strategic planning for information systems
DESCRIPTION
Strategic Planning for Information Systems. Third Edition. John Ward and Joe Peppard. CHAPTER 8 Strategic Management of IS/IT: Organizing and Resourcing. Outlines. Organizing strategies for IS/IT management Models and framework for guiding management action. - PowerPoint PPT PresentationTRANSCRIPT
1
Strategic Planningfor Information
Systems
John Ward and Joe Peppard
Third Edition
CHAPTER 8Strategic Management of IS/IT: Organizing and Resourcing
2
Outlines
• Organizing strategies for IS/IT management
• Models and framework for guiding management action
3
Objectives of the IS/IT Management Strategy
• 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 b/w centralization and development of IS/IT decision making.
4
Traditional IT OrganizationIT
Executive
Finance and admin.
Plans and control
Systems development
Operational services
Consulting Development Service
Plan Implement Deliver
Source: Luftman
5
CentralizationCIO
Administration Systems Development
Operations
Planning
Research
HR
...
...
Design
Programming
Maintenance
Data Management
...
Data Centers
Telecomm.
Help Desk
...
...
Source: Luftman
6
DecentralizationCEO
VP Finanace VP Marketing VP Product ABC
Function 1
Finance IT
Function 1
Marketing IT
Function 1
ABC IT
VP Product XYZ
Function 1
XYZ IT
CIO
Source: Luftman
7
Federal or Hybrid
CEO
CIO
VP Finance
VP PLA
VP PLB
Systems development for finance
Systems development for product line A
Systems development for product line B
Administration Operations
8
Benefits of Federal ModelIT vision
and leadership
Scale economics Users control
IT prioritiesLeverage standards and tools
BU ownership
Control architecture
Critical mass of skills
Strategic control synergy
Responsive to BU’s needs
Excessive $ to groupVariable standards of IT competenceReinvention of wheelsNo synergy and integration
UnresponsiveNo BU ownershipNo BU control of central overhead $Does NOT meet every BU need
Centralized IT Decentralized IT
- -+ +
9
Factors for Selecting Organizational Structure
• The organization’s depend on IT• Its stage of maturity in terms of its application
portfolio• The geography of the enterprise, especially for
organizations with a global presence• Its business diversity and rate of change of the
types of business and competitive pressures in each business
• The potential benefits of synergy b/w business in both trading goods and services and information exchange
• The economics of resourcing, obtaining and deploying skills
10
La Belle and Nyce
• While the business units should be responsible for applications- architecture, development and operation- certain areas should be centralized
• These included: telecommunications, hardware, software architecture, information architecture, risk management and security, shared services and utilities, and human resources.
• The activities of the units had to be coordinated with the central architecture development via ‘steering group or committee’
11
Division of Responsibility: IT Architecture Management
• Function: Develop and maintain information architecture
• Central IT group: – Monitor process; provide assistance if requested
• Business unit operations– Complete business architectures defining business by
location– Complete translation of strategy into technology
requirements– Define information architecture
12
Cont..
• Function: Develop and maintain application architecture
• Central IT group– Set standards, monitor process– Review architectures and report on adequacy to
Technology Committee– Ensure appropriate commonality
• Business unit operations– Define requirements and develop architecture– Coordinate b/w units for common business
13
Cont..
• Function: Develop and maintain data architectures
• Central IT group– Coordinate development/establishment of
common database management process– Create/maintain corporate databases
• Business unit operations– Define requirements– Develop in accordance with standards
14
Cont…• Function: develop and maintain
hardware/operating system architecture• Central IT group
– Monitor development/implementation within sectors– Develop and maintain architecture for corporate
users-support operations
• Business unit operations– Develop in accordance with corporate standards and
business requirements– Request variances as appropriate; make change
recommendations
15
Cont…• Function: Develop and maintain
telecommunications architectures
• Central IT group– Develop in accordance with standards and
business requirements
• Business unit operations– Define requirements– Report performance/responsiveness problems
16
Balancing IS Demand and IT Supply
• Business units receive a responsive service from decentralized IS functions
• While at the same time a corporate IS function provides group wide IT services and exerts some degree of central leadership and control of IT activities
17
Summary of Structural Arrangements for IS Function in Multiple BUs
I ndependent I S/ I T activities in business units
Structural arrangements for the IS Function
Strategies for managing IS/IT activities
Advantages Critical management issues
· BUs pursue independent system initiatives
· BUs have ownership· Users control I S/ I T
priorities· Responsive to BU’s
needs
· I ntegration · Lack of quality control
of data· Variable standards of
I S/ I T competency· ‘Reinvention of wheels’
and duplication of eff ort
· Little synergy across Bus
· Managing cost
Centrally-driven I S/I T activities
· Corporate wide I S/ I T solutions imposed on BUs
· Scale economics· Control of standards· Critical mass of skill
· Politics· Unresponsive· Does not meet every
Bus’ needs· Eff ect on customer
18
Cont..Structural arrangements for the IS Function
Strategies for managing IS/IT activities
Advantages Critical management issues
I nf ormal cooperation in I S/I T activities across BUs
· I nf ormal social networking b/ w the centre & Bus
· Usually brought about by movement of key I S/ I T personnel across BUs
· Awareness of I S/I T issues across the enterprise
· Coordination & direction setting
· Leaving too much to chance
‘Federalism’ (integrated I S/ I T)
· Balancing central control & BU autonomy without losing the advantage of global coordination & integration
· Group-wide I S/ I T strategy & architecture with devolution where appropriate
· Complexity· Execution· Timing· Defi ning ‘where
appropriate’
19
Imperative for the Management of IS/IT: Rockart et al.
