Aplikasi Teknologi Informasi Dalam Pendidikan

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Aplikasi Teknologi Informasi Dalam Pendidikan Bahan Kuliah Program Studi Manajemen Pendidikan-S2 Program Pascasarjana Universitas Ahmad Dahlan Dosen: Drs. Muchlas, M.T.

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Aplikasi Teknologi Informasi Dalam Pendidikan. Bahan Kuliah Program Studi Manajemen Pendidikan-S2 Program Pascasarjana Universitas Ahmad Dahlan Dosen: Drs. Muchlas, M.T. Pertemuan Ke-1: Gambaran Umum Peranan IT Dalam Bidang Pendidikan. Tujuan:. Mahasiswa dapat: mendefinisikan pengertian IT - PowerPoint PPT Presentation

Transcript of Aplikasi Teknologi Informasi Dalam Pendidikan

Page 1: Aplikasi Teknologi Informasi Dalam Pendidikan

Aplikasi Teknologi Informasi Dalam Pendidikan

Bahan Kuliah Program Studi Manajemen Pendidikan-S2Program Pascasarjana Universitas Ahmad Dahlan

Dosen: Drs. Muchlas, M.T.

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Pertemuan Ke-1:Gambaran Umum Peranan IT

Dalam Bidang Pendidikan

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Tujuan:

Mahasiswa dapat:• mendefinisikan pengertian IT• membuat deskripsi umum tentang peranan IT

dalam bidang pendidikan • menjelaskan prinsip-prinsip tatakelola

implementasi IT di lembaga pendidikan• menjelaskan faktor-faktor keberhasilan dan cara

penilaian implementasi IT di lembaga pendidikan

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Pengalaman Kita Dengan IT Dalam Bidang Pendidikan?

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Teknologi Informasi?

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Teknologi Informasi (TI=IT)

• Teknologi Informasi adalah cabang dari engineering yang menyediakan dukungan dalam akuisisi, pemrosesan, penyimpanan dan diseminasi informasi dalam bentuk angka, teks, suara, dan piktorial (gambar) menggunakan kombinasi komputasi dan telekomunikasi berbasis mikroelektronika.

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Teknologi Informasi (TI=IT)

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IT Dalam Pendidikan

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Posisi Tata Kelola IT Dalam Institusi

http://www.ibm.com/developerworks/rational/library/dec07/mueller_phillipson/index.html

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PertanyaanTata Kelola IT•

• Apakah kita melakukan hal yang benar?

• Apakah kita melakukannya dengan cara yang benar?

• Apakah kita membuatnya bekerja dengan baik?

• Apakah kita mendapatkan manfaat?

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Are wedoing

the rightthings?

Are wedoing

the rightthings?

Are wedoing them

the rightway?

Are wedoing them

the rightway?

Are wegetting

them donewell?

Are wegetting

them donewell?

Are wegetting

thebenefits?

Are wegetting

thebenefits?

Are wegetting

thebenefits?

Are wedoing

the rightthings?

Are wedoing

the rightthings?

Are wedoing

the rightthings?

Are wedoing

the rightthings?

Are wedoing them

the rightway?

Are wedoing them

the rightway?

Are wedoing them

the rightway?

Are wedoing them

the rightway?

Are wegetting

them donewell?

Are wegetting

them donewell?

Are wegetting

them donewell?

Are wegetting

them donewell?

Are wegetting

thebenefits?

Are wegetting

thebenefits?

Are wegetting

thebenefits?

Are wegetting

thebenefits?

Are wegetting

thebenefits?

Are wegetting

thebenefits?

Tata Kelola IT: Pertanyaan-pertanyaan Implementasi IT

Level Pengelola IT

Level Pengelola Lembaga

Nilai-nilai Manajemen Lembaga

Source: The Information Paradox

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1. Responsibility;

2. Strategy;

3. Acquisition;

4. Performance;

5. Conformance;

6. Human Behaviour.

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Business

Pressures

CorporateGovernance

Corporate Management

Evaluate

Direct Monitor

ITProjects

ITOperations

Model Tata Kelola IT (1): ISO 38500

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Model Tata Kelola IT (2): Best Practice di MUSC

