Integrasi Strategi Bisnis Dan Strategi Sistem Informasi Strategi SI-TI/SK-2-Hubungan... · Program...
Transcript of Integrasi Strategi Bisnis Dan Strategi Sistem Informasi Strategi SI-TI/SK-2-Hubungan... · Program...
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Integrasi Strategi Bisnis Dan
Strategi Sistem Informasi
Dosen:
Ir. Mas Wigrantoro Roes Setiyadi, SE, MSi, MPP
Program Pasca Sarjana - Magister Ilmu Komputer - Universitas Budi Luhur
Kuliah Sessi – 2:
Hubungan Antara Strategi Bisnis dan SSI
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Outline
• Pengantar
• Revolusi Teknologi Informasi
• Model-model SI/TI Dalam Organisasi
• Manajemen Stratejik SI/TI
• Business, IS & IT Relationship
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Pengantar
• Sejumlah faktor stratejik mempengaruhi
kecepatan, efektivitas dan kemajuan
pengelolaan/pemanfaatan SI/TI:– Kemampuan teknologi,
– Pertimbangan ekonomi dalam memanfaatkan teknologi
– Kelayakan aplikasi
– Ketrampilan dan kemampuan mengembangkan aplikasi
– Tekanan terhadap organisasi dan industri tertentu untuk
meningkatkan kinerja
– Kemampuan organisasi dalam menerapkan SI/TI
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Keseimbangan Sumber Daya Telah
Berubah
Four Four MsMs PlusPlus
Men
Machines
Materials
Money
Information
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The Impact of IT
TurnaroundSupport
Factory Strategic
Goal: Improve performance of core
processes
Leadership: Business Unit Executive
Project Management: Process
reengineering
Goal: Transform organization or
industry
Leadership: Senior Executive &
Board
Project Management: Change
management
Goal: Improve local performance
Leadership: Local level oversight
Project Management: Grassroots
experimentation
Goal: Identity and launch new
ventures
Leadership: Venture incubation unit
Project Management: New venture
development
IT Impact on Core StrategyLow High
High
IT Im
pac
t on C
ore
Oper
atio
n
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Forces Influencing Industry and
Competitive Advantage
Bargaining Power
of Suppliers
Threat of Substitutes
Barriers to Entry
Bargaining Power
of BuyersCompetitive
Intensity
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Analyzing the Impact of It on Strategic
Decision Making
• Can IT be used to reengineer core value activities and change the basis of competition?
• Can IT change the nature of relationship and the balance of power among buyers and suppliers?
• Can IT build or reduce barriers to entry?
• Can IT increase or decrease switching costs?
• Can IT add value to existing products and services or create new ones?
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Peran Teknologi Informasi
Gather Organize DistributeSelect Synthesize
Facts
Data
Information
Knowledge
Wisdom
Business
Value of
Information
Technology
Add Value
customers and markets
Reduce Costs
transactions and processes
Minimize Risks
market, financial, legal,
operational risks
Create New Realities
intelligence (social, political, technological, etc.)
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Definisi
• IS strategy defines the organization’s requirement or ‘demand’ for information & systems to support the overall strategy of the business.– 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’)– IT architecture, systems development,
infrastructure, user support, operations, etc…
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Permasalahan
Mengapa organisasi gagal menerima
manfaat dari investasi TI?
Kesalahan pemahaman: “TI sebagai
strategi bisnis”
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Demam “e-”
• E-business
• E-commerce
• E-government
• Lantas apa bedanya dengan SI/TI dan
“e” Adakah perbedaan dalam
mengelolanya?
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i bukan e
• Hamel: “The real story of Silicon Valey is
not “e”, but “i”, not electronic commerce
but innovation and imagination. It is the
power of “i” rather than “e” that separate
the winner from the loser in the twenty-
first century economy.”
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The Three Domains: IS, IT and IM
IS Strategy
Division/function based
Demand oriented
Business focused
IS Strategy
Division/function based
Demand oriented
Business focused
IT Strategy
Activity based
Supply oriented
Technology focused
IT Strategy
Activity based
Supply oriented
Technology focused
IM Strategy
Organization based
Relationship oriented
Management focused
IM Strategy
Organization based
Relationship oriented
Management focused
Delivery
Applications
Management
What ?