• Achieve two-way alignment b/w 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
20
Imperative for the Management of IS/IT: Venkatraman
• He argued the need for a different approach to managing IT resources that consider the sources of value to be derived from IT resources.
• He proposed that resources should be managed as a value centre.
• The value centre is an organizing concept that recognizes four interdependent sources of value from IT resources: cost centre, service centre, investment and profit centre.
21
Cont…
• 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.
22
Cont…
• The investment centre has a 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.
23
Imperative for the Management of IS/IT: Gartner Group
Embedded in the business
Outsourced to external service providers
1
2
3
4
5
Supply side
Demand side
1 IT Leadership
2Architecture Development
3 Business Enhancement
4 Technology Advancement
5 Vendor Management
24
Cont…• IT leadership, which includes IT envisioning,
fusing 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 development.
• Vendor management, which includes managing and developing relationships with vendor and suppliers, negotiating and monitoring contracts and purchasing.
25
A Framework Guiding Action
• What needs to be managed?
• Where IS/IT resources should be outsourced?
• Who should manage IS/IT?
• Coordinating mechanisms for the strategic management of IS/IT
• Define IS competency
• Managing relationships
26
What Needs to be Managed?
• The activities that are traditionally seen as necessary for ‘IT’, and consequently considered as taking place within the IS function, can be portrayed as delivering a range of services to the business.– Strategy and planning services– Application development services– Application and technical services– Technology delivery and maintenance services
27
Deciding on the organization of IS/IT Resources
• 2 key issues must be considered– Location of IS/IT decision rights
• What decisions should be centralized and what aspects of IS/IT management should be devolved into the business and out of the IS function?
• The organization needs to define authority, responsibilities, policies, coordinating mechanism and control procedures.
– Sourcing of IS/IT resources• Internal or interorganizational resources• The interorganizational arrangement places new
stresses, demanding additional coordination and vendor relationship management.
28
Trading-offs in the Organization and Resourcing of IS/IT
Traditional IS function
Location of decision
rights
Distributed
CentralizedInternal Interorganizational
Provisioning of IS resources
29
Cont…
• Organizations engaging in outsourcing at some stage identify the need to realign, change and/or develop different parts of their IS/IT structures, competencies and skills to enable them to maintain the link b/w IS/IT and business prerequisites.
• Increase the complexity in managing IS/IT
30
Aspects Required for Distributing IS/IT Decision Making
• Content – the decision areas that are being managed (Table 8.4)
• Authority – the individuals or groups that have the power actually to make decisions in the various areas
• Responsibilities – the individuals or bodies responsible for day-to-day execution in decision areas. The definition of responsibility needs to be integral to each person’s job role and function
• Coordination – the mechanism and processes for ensuring coherence across all decision areas (eg. Steering committees, management groups)
31
Cont…
• Policies – statements of principles or actions defining acceptable behaviour. They provide a basis for consistent decision making and resource allocation.
• Control – outlining the approached to policing decisions, ensuring conformance across the organization
32
IS/IT Policies
• Restraining policies are seen as describing the rules of federation. They define the parameters within which decisions are made.
• Enabling policies relate to the dissemination of best practice.
33
Enabling and Restraining Policies
• Restraining Policies– Technical compatibility
standards– Standards for buying
equipment & services– Common systems mandate– Disaster recovery, security &
quality policies– Group systems standards– Group job specifications– Any conformance to industry
standards
.
.
.
• Enabling Policies– Making group-resourced
services available to division– Negotiating volume discounts– Managing supplier
relationships– Influencing behaviour through
charge-out rules– Setting criteria for selecting
common systems– Funding share assets
.
