4. Ensuring major IT development projects are aligned with the business

strategy and have an approved business case which clearly demonstrate value and how it will be measured

5. Ensures propper IT risk management are in place6. Ensure culture of openness & transparency of risks!7. And others… (see Board IT Governance Tool Kit)Usually assisted by IT Strategy Committee (ITGI best practice, however names are sometimes different amont organizations).

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Senior Management / Top Executives

What they should do:Cascade strategy, policies and goalsProvide organisational structuresEmbed clear accountabilitiesMeasure performanceFocus on core business competencies IT must supportFocus on important IT processesFocus on core IT competenciesCreate a flexible and adaptive enterpriseStrengthen value deliveryFocus on the optimisation of IT costsHave clear external sourcing strategies

Assisted by IT Steering Committee

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Metodologi IT Planning

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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.

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What is an IS Planning Methodology?

“Proven steps to ensure that all points are considered within an Information Systems

Planning process”

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Why an IS Planning Methodology

Reduces risks of failureEnsures all IS Plan stake holder are involved appropriately in the processReduces dependency on people, more on processes and objectives

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Apa isi IS/IT Plan?

Business Context and Strategic DirectionCurrent IT Assessment, IT InventoryIS Strategy

Application PortfolioApplication ArchitectureBusiness process & Application Information Flow Diagrams

IT StrategyNetwork architectureDatabase architecture, middlwaresOther technology infrastructure considerations

IS/IT ManagementIS/IT Organization Design & HR RequirementsIS/IT Investment Policies & PrioritiesIT Management Policies

Implementation StrategyChange management planTimelineResource requirementBudgets

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MetodologiIT PLAN - UI

Metodologi IT Plan UI, kami terapkan dan sempurnakanselama lebih dari 5 tahun dan telah diuji dengan sukses di beberapa klien kami seperti dalam konsultasi Blueprint IT di berbagai eselon 1 Depkeu (2006-2008), Perbanas(2006), Bosowa Corporation (2007), DepartementPertanian (2007), BPKP (2007), KPK (2007), dan Ditjen Dikti (2007)Pada dasarnya metode ini men-dekomposisi prosesyang kompleks dalam IT planning menjadi:

potongan berupa lapisan (mencerminkan arsitektur SI/TI berikuttatakelolanya), terdiri dari arsitektur proses bisnis, arsitektur SI, arsitektur TI dan manajemen/organisasi SI/TI.juga secara tahapan (assessment keadaan saat ini, gambaranmasa depan, dan gapnya untuk melakukan implementasi dalam roadmap).

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Kasus IT Planning di Indonesia

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Indonesia and IS Planning

There is a tendency not to pay for ‘planning’The attitude extends to IS/T planningPart of the problem is that there is no ‘tangible’ or ‘less realizable’ outcome resulting from IS/T planningWe see many Indonesian organizations conduct IT projects – not preceded by formal IS/T Planning DANGEROUS!

Some original slides developed from Dr.Alex Rusli

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Discussion Point

Should the IS/T Planning process always be formalized?

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Problems in IS/T Planning in Indonesian Organizations

Relatively more difficultIS/T maturity level within organizations is relatively lowThe market is still very much dominated and driven by ‘technical’ IS/T professionals


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IS/IT Planning for the Indonesian

Need processes which are more facilitator-driven, higher involvement of consultants who has psychological and cultural sensitivityNeed processes which are a combination between verbal (direct) and in-direct interactions – to ensure that ideas and opinions are fully expressed


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IS/T Planning in Indonesian Organizations: Realities

Justification for auditing and budgeting purposesDo not believe in documentation: hence the approach is often less formal, or existing document not updated…!Difficult to get buy-in from management who would rather see IT implementation projects but things are changing, now we see directions from TOP MANAGEMENT ☺Who’s project is this: an IT department project? No it should have been a business project…!


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Challenges for Indonesian IS/T Professionals

Have the responsibility viewing IS/T strategicallyHaving an appreciation of the business before such that the business needs can be addressedThe problem becomes more difficult as the organization becomes larger and more complexEmpathy-empathy-empathy... towards client’s perspective. No two IT planning is the same…!


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Mencari Tema Pokok atau“Roh” dari IT Plan

Tema pokok dari setiap IT Plan dari setiap organisasi berbeda-bedaContoh:

Integrasi antar departemen/instansi (DJBC, BKPM)Knowledge ManagementValiditas dan ketersediaan dataKendali ketat terhadap operasi business unit yang banyakTransformasi strategis, kecekatan bisnisOtomasiEfisiensi sumber dayaDsb.

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Mengenai Strategi SI/TI

Perencanannya dibagi menjadi (tidak baku)jangka pendek (<1 thn), menengah (1-3 thn)jangka panjang (3-5 thn), tergantung kestabilan pasar/industri

Jangka pendek penting juga untuk survivalKalau sudah punya strategi SI/TI (sering disebut ‘IT-Plan’) harus dijaga dengan direview secara berkala.

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Contoh Pekerjaan Serupa Yang Pernah Kami Lakukan Dalam Rangka Integrasi Pelaporan

Melibatkan Banyak Aplikasi & Banyak Instansi

Di dalam Information Integration Platform, terdapat Data Dictionary, Taksonomi Data, Method untuk Transformasi & Translasi Data, sehingga memungkinkan:

a.Data bisa dipertukarkan antar aplikasi (memudahkan interkoneksi)

b.Data bisa dimasukkan dengan mudah ke database terpusat lalu diekstraksi menuju EIS / dashboard