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Pertemuan 9

Cara mengelola Sumber Daya Informasi secara baik

Matakuliah : H0402/PENGELOLAAN SISTEM KOMPUTER

Tahun : 2005

Versi : 1/0

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Learning Outcomes

Pada akhir pertemuan ini, diharapkan mahasiswa

akan mampu :

• Menunjukkan cara mengelola Sumber Daya Informasi pada dunia nyata

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Outline Materi

• Memahami Keluaran Teknologi Informasi

• Proses Perencanaan Teknologi Informasi

• Desain Arsitektur

• Perencanaan Strategis

• Perencanaan Operasional

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WHY SET A DIRECTION FOR INFORMATION RESOURCES?

• To share information among diverse parts of the organization • To communicate the future to others • To provide a consistent rationale for making individual decisions• Planning discussions help business managers and IS

professionals in making decisions about how the “business” of IS will be conducted

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THE OUTPUTS OF THE DIRECTION-SETTING PROCESS

Information Resources Assessment

Information resources assessment – includes inventorying and critically evaluating these resources in terms of how well they are meeting the organization’s business needs

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OUTPUTS OF THE DIRECTION-SETTING PROCESS

Information Vision and Architecture

• Is an ideal view of the future• Not the plan on how to get there• Must be flexible enough to provide policy guidelines for individual decisions• More than just fluff• Must focus on the long term

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OUTPUTS OF THE DIRECTION-SETTING PROCESS

Information Vision and Architecture

Information vision – a written expression of the desired future about how information will be used and managed in the organization

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OUTPUTS OF THE DIRECTION-SETTING PROCESS

Information Vision and Architecture

Information vision – a written expression of the desired future about how information will be used and managed in the organization

Information technology architecture – depicts the way an organization’s information resources will be deployed to deliver that vision

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OUTPUTS OF THE DIRECTION-SETTING PROCESS

Information Resources Plans

Strategic IS plan – contains a set of longer-term objectives that represent measurable movement toward the information vision and technology architecture and a set of associated major initiatives that must be undertaken to achieve these objectives

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OUTPUTS OF THE DIRECTION-SETTING PROCESS

Information Resources Plans

Strategic IS plan – contains a set of longer-term objectives that represent measurable movement toward the information vision and technology architecture and a set of associated major initiatives that must be undertaken to achieve these objectives

Operational IS plan – is a precise set of shorter-term goals and associated projects that will be executed by the IS department and by business managers in support of the strategic IS plan

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THE PROCESS OF SETTING DIRECTION

• Assessment• Vision• Strategic Planning• Operational Planning

The Information Resources Planning Process

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THE PROCESS OF SETTING DIRECTION

• Strategic Planning – the process of constructing a viable fit between the organization’s objectives and resources and its changing market and technological opportunities

The Information Resources Planning Process

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THE PROCESS OF SETTING DIRECTION

• Operational Planning – lays out the major actions the organization needs to carry out in the shorter term to activate its strategic initiatives

The Information Resources Planning Process

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THE PROCESS OF SETTING DIRECTION

• Needs-based IS planning or project-oriented IS planning:– Bottom-up, immediate approach to information resources planning– Used when a specific, urgent business need called for a new system– Emphasis on project planning rather than overall organizational

planning

Traditional Planning in the IS Organization

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ASSESSING CURRENT INFORMATION RESOURCES

• Information resources assessment:– Must measure current levels of information resources use within the

organization and compare it to a set of standards

• Standards can come from:– Past performance– Technical benchmarks– Industry norms– “Best of class” estimates from other companies

Measuring IS Use and Attitudes

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ASSESSING CURRENT INFORMATION RESOURCES

• IS mission statement:– Should set forth the fundamental rationale (or reason to

exist) for activities of the IS department– Can vary substantially from one organization to another

Reviewing the IS Organizational Mission

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Reviewing the IS Organizational Mission

IS-Prepared Mission Statement Example

Example IS Mission Statement

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ASSESSING CURRENT INFORMATION RESOURCES

• Traditional goal: – Reduce cost by increasing operating efficiencies

• Scope of IS goals has expanded to include:– Systems to assist in decision making– Ways to help with competitive advantage

Assessing Performance versus Goals

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Assessing Performance versus Goals

Objectives for the IS Department

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Information Vision:• Represents how senior management wants information to be used and

managed in the future

• Starts with speculation on how the business’s competitive environment will change and how the company should take advantage of it

• Business vision is specified and written

• Implications for information use are outlined

CREATING AN INFORMATION VISION

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DESIGNING THE ARCHITECTURE

IT architecture – specifies how the technological and human assets and the IS organization should be deployed in the future to meet the information vision

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DESIGNING THE ARCHITECTURE

Components of Architecture

Elements of an Information Technology Architecture

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THE STRATEGIC IS PLAN

Strategic IS Plan – statement of the major objectives and initiatives that the IS organization and business managers must accomplish over some time period in order to:

• move toward the information vision• fit the business strategic plan

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THE STRATEGIC IS PLAN

The Strategic IS Planning Process

The planning process includes:• Setting objectives• Conducting internal and external analyses• Establishing strategic initiatives

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• Critical success factors• Analysis of Competitive Forces• Value Chain Analysis

THE STRATEGIC IS PLAN

Tools for Identifying IT Strategic Opportunities

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Value Chain Analysis

Strategic Information SystemsOpportunities in the Value Chain

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• After the strategic plan, initiatives must be:

– Identified

– Translated into a set of defined IS projects with:• Precise expected results• Due dates• Priorities• Responsibilities

THE OPERATIONAL IS PLAN

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• Developed for a 3-to-5 year time period• Focuses on project definition, selection, and

prioritization

THE OPERATIONAL IS PLAN

The Long-Term Operational IS Plan

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THE OPERATIONAL IS PLAN

The Long-Term Operational IS Plan

IS Long-Range Operational Plan Project Portfolio

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THE OPERATIONAL IS PLAN

Table 14.3 Sample 2004 Operational IS Plan

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THE OPERATIONAL IS PLAN

The Short-Term Operational IS Plan

• Developed for a 1-year time period• Focuses on specific tasks to be completed on

projects that are currently underway or ready to be started

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1. Early clarification of the purpose of the planning process

2. Planning effort should be iterative3. Plan should reflect realistic expectations4. Process of setting expectations should involve

business management5. Plans should integrate all applications of IT6. Plan will take into consideration the barriers

and constraints facing all organizations

GUIDELINES FOR EFFECTIVE PLANNING

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• Better IS resource allocation• Communicating with top management• Helping vendors• Creating a context for decisions• Achieving integration and decentralization• Evaluating options• Meeting expectations of management

BENEFITS OF INFORMATION RESOURCES PLANNING

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• Active participation• Accept most of responsibility for identifying

specific projects that contribute to vision• Stay involved in planning and system

development activities• Regularly provide feedback and necessary

input

ROLES IN THE INFORMATION RESOURCES PLANNING PROCESS

Role of the Business Manager

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ROLES IN THE INFORMATION RESOURCES PLANNING PROCESS

Role of the IS Professional

• Act more in consulting and planning role• Help business managers understand how their ideas for

competitive advantage can get built into a new information system• Create a project plan • Combine technical and organizational skills

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• SET A DIRECTION FOR INFORMATION RESOURCES

• OUTPUTS OF THE DIRECTION-SETTING PROCESS

• PROCESS OF SETTING DIRECTION• ASSESSING CURRENT INFORMATION

RESOURCES• DESIGNING THE ARCHITECTURE• STRATEGIC IS PLAN• OPERATIONAL IS PLAN

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