.
.
34
Provisioning of IS/IT Resources
• Insourcing – IS/IT resources are provided by a central IS function
• Outsourcing – delegation, through a contractual arrangement, of all or part of the technical resources, the human resources and the management responsibilities associated with providing IT services, to an external vendor.
35
Outsourcing Rationales
• Financial and economic reasons
• Technical reasons
• Business reasons
36
Classifying Sourcing Options
• Purchasing style– Transaction style refers to one-time or short-term
contracts with enough detail to be the original reference document
– Relationship style refers to less detailed, often incentive-based contracts, centred around the expectation that the customer and vendor will do business for many years.
• Purchasing focus– Resource option, organizations buy vendor resources
such as HW, SW or expertise, but manage the use of the resources in-house.
– Result option, vendors manage the delivery of the IT activities, using whatever resources are necessary, to provide the customer with specified results.
37
Classifying Sourcing Options
BUY INPREFERRED
SUPPLIER
CONTRACT OUT
PREFERRED CONTRACTOR
Resource
Result
Transaction Relationship
Purchasing focus
Purchasing style
38
4 Outsource Strategies• Contract out strategy - the vendor is responsible for
delivering the results of IT activity.• Buy-in strategy – the organization buy in resources from
the external market, often to meet a temporary requirement. Contracts often specify the skills required and cost, with the resources then managed in-house.
• Preferred contract strategy – organizations contract long term with a vendor to reduce risk, with the vendor responsible for the management and delivery of an IT activity or service.
• Preferred supplier strategy – this strategy takes buy-in approach further, with an organization seeking to develop a long-term close relationship with a vendor in order to access its resources for ongoing IT activities. The organization takes responsibility for managing these resources.
39
Vital Competencies for Maintaining In-House
• The ability to track, assess and interpret changing IS/IT capability and relate them to organization need.
• The ability to work with business management to define the IT requirements 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.
40
When to Outsource
• Position on the strategic grid
• Development portfolio
• Organizational learning
• A firm’s position in the market
• Current IT organiztion
41
Position on the Strategic GridFactory- uninterrupted service-oriented information resource management
Outsourcing presumption: Yes, unless company is huge and well managed
Reasons to consider outsourcing:· Possibilities of economies of scale for small
and midsize firms· Higher-quality service and backup· Management focus facilitated· Fiber-optic and extended channel technologies
facilitate international IT solutions
Strategic information resource management
Outsourcing presumption: Mixed
Reasons to consider outsourcing:· Rescue an out-of-control internal IT unit· Tap source of cash· Facilitate cost flexibility· Facilitate management of divestiture· Provide access to technology applications and
staffing skills otherwise not available
Support-oriented information resource management
Outsourcing presumption: Yes
Reasons to consider outsourcing:· Access to higher IT professionalism· Possibility of laying off is of low priority and
problematic· Access to current IT technologies· Risk of inappropriate IT architecture reduced
· Internal IT unit not capable in required technologies
· Internal IT unit not capable in required project management skills
· Access to technology applications and staffing otherwise not available
Turnaround information resource management
Outsourcing presumption: Mixed
Reasons to consider outsourcing:
Low High
High
IT Impact on Core Strategy
IT I
mp
ac
t o
n C
ore
Op
era
tio
ns
42
Development Portfolio
• Maintenance or high-structured projects=> candidate for outsourcing
• High-technology, highly structured work => strong candidate for outsourcing
• Large, low-structured projects => difficult coordination problems for outsourcing
43
Organizational Learning
• A firm’s organizational learning ability influences whether it can manage an outsourcing arrangement effectively.
• Many firms’ development portfolios include a large number of projects aimed at process reengineering and organizational transformation.
• The success of both types of projects depends on having the internal staff radically change the way it works.
44
A Firm’s Position in the Market
• Firms that are far behind their peers often do not have the IT leadership, staff skills, or architecture to upgrade quickly to state-of-the-art technology.
• Must go forward with contemporary practice and technology.
• A firm whose IT capabilities have become obsolete, it is not worth dwelling on how the firm got where it is but vital to determine how it can extricate itself
45
Current IT Organization
• The more IT activities are already segregated in organizational and accounting terms, the easier it is to negotiate an enduring outsourcing contract.
