spis 1 alignment frameworknew1
TRANSCRIPT
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Perencanaan Strategis
Sistem Informasi
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Bagian 1Penyelarasan bisnis & SI/TI,
Kerangka metodologis PSSI
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Course Objective Able to evaluate several IS/IT strategies to
achieve business objectives Understand the potential & strategic use of
information technology to organization Understand the aspects of managing IS/IT
from CIOs perspective
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Penyelarasan SI/TI
dalam organisasi
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SYSTEMSYSTEM
INPUT OUTPUTPROCESS
FEEDBACK
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FUNCTIONS OF AN INFORMATION SYSTEMFUNCTIONS OF AN INFORMATION SYSTEM
INPUT OUTPUTPROCESS
FEEDBACK
INFORMATION SYSTEMINFORMATION SYSTEM
ENVIRONMENTENVIRONMENT
Customers SupplCustomers Suppl iersiers
RegulatoryRegulatory Stockholders CompetitorsStockholders Competitors
AgenciesAgencies
ORGANIZATIONORGANIZATION
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IS AND IT Information System?
Information Technology?
Application
the use of IT to address a specific businessprocess.
Maybe costumed/ tailored, maybe generic.
Why some organization fail to realize anybenefit from IT investment?
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IS AND IT IS IT;
IT (information technology) or ICT Refers to technology (HW, SW, telcom n/works); Tangible (eg servers, PCs, routers, cables), and Intangible (eg software)
IS (information systems) Refers to computerized applications or systems that
supports a business through technology
Means by which people and organizations, utilization ofIT, gather, process, store, use and disseminateinformation
Concerned with purposeful utilization of IT;
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SCOPE OF INFO SYSTEMS
1950s: TECHNICAL CHANGES
60s-70s: MANAGERIAL CONTROL
80s-90s: INSTITUTIONAL CORE
ACTIVITIES
GROWING IMPORTANCE
1.201.20
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Sales forecasting operating plans capacity
planning, profit/earnings forecasts,
business mix analysis, manpower
planning, financial modeling
Sales analysis budgetary control, management
accounting, inventory management, quality analysis,
expense reporting, market research/statistics, WIP
control, requirements planning, supplier analysis, etc.
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
Planning
systems
examples
Control
systems
example
Operational
systems
examples
Early Views and Models of IS/IT in Organizations (Anthony, 65)
SIS
MIS
DP
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TYPES OF INFORMATION SYSTEMSTYPES OF INFORMATION SYSTEMS
DATA WORKERSDATA WORKERS
KIND OF SYSTEM GROUPS SERKIND OF SYSTEM GROUPS SERVEDVED
STRATEGIC LEVELSTRATEGIC LEVEL SENIORSENIOR
MANAGERSMANAGERS
MANAGEMENT LEVELMANAGEMENT LEVEL MIDDLEMIDDLE
MANAGERSMANAGERS
OPERATIONALOPERATIONAL OPERATIONALOPERATIONAL
LEVELLEVEL MANAGERSMANAGERS
KNOWLEDGE LEVELKNOWLEDGE LEVEL KNOWLEDGE &KNOWLEDGE &
SALES & MANUFACTURING FINANCE ACCOUNTING HUMANSALES & MANUFACTURING FINANCE ACCOUNTING HUMAN
RESOURCESRESOURCESMARKETINGMARKETING
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MAJOR TYPES OF SYSTEMS
EXECUTIVE SUPPORT SYSTEMS (ESS)
MANAGEMENT INFORMATION SYSTEMS (MIS) DECISION SUPPORT SYSTEMS (DSS)
KNOWLEDGE WORK SYSTEMS (KWS)
OFFICE AUTOMATION SYSTEMS (OAS)
TRANSACTION PROCESSING SYSTEMS (TPS)
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TRANSACTION PROCESSING SYSTEMS (TPS)
Dimulai pada jaman Data Processing
OPERATIONAL LEVEL
INPUTS: TRANSACTIONS, EVENTS
PROCESSING: UPDATING OUTPUTS: DETAILED REPORTS
USERS: OPERATIONS PERSONNEL
EXAMPLE: ACCOUNTS PAYABLE
TPSTPS
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MANAGEMENT INFORMATION SYSTEMS (MIS)
MANAGEMENT LEVEL
INPUTS: HIGH VOLUME DATA
PROCESSING: SIMPLE MODELS
OUTPUTS: SUMMARY REPORTS USERS: MIDDLE MANAGERS
EXAMPLE: ANNUAL BUDGETING
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MANAGEMENT INFORMATION SYSTEMS (MIS)
STRUCTURED & SEMI-STRUCTURED
DECISIONS REPORT CONTROL ORIENTED
PAST & PRESENT DATA INTERNAL ORIENTATION
LENGTHY DESIGN PROCESS
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TPS DATA FOR MIS APPLICATIONS
MISMIS
MIS FILESMIS FILES
SALESDATA
UNIT
PRODUCT
COST
PRODUCT
CHANGE
DATA
EXPENSE
DATA
MISREPORTS
MANAGERSMANAGERS
TPS
Order Processing
System
Materials Resource
Planning System
General LedgerSystem
ORDER FILE
PRODUCTION MASTER FILE
ACCOUNTING FILES
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Perbedaan DP dan MISTPS/DP MIS
Objectives Efficient transaction Effective problem resolution &decision making support
Informationsources
Internal & externaltransaction
Internal & external transaction +research data
Information timeframe
Recent history, current &near future
Historical data, current & future
Process Algorithmic (verypredefined)
Sometimes need humanintervention (esp. for decisionmaking)
