Integrasi Strategi Bisnis Dan Strategi Sistem Informasi

Program Pasca Sarjana - Magister Ilmu Komputer - Universitas Budi Luhur
Integrasi Strategi Bisnis Dan
Strategi Sistem Informasi
Kuliah Sessi – 3:
Perencanaan Sistem Informasi Strategik
Dosen:
Ir. Mas Wigrantoro Roes Setiyadi, SE, MSi, MPP
11/19/2008
Integrasi Bisnis & SI/TI-MasWig
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Outline
• Membangun Sistem Informasi Strategik
• Metodologi Perencanaan
• Tahapan Perencanaan
• Permasalahan dan Hambatan
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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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Membangun Sistem Informasi
Strategik
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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
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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.
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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.
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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.
Proses Strategi SI/TI
Formulasi
Strategi SI/TI
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Perencanaan SI/TI
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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
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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.
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Tahap – tahap Kedewasaan
Perencanaan SIS
Taraf 1
Tugas Utama
Taraf 2
Taraf 3
Mendefinsikan kebutuhan
Merinci perencanaan SI
Pemetaan aplikasi SI/TI
bisnis
Pemahaman Manajemen
Menyetujui prioritas
Menyeimbangkan
portofolo
Mengejar peluang
Spesialis TI
Initisiatif manajemen
senior
Pengguna bersama
Spesialis TI
Eksekutif/ manajemen
senior dan pengguna
Bottom - up
Analisa Top-down
Technology led
Method-driven
Sasaran Kunci
Petunjuk dari
Pendek atan Utama
Ik htisar
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Taraf 4
Keunggulan
Stratejik/Kompetitif
Keseimbangan antara
bottom-up dan top-down
Administrative
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Kewira-usahaan
Business led
Taraf 5
Pertalian dengan strategi
bisnis
Tercapainya integrasi
SI/TI denan strategi
bisnis
Koalisi Pengguna,
Manajemen dan
Spesialist TI
Berbagai metoda pada
waktu yang sama
Organization led
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Dimensi Perubahan
Tactical
Defend
Pace of
Change
Rapid
• Focused response
• Remove faults, obstacle
Rationalize
Measured
• Continuous improvement
• TQM
Perubahan evolusioner
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Strategic
Attack
• Focus innovation
• Competitive advantage
Transform
• Radical redesign
• Dramatic performaance
improvement
Perubahan bertahap
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Metodologi Perencanaan
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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 failure
• Ensures all IS Plan stake holder are involved
appropriately in the process
• Reduces dependency on people, more on processes
and objectives
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SISP Methodologies - Varieties
• There are many methodologies
• Each methodology have different emphasis
different underpinnings
• Some methodologies are objective-oriented,
others are prescriptive
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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)
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Typical Structure of a Business
Strategy-Plan (Tozer, 1996)
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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:
•
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Monitoring achievement versus objectives/measures
Selecting and implementing control/rectification actions
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Planning Cycles Happen
Independently
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Required Information
•
•
•
•
•
Business Strategy
Business Plan
Business Process Definition
Organization structure and breakdown
Information about external parties
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Tahapan Perencanaan
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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
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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.
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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
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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.
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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.
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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
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Example IT Planning Team
Source: Long (2003)
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Permasalahan dan Hambatan
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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.
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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
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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
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• 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
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Terima Kasih
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