• A stand-alone IT unit has already developed the fundamental integrating and control mechanisms necessary for an outsourcing contract
46
Who should Manage IS/IT and Where should IT Report
Pluses MinusesIT directors
• Technical expertise• Accurate Systems• Sound technology• Systems integration
• IT not aligned• Education omitted• Information overload• Technical solutions
Finance directors
• Tight cost control• Department
coordination• Training costs
integrated• Strict authorization
• Not always best value for money
• Insufficient time to devote to IT
• Opportunities missed• Short-term approach
47
Cont…
Pluses MinusesBusiness-unit head
• IT investments linked to the business direction
• Locally-focused systems
• Continuous development
• Shorter reporting structure
• Systems not coordinated
• Incompatibility across BUs
• Duplication of data
• Unnecessary costs incurred
Board of directors
• Strategic direction
• Appreciation of broader impact of decisions
• Major problems tackled
• Funding allocated
• Logistical details omitted
• IS/IT underexploited
• Infrastructure weak
• Slow to exploit technology
48
Changing Role of the CIOAplikasi portofolio
• Mainframe era– Pemrosesan transaksi-otomatisasi untuk
efisiensi terdistribusi era
• Distributed era – Knowledge-worker support,interorganizational
systems, ERP systems
• Web-based and Internet era– Electroniccommerce, Knowle \ DGE manajem
en, organisasi virtual,rantaipasokan rekayasa ulang
49
Cont… Senior eksekutif sikap bisnis untuk IS / IT• Mainframe era
– TI untuk perpindahan biaya dan otomatisasi
• Distributed era– Peningkatan keterlibatan dalam masalah IT dan
pemerintahan– Polarisasi sikap: TI sebagai aset strategis atau biaya yang
harus diminimalkan
• Web-based and Internet era– TI, terutama internet, dipandang sebagai transformasional– Investasi TI sekarang lebih menarik dalam hal biaya
dan rentang waktu– IS / IT sekarang bagian dari percakapan bisnis yang
sedang berlangsung
50
Cont…
Masukan untuk bisnis• Mainframe Era
– Penasehat 'Bagaimana melakukan', 'Apa yang harus dilakukan'’
• Distributed era– Akses ke eksekutif senior– Diundang 'kursi di meja'
• Web-based and Internet era– Anggota tim eksekutif memiliki 'kursi di meja‘– Membantu mendefinisikan 'apa yang harus dilakukan'
51
Cont…Tugas utama• Mainframe era
– Pada waktu pengiriman– Handal operasi TI
• Distributed era– Mengelola IS fungsi– Menyediakan infrastruktur– Mengelola vendor
• Web-based and Internet era– Bersama-sama mengembangkan bisnis / TI model– Perkenalkan proses manajemen yang
memanfaatkan teknologi, terutama internet
52
Cont…Peran• Mainframe era
– Fungsional kepala– Manajer operasional– Menepati janji
• Distributed era– Mitra strategis– Hubungan pembangun– Teknologi penasihat– Luruskan IS / IT dengan bisnis
• Web-based and Internet era– Visioner– Hubungan pembangun– Teknologi oportunis– Drive dan bentuk strategi
53
5 Peran untuk agar CIO Sukses
• Kepemimpinan
• visioner
• hubungan pembangun
• politikus
• pembebas
54
Karakteristik Kepemimpinan
• Luas bisnis dan pengetahuan organisasi• Luas seperangkat hubungan dalam
perusahaan& industri• Sangat baik reputasi dan track record yang
kuat dalam satu set luas kegiatan• Tajam pikiran dan keterampilan interpersonal
yang kuat• Tinggi integritas dan nilai-nilai pribadi• Tingkat tinggi motivasi
55
Leaders VS Managers
Vision
Strategies
Plans
Budgets
A sensible and appealing picture or the future
A logic for how the vision can be achieved
Specific steps and timetables to implement the strategies
Plans converted into financial projections and goals
Leaders define WHAT
Managers define HOW
56
Profile dari CIO • Behavior
– Apakah setia kepada organisasi
– Terbuka dalam gaya manajemen
– Dianggap memiliki integritas
• Motivation– Apakah berorientasi
tujuan– Nyaman sebagai agen
perubahan– Kreatif dan mendorong
ide-ide
• Competencies– Adalah seorang
konsultan / fasilitatorbaik komunikator
– Memiliki pengetahuan IT
– Mampu mencapai hasil melalui orang lain
• Experienace – Pengalaman
dalam pengembangan IS peran (terutama dalam analisis sistem)
57
Mekanisme Koordinasi Pengelolaan Strategis IS / IT
• Pengarah kelompok atau komite
• Alasan– Memastikan keterlibatan manajemen puncak
dalam perencanaan IS– Memastikan b cocok / w IS dan strategi bisnis– Meningkatkan komunikasi dengan manajemen
puncak dan menengah– Mengubah sikap pengguna untuk TI
58
Mekanisme Koordinasi Pengelolaan Strategis SI / TI
• Salah orang yang terlibat
• Kegiatan komite pengarah dan keputusan yang diambil harus terintegrasi dengan strategi keseluruhan diproses dalam bisnis.