Users Operators Professionals & middlemanagers
Technology Mainframe/minicomputers
Local processing linked toinformation resources
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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
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Lessons from MIS era IS/IT investment cannot 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 largedatabase
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Strategic IS/IT ManagementDifference with traditional IT management:
External factors has significant pressure on the IS/ITmanagement, not just internal factors
Senior management is involved in making IS/IT
investment decision that will drive organizationsfuture business strategy
IMPROVE COMPETITIVENESS BY CHANGING
THE NATURE / CONDUCT OF BUSINESS
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Strategic systems Connection to supplier & customer
Effective use of information in the valueadding process
Enable to deliver new product/service Provide executive with strategic information
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Trends in the Three Eras (Galliers
and Somogyi, 1987)ASPECTS DP ERA MIS ERA SIS ERA
Nature oftechnology
ComputersFragmented
HW limitation
Distributed ProcessInterconnected
SW limitation
NetworksIntegrated
People/Vision limitation
Nature of
Operations
Remote from userscontrolled by DP
Regulated bymanagement services
Available and supportiveto users
Issues in systems
development
Technical issues Support business usersneeds
Relate to businessstrategy?
Reasons for usingthe technologyReducing costs(technology driven) Support the business(user driven) Enabling the business(business driven)
Characteristics of
systems
Regimented /Operational (internal)
Accommodating / Control Flexible / Strategic
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Relationship Between the Three
Eras (Wiseman, 1985) Good MIS rely on good DP systems, likewise,
good SIS rely on good DP or MIS SIS are not essentially different systems, SIS
functions are the same as DP and MIS; SIS
differ in their impact on the business SIS may make DP and MIS to be
redeveloped when they inhibit potentialbenefits of the SIS.
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Success factors in strategic IS External, not just internal focus
Adding value, not cost reduction Sharing the benefits: internally, with supplier
& customer Understanding customer
Business driven not technology driven
Incremental development
Use information to develop business
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Success Factor in SIS (1/7) External, not internal focus
Customers, competitors, suppliers, otherindustries, businesss relationship and similaritieswith the outside business world.
Traditionally IS/IT has been focus on internalprocesses and issues
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Success Factor in SIS (2/7) Adding value, not cost reduction
Cost reduction may increase due to businessexpansion at reduce marginal costs.
Consistent with the requirements of companies to
differentiate themselves from competitor; betterservice to succeed
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Success Factor in SIS (3/7) Sharing the benefit
Within the organization, with suppliers, customers,consumers, competitor.
Leverage (control) over each department
functions
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Success Factor in SIS (4/7) Understanding customers
What they do with the products or services How they obtain the value from it
What are the problems they may encounter gainingthat value
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Success Factor in SIS (5 & 6/7) Business-driven innovation, not technology driven Pressures of the market-place often interpreted by IS/IT
user
Incremental development
Not the total application vision turn into reality. Doing one thing and building on extending the success
by future development Prototyping of systems obviously has a key role to play
here.
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Success Factor in SIS (7/7) Using the information gained from the system
to develop the business Purchasing patterns shown by transactions
Providing different, focused catalogues
Product and market analyses
External market research information
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Evolusi Peran SI
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Pilihan-pilihan baru desain organisasi
FLATTENING ORGANIZATIONS
1.221.22
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Pilihan-pilihan baru desain organisasi SEPARATING WORK FROM LOCATION
REORGANIZING WORK-FLOWS
INCREASING FLEXIBILITY
REDEFINING ORGANIZATIONAL BOUNDARIES
*
The relationship between business IS and IT strategies
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The relationship between business, IS and IT strategies
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Focusing on technology does not lead to
success Must consider IT as part of the business
solution
Should be business driven!
