Sistem Informasi ..... Strategic IS: ○ Adalah sistem informasi yang dipakai
perusahaan untuk mendukung ... 90% penjualan tiket lewat Internet. ○ Pesaing
lain ...
Perencanaan Strategis Sistem Informasi
Bagian 1 Penyelarasan bisnis & SI/TI, Kerangka metodologis PSSI
Course Objective z
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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 CIO’s perspective
Penyelarasan SI/TI dalam organisasi
SYSTEM
INPUT
PROCESS
FEEDBACK
OUTPUT
FUNCTIONS OF AN INFORMATION SYSTEM
ENVIRONMENT Customers
Suppliers ORGANIZATION INFORMATION SYSTEM
INPUT
PROCESS
OUTPUT
FEEDBACK
Regulatory Agencies
Stockholders
Competitors
IS AND IT z z z
Information System? Information Technology? Application z
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the use of IT to address a specific business process. Maybe costumed/ tailored, maybe generic.
Why some organization fail to realize any benefit from IT investment?
IS AND IT z z
IS ≠ IT; IT (information technology) or ICT z z z
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Refers to technology (HW, SW, telcom n/works); Tangible (eg servers, PCs, routers, cables), and Intangible (eg software)
IS (information systems) z z
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Refers to computerized applications or systems that supports a business through technology Means by which people and organizations, utilization of IT, gather, process, store, use and disseminate information Concerned with purposeful utilization of IT;
SCOPE OF INFO SYSTEMS z z z
1950s: TECHNICAL CHANGES 60s-70s: MANAGERIAL CONTROL 80s-90s: INSTITUTIONAL CORE ACTIVITIES
GROWING IMPORTANCE 1.20
Planning systems examples
SIS
MIS
DP
Control systems example
Operational systems examples
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
Early Views and Models of IS/IT in Organizations (Anthony, 65)
TYPES OF INFORMATION SYSTEMS KIND OF SYSTEM
GROUPS SERVED
STRATEGIC LEVEL
SENIOR MANAGERS
MANAGEMENT LEVEL
MIDDLE MANAGERS
KNOWLEDGE LEVEL
KNOWLEDGE & DATA WORKERS
OPERATIONAL LEVEL SALES & MARKETING
OPERATIONAL MANAGERS MANUFACTURING
FINANCE
ACCOUNTING
HUMAN RESOURCES
MAJOR TYPES OF SYSTEMS z z z z z z
EXECUTIVE SUPPORT SYSTEMS (ESS) MANAGEMENT INFORMATION SYSTEMS (MIS) DECISION SUPPORT SYSTEMS (DSS) KNOWLEDGE WORK SYSTEMS (KWS) OFFICE AUTOMATION SYSTEMS (OAS) TRANSACTION PROCESSING SYSTEMS (TPS)
TRANSACTION PROCESSING SYSTEMS (TPS)
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Dimulai pada jaman “Data Processing” OPERATIONAL LEVEL INPUTS: TRANSACTIONS, EVENTS PROCESSING: UPDATING OUTPUTS: DETAILED REPORTS USERS: OPERATIONS PERSONNEL EXAMPLE: ACCOUNTS PAYABLE
TPS TPS
MANAGEMENT INFORMATION SYSTEMS (MIS)
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MANAGEMENT LEVEL INPUTS: HIGH VOLUME DATA PROCESSING: SIMPLE MODELS OUTPUTS: SUMMARY REPORTS USERS: MIDDLE MANAGERS EXAMPLE: ANNUAL BUDGETING
MANAGEMENT INFORMATION SYSTEMS (MIS)
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STRUCTURED & SEMI-STRUCTURED DECISIONS REPORT CONTROL ORIENTED PAST & PRESENT DATA INTERNAL ORIENTATION LENGTHY DESIGN PROCESS
TPS DATA FOR MIS APPLICATIONS
TPS Order Processing
MIS SALES DATA
System ORDER FILE Materials Resource Planning System PRODUCTION MASTER FILE General Ledger System ACCOUNTING FILES
UNIT PRODUCT COST
MIS
REPORTS
PRODUCT CHANGE DATA EXPENSE DATA MIS FILES
MANAGERS
Perbedaan DP dan MIS TPS/DP
MIS
Objectives
Efficient transaction
Effective problem resolution & decision making support
Information sources
Internal & external transaction
Internal & external transaction + research data
Information time frame
Recent history, current & near future
Historical data, current & future
Process
Algorithmic (very predefined)
Sometimes need human intervention (esp. for decision making)
Users
Operators
Professionals & middle managers
Technology
Mainframe/mini computers
Local processing linked to information resources
Lessons from DP era z z z z z z
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
Lessons from MIS era z
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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 large database
Strategic IS/IT Management Difference with ‘traditional IT’ management: z External factors has significant pressure on the IS/IT management, not just internal factors z Senior management is involved in making IS/IT investment decision that will drive organization’s future business strategy z IMPROVE COMPETITIVENESS BY CHANGING THE NATURE / CONDUCT OF BUSINESS
Strategic systems z z
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Connection to supplier & customer Effective use of information in the value adding process Enable to deliver new product/service Provide executive with strategic information
Trends in the Three Eras (Galliers and Somogyi, 1987) ASPECTS
DP ERA
MIS ERA
SIS ERA
Nature of technology
Computers Fragmented HW limitation
Distributed Process Interconnected SW limitation
Networks Integrated People/Vision limitation
Nature of Operations
Remote from users controlled by DP
Regulated by management services
Available and supportive to users
Issues in systems development
Technical issues
Support business users needs
Relate to business strategy?