How ?
Wherefore ?
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Manajemen Informasi
INFORMATION SYSTEM- DEMAND SITE -
INFORMATION TECHNOLOGY- SUPPLY SITE -
INFORMATION MANAGEMENT
Institutions
Community
Non Profit Organization
Business Entities
Public Sectors
R&D Centers
Corporations
Computer ManufacturersSoftware Houses
Universities Silicon Valley
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Aspek SI/TI Dalam Manajemen
• Tingkat pembelanjaan (rate of expenditure)
• Konfigurasi teknologi, mis: batch/online
• Portofolio aplikasi
• Organisasi SI
• Perencanaan SI dan pendekatan kendali
• Kesiapan pengguna
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Types Of Information SystemsTypes Of Information Systems
DATA WORKERSDATA WORKERS
KIND OF SYSTEM GROUPS SERVEDKIND OF SYSTEM GROUPS SERVED
STRATEGIC LEVEL STRATEGIC LEVEL SENIOR SENIOR
MANAGERSMANAGERS
MANAGEMENT LEVEL MANAGEMENT LEVEL MIDDLE MIDDLE
MANAGERSMANAGERS
OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL
LEVEL LEVEL MANAGERS MANAGERS
KNOWLEDGE LEVEL KNOWLEDGE LEVEL KNOWLEDGE & KNOWLEDGE &
SALES & SALES & MANUFACTURING MANUFACTURING FINANCE FINANCE ACCOUNTING ACCOUNTING HUMANHUMAN
RESOURCESRESOURCESMARKETINGMARKETING
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Tahapan Evolusi SI/TI Berkaitan
Dengan Expenditure -1
Computer
management
Transition
point
Information (systems)
management
Level of IS/IT
expense
1 2 3 4 5 6
Initiation Contagion
ControlIntegration
Datamanagement
Maturity IS expense growth
Model Nolan (1979)
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Tahapan Evolusi SI/TI Berkaitan
Dengan Expenditure - 2
• Initiation– Batch processing to automate clerical operations to achieve cost reduction
– Purely operational system focus
– Lack of management interest
• Contagion– Rapid growth as users demand more applications based on high expectations
of benefits
– Move to online systems
– High rate of expense
– Little control, drive to centralise in order to control
• Control– Response to management control about cost
– Systems projects prefered to show a return
– Produce plan and enforcement of standard
– Often produce backlog and dissatisfied users.
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Tahapan Evolusi SI/TI Berkaitan
Dengan Expenditure - 3
• Integration
– Considerable expenditure on integrating existing systems
– User accountability is introduced
– IS provides a service not just solutions to problems.
• Data Management
– Information requirements drive the application portfolio
– Information is shared within th eorganisation
– Database capability is exploited as users uderstand the value of the
information
• Maturity
– The planning and development of IS/IT in th eorganisation is closely co-
ordinated with business development
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Transisi komputer menuju manajemen
informasi -1
IS Role inthe enterprise
Relationship withother department
Managing the ISdepartment
Managing the IS/IT activities
InformationSystemManagement
ComputerManagement
Operations, programming,
data collection, etc.
Department is managed as co-ordinated
set of resources which are planned to
meet expected future requirements
Users’ awareness of the role of
computers determine effectiveness
of relationship
Review IS/IT roles, don’t focus
on particular issues only
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Transisi komputer menuju manajemen
informasi - 2
• Delivery
– Internal focus
– Improving the ability to deliver and support systems and technology
– Not necessarily providing users with what they need
• Re-orientation
– Establishing good relationship with the main business functions,
– Supporting business demands through provision of variety of services
– Provide valued service to all business functional management
• Re-organisation
– Need for redesign integration of IS investment with business strategy and
across business functions.
– Best way of satisfying each of differing business needs through coalition of
responsibilities for managing information and systems
Hirschheim Model (1988)
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Model-2 SI/TI Dalam Organisasi
Sales forecasting, operating plans, capacity
planing, profit/earnings forecast, business mix
analysis, manpower planning, financial modelling
Planning Systems
Sales analysis, budgetary control, management accounting,
inventory management, quality analysis, expense reporting, market
research/analysis, WIP control, requirement planning, supplier analysis, etc.