• Panitia tidak memiliki infrastruktur untuk mendukung dan melaksanakan tindakan-tindakan yang menjadi strategi.
59
Pengarah Organisasi untuk IS / IT Manajemen Strategis
EXECUTIVE STEERING
GROUP
BUSINESS(or functional)IS STRATEGY
GROUPS
IT STRATEGY GROUP
APPLICATION MANAGEMENT
GROUPS
SERVICE MANAGEMENT
GROUPS
TECHNICAL MANAGEMENT
GROUPS
DEMAND MANAGEMENT
SUPPLY MANAGEMENT
IT-LEDBUSINESS-LED
60
Tanggung Jawab: Kelompok Pengendali Eksekutif
• Menafsirkan strategi bisnis dan menyetujui• keseluruhan IS / IT kebijakan• Menetapkan prioritas, menyetujui tingkat
sumber daya dan biaya, otorisasiinvestasi besar
• Memastikan bahwa aplikasi strategis mencapai tujuan mereka
• Menetapkan tanggung jawab organisasi yang tepat dan hubungan
61
Tanggung Jawab: Bisnis ADALAH Grup Strategi
• Mengidentifikasi kebutuhan bisnis, menafsirkanCSF, menilai peluang dan ancaman dan IS implikasi di bidang bisnis
• Memprioritaskan, perencanaan dan koordinasi kegiatan dan pengeluaran IS di daerah tersebut dan manfaat yang direncanakan memastikan disampaikan
• Memastikan sumber daya pengguna yang tepat dialokasikan untuk proyek dan menunjuk manajer aplikasi
62
Tanggung Jawab: IT Strategy Group
• Menafsirkan TI tren dan perkembangan dalam konteks organizationbisnis
• Memastikan sumber daya dikerahkan untuk memenuhi prioritas bisnis
• Mengembangkan sumber daya TI dan jasa sesuai dengan bisnis IS rencana dan pemantauan kinerja sumber daya
• Mengelola pasokan teknologi dan spesialis membeli-in layanan Risiko teknisMemastikan diminimalkan
63
Tanggung Jawab: Kelompok Manajemen Aplikasi
• Mengidentifikasi dan menentukan kebutuhan, manfaat, sumber daya bisnis dan biaya aplikasi untuk memungkinkan manajemen untuk mengevaluasi investasi dan prioritas
• Mengelola perkembangan dan penggunaan berkelanjutan dari sistem untukmemastikan manfaat yang maksimal
• Memastikan perubahan bisnis yang diperlukan untuk mendapatkan manfaat dilakukan
• Memastikan bahwa sumber daya pengguna yang tersedia sesuai kebutuhan dan digunakan secara efektif pada proyek-proyek
64
Tanggung Jawab: Kelompok Layanan
Manajemen• Menerjemahkan kebutuhan bisnis ke dalam
persyaratan teknis dan implikasi sumber daya• Memilih cara optimal pertemuan bisnis
kebutuhan• Pemantauan kinerja terhadap anggaran / tingkat
layanan disepakati dengan bisnis• Solusi teknis Memastikan diuji dan kualitas
terjamin untuk menghindari kegagalan aplikasi• Perencanaan pengembangan layanan dan
sumber daya untuk memenuhi kebutuhan yang berkembang
65
Tanggung Jawab: Kelompok Teknologi Manajemen
• Memahami perkembangan teknologi, merumuskan dan mengkomunikasikan pilihan implikasi
• Menilai kemampuan teknologi terhadap kebutuhan dikenal dan potensi
• Perencanaan dan pengelolaan pengembangan infrastruktur dan migrasi untuk meminimalkan risiko untuk aplikasi bisnis
• Kelompok layanan Menyelesaikan masalah teknis / masalah dengan pemasokdan memastikan secara efektif didukung
66
Mengelola IS Fungsi
3 bertahan dalam tantangan eksploitasi TI• Tantangan bisnis dan IS / IT visi adalah untuk
mengatasi kebutuhan untuk dua arah b / w keselarasan bisnis dan teknologi
• Tantangan pengiriman IS layanan dengan biaya rendah dan kualitas tinggisedang berubah oleh pasar, layanan yang berkembang dinamis
• Tantangan TI desain arsitektur - pilihan platform teknis di mana untuk me-mount ISlayanan
67
Kompetensi inti IS
IS/IT leadership Integrating IS/IT effort with business purpose and activity
Business system thinking
Envisioning the business process that technology makes possible
Relationship building
Getting the business constructively engaged in IS/IT issues
Architecture planning
Creating a coherent blueprint for a technical platform that responds to current and future business
Making technology work
Rapidly achieving technical progress by one means or another
68
Cont..