Lihat lebih detil di http://www.musc.edu/ocio/presentations/it_gov.pdf

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Model Tata Kelola IT (3): Axin

Lihat lebih detil di http://axin.co.uk/insights/insight004.htm

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Model Tata Kelola IT (4): IBM

http://www.ibm.com/developerworks/rational/library/dec07/mueller_phillipson/index.html

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Model Tata Kelola IT (5): COBIT

http://community.ca.com/blogs/itil/archive/2009/08/31/5-deadly-sins-of-governing-your-itsm-environment-part-1.aspx

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Faktor Keberhasilan Implementasi TI

04/20/23 17

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Business Systems and Change

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ProcessProcess StructureStructure

PeoplePeople

TechnologyTechnology

The Business System

The Business System

The

Busin

ess C

onte

xt

The

Busin

ess C

onte

xt

• Operating context of the organisation– External– Internal.

• Four key elements of operating organisations

– People – who participate in business events– Process – what business events take place– Structure – where business events happen– Technology – enabling and recording

events

• IT intrinsic to day to day operations – Business process specific - Transactions,

Customers, Etc– Generic - Email, Telephony, Information

This model is a variant on H.J. Leavitt’s Model of organisational change, published in 1965.

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• Operating context of the organisation– External– Internal.

• Four key elements of operating organisations

– People – who participate in business events– Process – what business events take place– Structure – where business events happen– Technology – enabling and recording

events

• IT intrinsic to day to day operations – Business process specific - Transactions,

Customers, Etc– Generic - Email, Telephony, Information

• When IT fails, whole organisations and extended organisations stop

– Citylink Melbourne, Tuesday 20 Sept 2006

ProcessProcess StructureStructure

PeoplePeople

TechnologyTechnology

The Business System

The Business System

The

Busin

ess Con

text

The

Busin

ess Con

text

Business Systems and Change

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The Business System

The Business System

TechnologyTechnology

PeoplePeople

StructureStructureProcessProcess

This model is a variant on H.J. Leavitt’s Model of organisational change, published in 1965.

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Business Systems and Change

• IT is now a fundamental enabler of change and is leading to new business models and new business practices

– Eg e-Government

• Implementing IT enabled change involves attention to every facet of business models and practices

– Internal and external factors

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• Governing IT Enabled Change involves much more than governing technology activities.

ProcessProcess StructureStructure

PeoplePeople

TechnologyTechnology

The Business System

The Business System

The

Busin

ess C

onte

xt

The

Busin

ess C

onte

xt

ProcessProcess StructureStructure

PeoplePeople

TechnologyTechnology

The Business System

The Business System

The

Busin

ess C

onte

xt

The

Busin

ess C

onte

xt

The Business System

The Business System

TechnologyTechnology

PeoplePeople

StructureStructureProcessProcess

“Traditional” IT Change Project“Traditional” IT Change Project

Change Program• Business System

•Process•Technology•Structure•People

• Business Context•Process•Technology•Structure•People

Change Program• Business System

•Process•Technology•Structure•People

• Business Context•Process•Technology•Structure•People

ChangedProcess

ChangedProcess

ChangedStructureChangedStructure

ChangedPeople

ChangedPeople

ChangedTechnologyChanged

Technology

Changed Business System

Changed Business System

Chang

ed B

usin

ess Con

text

Chang

ed B

usin

ess Con

text

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Why “Best Effort” is not good enough?

• “Best Effort”, “Some Progress”, “Improved Performance”… are not measurable.

• “Performance is improved 10%”, “Time to Market decreased from 100 days to 50 days”, “Customer Satisfaction Rate improves 23 percents”. Those are good measurements.

• All the measurements must be quantitative!

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Pengukuran Kinerja Implementasi IT

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Generic Maturity Model

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Model Kematangan Model Kematangan

Responsibility and Accountability

[RA ]

Goal Setting and Measurement

[GSM]

Awareness and Communication

[AC ]

Policies, Plans and Procedures

[PPP]

Tools and Automation[TA ]

Skills and Expertise[SE]

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Collecting Maturity Model Data

Policies, Standards and Procedures

Tools and Automation

Skills and Expertise

Responsibility and Accountability

Goal Setting and Measurement

0 1 2 3 4 5

Awareness and Communication