Control Systems
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, etc.
OperationalSystems
Hirarki perencanaan, pengendalian, dan sistem operasional,
Model Anthony (1965)
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Perbedaan DP dan SIS
Local processing linked to
information resources
Mainframe/mini
computers
Technology
Professionals & middle
managers
OperatorsUsers
Sometimes need human
intervention (esp. for decision
making)
Algorithmic (very
predefined)
Process
Historical data, current &
future
Recent history, current
& near future
Information time
frame
Internal & external transaction
+ research data
Internal & external
transaction
Information
sources
Effective problem resolution &
decision making support
Efficient transactionObjectives
SISTPS/DP
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Strategic Information Systems
Automatic basic
processes
(efficiency)
Satisfy
information needs
(effectiveness)
Affect business
strategy
(competitiveness)
Transaction and
exception
processing
DATA
PROCESSING
STRATEGIC
INFORMATION
SYSTEMSInformation
enquiry and
analysis
MANAGEMENT
INFORMATION
SYSTEMS
Use
(objective)
Function
Wiseman Model (1985)
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Trend Evolusi SI/TI
Aspects DP MIS SIS
Nature of the technology
Computers’
fragmented
(hardware limitation
Distributed process’
interconnected
software limitation
‘networks’
integrated
people/vison 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
(programming/
project managemen)
Support business
users’needs
information management
Relate to
business
strategy
Reason for using
technology
Reducing costs
(especially
administrative) –
technology driven
Supporting the
business (manager)
- user driven
Enabling the business
- business driven
Characteristic of systems
Regimented/
operational
(internal)
Accommodating/
control
Flexibility/
strategic
(external)
Galliers & Somogyl, (1987)
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Lessons from DP era
• 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
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Lessons from MIS era
• IS/IT investment can not 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
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Manajemen Stratejik Sistem
Informasi
Perbedaan dengan pengelolaan TI tradisional:
• Tekanan faktor luar lebih besar dari faktor
internal.
• Manajemen senior ikut terlibat dalam
keputusan investasi SI/TI yang akan
menentukan strtagei bisnis ke depan
• Meningkatkan daya saing dengan mengubah
sifat dan perilaku bisnis
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Sistem Informasi Stratejik
• Hubungan kepada supplier & customer
• Penggunaan informasi secara efektif
dalam proses nilai tambah
• Kemampuan untuk menghasilkan
produk dan jasa baru
• Menyediakan informasi stratejik bagi
eksekutif
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Faktor Sukses Dalam SI Stratejik
• Memperhatikan lingkungan eksternal, tidak hanya fokus pada lingkungan internal.
• Nilai tambah, bukan pengurangan biaya.
• Membagi manfaat kepada semua stakeholders.
• Dikendalikan berdasarkan kepentingan bisnis bukan semata penerapan teknologi
• Pengembangan secara bertahap
• Memanfaatkan informasi untuk mendukung pertumbuhan bisnis.
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Kegagalan Karena Tidak Memiliki
Strategi SI/TI
• Sistem tidak terintegrasi
• Manajemen informasi buruk: tidak dapat melayani
kebutuhan, tidak konsisten, tidak akurat, dan kinerjanya
lambat.
• Salah pengertian antara pengguna dan Spesialist SI/TI
• Strategi yang ditetapkan tidak koherent
• Investasi infrastruktur tidak mencukupi (nanggung) yang
akhirnya menghasilkan ketidak efisienan kinerja bisnis
secara keseluruhan
• Siklus hidup sistem lebih singkat dari yang diperkirakan
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Hubungan Strategi Bisnis dan SIS
• Business decisions
• Objectives and direction
• Change
Business Strategy
• Business based
• Demand orientation
• Application focused
IS Strategy
• Activity Based
• Supply oriented
• Technology focused
IT Strategy
Where is the business
going & why?
What is required?
How can it be
realized?