Informed buying Managing the IS/IT sourcing strategy that meets the interests of the business
Contract facilitation
Ensuring the success of existing contracts for IS/IT services
Contract monitoring
Protecting the business’s contractual position, current and future
Vendor development
Identifying the potential added value of IS/IT service suppliers
69
Other Framework for IS Competencies
Strateg8i
Exploitation Pemasok
Define the IT Capability
Define the IS Capability
Deliver solution
70
Cont…• Strategi: kemampuan untuk mengidentifikasi dan
mengevaluasi implikasi TI berbasis peluang sebagai bagian integral dari formulasi strategi bisnis dan mendefinisikan peran IS / IT dalam organisasi.
• Tentukan IS kontribusi: kemampuan untuk menerjemahkan strategi bisnis ke dalam proses, informasi dan investasi sistem dan rencana perubahan yangsesuai dengan prioritas-bisnis strategi IS
• Tentukan kemampuan TI: kemampuan untuk menerjemahkan strategi bisnis ke dalam jangka panjang arsitektur informasi, infrastruktur teknologi dan rencanasumber daya yang memungkinkan pelaksanaan strategi-strategi TI
71
Cont…• Exploitasi: the ability to maximize the benefits
realized from the implementation of IS/IT investments through effective use of information, applications and IT services.
• Memberikan Solusi: the ability to deploy resources to develop, implement and operate IS/IT business solutions that exploit the capabilities of the technology.
• Pasokan : the ability to create and maintain an appropriate and adaptable information, technology and application supply chain and resource capacity.
72
Cont…Strategy• strategi bisnis• inovasi teknologi• investasi kriteria• informasi pemerintahan strategi
Define the IS contribution• Prioritas• IS keselarasan strategi• Bisnis proses desain• Peningkatan kinerja bisnis• Sistem dan inovasi proses• Tentukan kemampuan TI
Define the IT capability• Pembangunan infrastruktur• Teknologi analisis• Sourcing strategi
Exploitation• Manfaat perencanaan• Manfaat pengiriman• Mengelola perubahanDeliver solutions• pengembangan aplikasi
layanan manajemen• Informasi manajemen aset
pelaksanaan manajemenmenerapkan teknologi
• Kelangsungan bisnis dan keamanan
Supply• Hubungan pemasok• Teknologi standar• Teknologi akuisisi• Aset dan manajemen biaya
IS / IT pengembangan staf
73
Pemetaan Lokasi Sumber Daya melawan ISKomponen
Sumber dari IS fungsi
Sumber dari 'bisnis'
Fokus Teknologi
Fokus Bisnis
PasokanTentukan
kemampuan TI
Pengiriman Solusi
Exploitasi
Tentukan contribusi IT
Strategi
74
Kompetensi IS
75
Menjaga Kebersihan Faktor Staf Kunci
• Pelatihan baru direkrut dari sekolah atau universitas, yang mahal
• Merekrut staf yang berpengalaman dari organisasi lain, yang dapat berisiko
• Pelatihan yang ada non-IS orang, terutama dalam keterampilan aplikasi di daerahpengguna, yang mungkin memerlukan pengembangan peran pekerjaan baru
• Menggunakan sumber daya eksternal, baik pada jangka pendek untuk mengatasibeban puncak, atau jangka panjang untuk memberikan organisasi denganketerampilan tertentu
76
Penggunaan Sumber DayaSTRATEGIC Potensi tinggi
KUNCI OPERASIONAL DUKUNGAN
Melatih pengguna dalam aplikasi
berbasis keterampilan
(menggunakan sumber daya
sendiri)
Beli dalam membantu ahli
dan transfer pengetahuan
IS / IT profesional
Melatih pengguna dalam eksploitasi paket perangkat
lunak untuk menggantikan profesional TI
Pengguna
PenggunaMerekrut dan / atau
kereta spesialis
Spesialis Teknologi
Outsource to release resources
Penyedia layanan aplikasifasilitas manajemenkontraktorpengembangan perangkat lunak
77
Keen Kategori 4 Peran Utama
• Layanan Bisnis - membutuhkan bisnis yang kuat, keterampilan organisasi dan perencanaan
• Bisnis dukungan - bisnis dan organisasi serta beberapa keterampilan teknis
• Pengembangan dukungan - yang kuat teknis dan keterampilan bisnis yang baik
• Layanan Teknis - keterampilan teknis yang kuat
78
Mengelola Hubungan: 3 Hubungan Kunci (Venkatraman & Loh)
• Dengan TI pemasok luar, yang pasti akan melakukan pekerjaan semakin lebih melalui pengaturan outsourcing.