IS/IT strategy must also consider strategies
of other functional units
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Question Apa perbedaan antara:
Strategic Information System, dan Information System Strategy?
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The IS Application Portfolio
STRATEGIC
Applications thatcritical to sus-taining future
business strategy
HIGH POTENTIAL
Applications thatmay be important
in achieving
future success
KEY OPERATIONAL
Applications onwhich the orga-
nization currentlydepends for success
SUPPORT
Applications thatare valuable but
not critical tosuccess
Closelyrelated and
derived from McFarlan
Matrix
Future
Present
Less criticalImportant
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Definitions Strategic IS:
Adalah sistem informasi yang dipakai perusahaanuntuk mendukung pencapaian keunggulankompetitif mereka.
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Definitions of IS/IT Strategy IS strategy defines the organizations requirement
or demand for information & systems to support the
overall strategy of the business. It includes what applications to develop in the future. Defines applications portfolio along with its priority
IT strategy is concerned with outlining how theorganizations IS demand will be supported by thetechnology (supply) IT architecture, systems development, infrastructure, user
support, operations, etc
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What is an IS Strategy? Refers to IS Demand; Defines the organizations requirement or demand
for information and systems to support the overallstrategy of the business;
Firmly grounded in the business, considers both
competitive impact and alignment requirements ofIS/IT; Defines and prioritizes requirement investments to
achieve ideal portfolio, expected benefits,requirement changes, within constraints ofresources and systems interdependencies;
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What is an IT Strategy? Refers to IT Supply;
Concerned with outlining the vision of howtechnology can support organizationsdemand for information and systems;
Addresses provision of IT capabilities andresources (HW, SW, Telco) and services
(operations, systems development, andsupport).
Failures from not having IS/IT
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Failures from not having IS/IT
strategy Systems not integrated
Poor management information: not readily available,inconsistent, inaccurate, too slow
Misunderstand between users and IT specialist
Technology strategy incoherent Inadequate infrastructure investment
Localized justification of IT investment can result in
inefficiency of overall business context Systems has shorter than expected usage
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External Context of IT
Business Environment
& Competitions inIndustry
Business Environment
& Competitions inIndustry
The
Organization
The
Organization
Information
Technology
Information
Technology
Impact of
competitors
strategy
Supports
Redefines
Disrupts
Provides novel
opportunities
IT Innovations
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Beberapa Studi Kasus
Klasik Strategic IS
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Ryanair.com Airline with low cost strategy
1999: membuka fasilitas booking via Internet.Customer diberi kode referensi dari website, yangharus ditunjukkan saat check-in.
Apa dampaknya? Memotong distribution channelyang mahal (travel agent).
90% penjualan tiket lewat Internet
Pesaing lain menggunakan cara serupa: EasyJet,Go!
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Merrill Lynch
1978: merevolusi dunia sekuritas dan perbankan Membuat sistem banking yang bisa
menghubungkan berbagai jenis akun (kredit,tabungan, deposito, giro, reksadana, saham,obligasi, dsb) ke seorang nasabah
Bisa secara otomatis memindahkan idle fund ke
akun yang memiliki return lebih tinggi Menaikkan asset sebesar 1 milyar US$ pada tahun
pertama
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American Hospital Supply Perusahaan supplier persedian rumah sakit
1970-1980-an agar lebih kompetitif, memasang EDIdan komputer pada bagian procurement rumah sakit
Sehingga bisa langsung pesan secara online
Bahkan bisa melihat inventory secara langsung Dampak buat customer near zero inventory
AHS menjadi lebih disukai
C
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Schneider International Inc. Perusahaan truk
1980-an melihat potensi teknologi informasi Menggunakan teknologi EDI, satelit, positioning
system, on-truck ordering system
Apa dampak strategik penggunaan teknologitersebut bagi perusahaan?
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Kerangka MetodologiSPIS Ward-Peppard
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Rencana Perkuliahan1
ExternalBusiness
Environment
InternalBusiness
Environment
ExternalIS/IT
Environment
InternalIS/IT
Environment
IS/IT StrategyProcess
BusinessIS Strategies
IS/ITManagement
Strategy
ITStrategy
FutureApplication
Potfolio
ImplementationStrategy
2 3
4 56
7
Bagian 1: Penyelarasan bisnisdgn SI/TI, kerangka PSSI
Bagian 2: Analisa lingkunganbisnis
Bagian 3: Analisa lingkunganSI/TI
Bagian 4: Proses penyusunanstrategi SI/TI, strategi SI,portofolio aplikasi
Bagian 5: Strategi manajemenSI/TI
Bagian 6: Strategi TI
Bagian 7: Strategi
implementasi