Reasons for using the technology
Reducing costs (technology driven)
Support the business (user driven)
Enabling the business (business driven)
Characteristics of systems
Regimented / Operational (internal)
Accommodating / Control
Flexible / Strategic
Relationship Between the Three Eras (Wiseman, 1985) z z
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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 potential benefits of the SIS.
Success factors in strategic IS z z z
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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
Success Factor in SIS (1/7) z
External, not internal focus z
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Customers, competitors, suppliers, other industries, business’s relationship and similarities with the outside business world. Traditionally IS/IT has been focus on internal processes and issues
Success Factor in SIS (2/7) z
Adding value, not cost reduction z
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Cost reduction may increase due to business expansion at reduce marginal costs. Consistent with the requirements of companies to differentiate themselves from competitor; better service to succeed
Success Factor in SIS (3/7) z
Sharing the benefit z
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Within the organization, with suppliers, customers, consumers, competitor. Leverage (control) over each department functions
Success Factor in SIS (4/7) z
Understanding customers What they do with the products or services z How they obtain the value from it What are the problems they may encounter gaining that value z
Success Factor in SIS (5 & 6/7) z
Business-driven innovation, not technology driven z
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Pressures of the market-place often interpreted by IS/IT user
Incremental development z z z
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.
Success Factor in SIS (7/7) z
Using the information gained from the system to develop the business z z z z
Purchasing patterns shown by transactions Providing different, focused catalogues Product and market analyses External market research information
Evolusi Peran SI
Pilihan-pilihan baru desain organisasi z
FLATTENING ORGANIZATIONS
1.22
Pilihan-pilihan baru desain organisasi z z
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SEPARATING WORK FROM LOCATION REORGANIZING WORK-FLOWS
INCREASING FLEXIBILITY REDEFINING ORGANIZATIONAL BOUNDARIES *
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
Question z
Apa perbedaan antara: z z
Strategic Information System, dan Information System Strategy?
The IS Application Portfolio
Future
Present
STRATEGIC
HIGH POTENTIAL
Applications that critical to sustaining future business strategy
Applications that may be important in achieving future success
KEY OPERATIONAL
SUPPORT
Applications on which the organization currently depends for success
Applications that are valuable but not critical to success
Important
Less critical
Closely related and derived from “McFarlan Matrix”
Definitions z
Strategic IS: z
Adalah sistem informasi yang dipakai perusahaan untuk mendukung pencapaian keunggulan kompetitif mereka.
Definitions of IS/IT Strategy z
IS strategy defines the organization’s requirement or ‘demand’ for information & systems to support the overall strategy of the business. z z
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It includes what applications to develop in the future. Defines applications portfolio along with its priority
IT strategy is concerned with outlining how the organization’s IS demand will be supported by the technology (‘supply’) z
IT architecture, systems development, infrastructure, user support, operations, etc…
What is an IS Strategy? z z
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Refers to IS Demand; Defines the organization’s requirement or demand for information and systems to support the overall strategy of the business; Firmly grounded in the business, considers both competitive impact and alignment requirements of IS/IT; Defines and prioritizes requirement investments to achieve ideal portfolio, expected benefits, requirement changes, within constraints of resources and systems interdependencies;
What is an IT Strategy? z z
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Refers to IT Supply; Concerned with outlining the vision of how technology can support organization’s demand for information and systems; Addresses provision of IT capabilities and resources (HW, SW, Telco) and services (operations, systems development, and support).
Failures from not having IS/IT strategy z z z z z z z
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
External Context of IT Business Business Environment Environment & & Competitions Competitions in in Industry Industry
The The Organization Organization
Redefines
Supports Disrupts
Impact of competitor’s strategy
Provides novel opportunities
Information Information Technology Technology
IT Innovations
Beberapa Studi Kasus Klasik Strategic IS
Ryanair.com z z
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Airline with low cost strategy 1999: membuka fasilitas booking via Internet. Customer diberi kode referensi dari website, yang harus ditunjukkan saat check-in. Apa dampaknya? Memotong distribution channel yang mahal (travel agent). 90% penjualan tiket lewat Internet Pesaing lain menggunakan cara serupa: EasyJet, Go!
Merrill Lynch z z
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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
American Hospital Supply z z
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Perusahaan supplier persedian rumah sakit 1970-1980-an agar lebih kompetitif, memasang EDI dan komputer pada bagian procurement rumah sakit Sehingga bisa langsung pesan secara online Bahkan bisa melihat inventory secara langsung Dampak buat customer Æ near zero inventory AHS menjadi lebih disukai
Schneider International Inc. z z z
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Perusahaan truk 1980-an melihat potensi teknologi informasi Menggunakan teknologi EDI, satelit, positioning system, on-truck ordering system Apa dampak strategik penggunaan teknologi tersebut bagi perusahaan?
Kerangka Metodologi SPIS Ward-Peppard
Rencana Perkuliahan z
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Bagian 1: Penyelarasan bisnis dgn SI/TI, kerangka PSSI Bagian 2: Analisa lingkungan bisnis Bagian 3: Analisa lingkungan SI/TI Bagian 4: Proses penyusunan strategi SI/TI, strategi SI, portofolio aplikasi Bagian 5: Strategi manajemen SI/TI Bagian 6: Strategi TI Bagian 7: Strategi implementasi
2
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3
External Business Environment
Internal Business Environment
External IS/IT Environment
Internal IS/IT Environment IS/IT Strategy Process
4 5 IS/IT Management Strategy
Business IS Strategies
Future Application Potfolio
7
Implementation Strategy
6 IT Strategy