• Dengan manajer bisnis dan pengguna sistem, untuk memungkinkan bisnis untuk mengidentifikasi dan menyadari manfaat dari investasi aplikasi dan untuk mendapatkan nilai maksimum dari layanan yang disediakan.
• Dengan spesialis IT di perusahaan lain, mitra terutama perdagangan
79
Hubungan internal Organisasi
• Organisasi mengandung subkultur sering dikaitkan dengan spesialisasi fungsional atau lokasi geografis.
• Subkultur ini dapat dyfunctional.• TI sebagai spesialisasi fungsional telah memperkenalkan
subkultur baru dansalah satu yang sering sulit untuk berdamai dengan budaya yang dominan dalam organisasi .=> kesenjangan budaya
• Ini berarti bahwa kelangsungan hidup strategi IS akan tergantung pada sejauh mana itu berasal dari 'nilai-nilai bersama' dari mereka yang harus menerapkan strategi.
80
Cont…
Tahap 4 'Demokrat dialektika dan kerjasama'
Spesialis TI menyadari kebutuhan untuk bekerja sama dengan manajer bisnis untuk mencapai tujuan bisnis, tapi masih berharap bisnis untuk bekerja sama dengan TI set nilai
Tahap 5 'Wirausaha kesempatan'
Pengakuan dalam bisnis yang dapat memberikan TI baru, yang berpotensi strategis, manfaat melalui penggunaan inovatif sering membuat departemen TI menjaga warisan dan berjuang untuk memberikan nilai apapun untuk yang baru 'dibebaskan' pengguna
Tahap 6 'hubungan yang harmonis Terpadu'
Jarang dicapai, karena kesulitan dalam merekonsiliasi nilai-nilai yang berbeda, mengatasi preseden sejarah dan prasangka, dan membutuhkan keterbukaan baru dalam semua aspek aktivitas TI
81
Bridging the Gap
Leadership
Structure and Processes
Roles
Relationships
Behaviours
CIOCEO
The business
IS Function
82
6 Bertahap Mengenai Model Nilai Bersama
Tahap 1 Adhocracy
Sangat sedikit nilai-nilai bersama sejak fokus TI internal dan mereka tidak mampu atau tidak mau untuk mencari hubungan koheren dengan bisnis. Mereka berhubungan lebih erat dengan pemasok TI
Tahap 2 'Mulai yayasan
The 'imamat "TI mulai berkembang dan staf TI mungkin menumbuhkan budaya yang unik didasarkan pada ibadah teknologi - sering bertentangan dengan serius bisnis
Tahap 3 'Sentralisasi kediktatoran'
Ketika manajemen TI sering bereaksi untuk bisnis manajer 'keprihatinan atas' belanja berlebihan 'pada IT dan pandangan kinerja pengiriman yang buruk dengan menjadi defensif dan mengerahkan kontrol atas apa yang dilakukannya untuk memperbaiki keseimbangan
83
Model untuk Meningkatkan Hubungan b / w IS Fungsi & Bisnis
• Earl dan Sampler-Kenali disekuilibrium-Menekankan manajemen pasokan-Menekankan manajemen permintaan-menjaga keseimbangan
• Peppard-Mendapatkan dasar-dasar yang tepat-Mintalah pengaruh utama-membangun kredibilitas-Carilah keterlibatan awal dalam proyek-Tempat tanggung jawab untuk IS dengan bisnis-Memupuk dan memelihara kemitraan
84
Earl dana Sampler: Mengenali Disequilibrium
• Organisasi mengartikulasikan, mengeksplorasi dan menganalisa krisis atau kehilangan kepercayaan di IT pada umumnya dan IS fungsi pada khususnya.
• Gejala dan resep-Bisnis kebutuhan tidak puas-Teknologi masalah-Manajemen penilaian-Mulai dari rezim baru
85
Earl dan Sampler:Tekankan Supply Management
• Organisasi ini bertujuan peningkatan kinerja radikal dari sisi penawaran dengan menetapkan tujuan pengiriman dan mulai membangun kembali platform teknologi.
• Resep-Menetapkan target kinerja yang ambisius-Mulai membangun platform teknis-Mencari awal, hasil nyata-Mengatur aplikasi prioritas
86
Earl dan Sampler: Tekankan Supply Management
• Organisasi ini bertujuan peningkatan kinerja radikal dari sisi penawaran dengan menetapkan tujuan pengiriman dan mulai membangun kembali platform teknologi.
• Resep-Menetapkan target kinerja yang ambisius-Mulai membangun platform teknis-Mencari awal, hasil nyata-Mengatur aplikasi prioritas
87
Earl dan Sampler:Menjaga Keseimbangan
• Organisasi melengkapi proses transformasi dengan menerapkan perubahan radikal akhir di kedua sisi permintaan dan penawaran.
• Jika bisnis atau teknologi diskontinuitas terjadi dan perusahaan tidak berurusan dengan mereka, dapat memulai proses transformasi baru dengan kembali keTahap 1.resep
• Menyadari bahwa itu merupakan perjalanan yang berkesinambunganRethinking pemerintahan
Pelatihan ulang personil TI
Menciptakan kemitraan dengan bisnis dan vendor
88
Peppard Model
• Mendapatkan dasar-dasar yang tepat
Kepemimpinan TIDapatkan bisnis yang
terfokusFokus pada kualitasinternal organisasi TIMemeriksa struktur internal
dan prosesTentukan nilai tambahaspek IS / ITDapatkan dukungan dan
komitmen dari semua IS staf
• Mintalah pengaruh utama
Dapatkan pengaruh utama pada papan
Setuju peran organisasi TIDengarkan bisnisMenentukan area prioritas
utamaMenetapkan peran
hubungan dalam organisasi TI
Membangun kesepakatan tingkat layanan
Membuka saluran komunikasi
89
Cont…• Membangun kredibilitas
-Membangun dialog dengan bisnis-Alamat nilai-nilai dan kepercayaan dari manajemen bisnis-Menunjukkan nilai bisnis-Memprakarsai program pendidikan untuk penyumbatan 'mindset' alamat-Memulai program pemasaran internal
• Carilah keterlibatan awal dalam proyek-Fokus pada manfaat pengiriman-Pastikan TI keterlibatan awal dalam proyek bisnis dan visa-versa
90
Mengelola Hubungan dengan Vendor
• 4 daerah kritis yang memerlukan perhatian-Fungsi CIO-Pengukuran kinerja-Campur dan koordinasi tugas-Pelanggan-vendor antarmuka
91
Cont…
• Tempat tanggung jawab untuk IS dengan bisnis-Memindahkan tanggung jawab IS permintaan ke bisnis-Membingkai ulang IS / IT struktur tata kelola-Buat IT / proses bisnis-Mendefinisikan peran informasi
• Memupuk dan memelihara kemitraan-Penekanan terus-menerus komunikasi-Kembali tahap sebelumnya
92
Fungsi CIO • Kemitraan / kontrak
manajemen– Sebuah informasi CIO yang
memonitor kinerja terhadap kontrak dan rencana untuk dan berurusan dengan isu-isu yang muncul aliansi outsourcing membantu beradaptasi dengan perubahan.
• Perencanaan arsitektur. – Staf Seorang CIO harus
memvisualisasikan dan mengkoordinasikan pendekatan jangka panjang untuk standar jaringan, HW dan SW dan arsitektur basis data
-
• Emerging technologies– Perusahaan harus
mengembangkan suatu pemahaman yang jelas teknologi muncul dan aplikasi potensi mereka
– Menilai alternatif teknologi tidak dapat didelegasikan kepada pihak ketigaterus menerus belajarContinuous learn
– Sebuah perusahaan harus menciptakan lingkungan TI internal belajar untuk membawa pengguna ke kecepatan sehingga mereka merasa nyaman dalam iklim perubahan terus-menerus
93
Pengukuran Kinerja
• Perusahaan harus mengembangkan standar kinerja, mengukur hasil.
• Langkah paling penting dari keberhasilan yang tidak berwujud dan memainkan jangka waktu yang panjang
94
Campur dan Koordinasi Tugas
• Jika tidak hati-hati dikelola, baik kontrak dan lokasi geografis yang berbeda dari staf pengembangan outsourcing vendor mungkin menghambat diskusi dan mengakibatkan biaya tambahan
95
Pelanggan-Vendor Antarmuka
• Interface b / w pelanggan dan vendor sangat kompleks dan biasanya harus terjadi pada berbagai tingkat.
• Tingkat senior, harus ada link untuk menangani isu-isu utama dari kebijakan restrukturisasi dan hubungan
• Tingkat yang lebih rendah, harus ada mekanisme untuk mengidentifikasi dan menangani isu yang lebih operasional dan taktis.
• CEO kebijakan tingkat-diskusi• Kedua sisi membutuhkan manajer hubungan reguler
penuh waktu dan kelompok koordinasi yang lebih rendah dalam organisasi untuk menangani isu-isu operasional dan potensi kesulitan