External &
Internal
Factors
External &
Internal
Factors
Direction for
business
Needs &
priorities
Supports
business
Infrastructure &
service
Economy
Society
Politics
Law
Ecology
Technology
Culture
Stakeholders
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Peran TI Dalam Rekayasa Proses Bisnis
ELIMINATE
SIMPLIFY
INTEGRATE
AUTOMATE
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Theory Evolusi & Revolusi Model MIT
Localized ExploitationLocalized Exploitation
IntegrationIntegration
Business Process RedesignBusiness Process Redesign
Business Network RedesignBusiness Network Redesign
Business Scope RedefinitionBusiness Scope Redefinition
LOW Range of Potential Benefits HIGH
LOW
HIGH
Degree of Business
Transform
ation
Revolutionary
Evolutionary
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Evolusi Internal Dalam Pemanfaatan
Teknologi Informasi
SAVE MONEY
2 Financial, Manufacturing, Services
1 Administrative
MAKE MONEY
4 Mega Decisions3 Marketing, Distribution,Customer Service
REMAIN IN BUSINESS
5 People Systems, HomeComputers
OPERATIONAL CONTROL
2 Asset Management1 Process Management
ORGANIZATIONALEFFECTIVENESS
5 Restructuring of the Industry
4 Restructuring of theOrganization
3 Growth and Increase inMarket Share
FUNCTIONAL USE MANAGEMENT FOCUS
Reducing Costs
Leveraging Investment
Enhancing Productsand Services
Enhancing ExecutiveDecision Making
Reaching theConsumer
Above the Line
Below the Line
1
2
3
4
5
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Karakter Pusat TI
Cost
Center
Profit
Center
Investment
Center
Service
Center
I/T
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Pengukuran Manfaat TI
LOW HIGH
HIGH
LOWMarket Reaction
Access to New StaffFaster Information
Positive Staff Reaction
Better InformationImproved Security
Lower Risk
Staff ReductionLower AssetsMore Sales
M E A S U R A B L E
T A N G I B L E
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Penyelarasan TI dan Bisnis
DAY-TO-DAY OPERATIONAL ACTIVITIES
MissionVision Value
Objectives
Critical Success Factors
Key Performance Indicators
Business Strategy I/T Strategy
Business Process and Tactical Procedures
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Arsitektur Stratejik Boeing
Delivery System ArchitectureHardware, Software, Communications
Data Architecture
Information SystemArchitecture
InformationArchitecture
Business ProcessArchitecture
drives
prescribes
identifies
support byFeedback
Standards
Product Groups
Information Services
Which hardware,
software, and
network are required?
How is the
data
managed?
How are the
processes and
information
related?
What
information is
needed to
accomplish
those processes?
What business
processes
should be used?
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Perencanaan Stratejik SI
THREE DOMAINS
Information System Requirements
Information Technology Supply
Information Management Strategy
STRATEGIC PLANNING
List of Scenarios
Risk Management
Cost/Benefit Analysis
Technical Design
Project Management
Priorities Level and Schedule
Implementation Plan
Human Resource Skills and Competencies Requirements
Change Management
INTERNAL
Corporate History
Business Plan
Existing Information Technology
Constraints and Opportunities
Strength and Weakness
Approach and Methodology
EXTERNAL
Industry Trend
Information Technology Development
Competitor Analysis
Benchmarking
Best Practice
S
HA
RE
HO
LD
ER
S
N
E
T
W
OR
K& P
AR
T
N
E
R
S
BUSINESSPROCESS
PROCEDURES
STANDARD
PEOPLE
CULTURE
POLICIES
LEGALASPECT
TECHNOLOGYINFRASTRUCTURE
COMPANYASSETS
FINANCIALRESOURCES
ORGANIZATION
STRUCTURE
COMPANYGEOGRAPHICAL
TOPOLOGY
BLUE PRINTINPUT
VALUE
VISIONMISSION
CSFsKPIs
STRATEGY
Ideology, Political Agenda, Economic Environment, Social and Culture, International Relationship, National
Defense, Religion, Behaviors,
Macro Environment
ANALYSIS PROCESS
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Type baru Korporasi
PHYSICAL COMPANY
KNOWLEDGE COMPANY
•Procure
•Inbound Logistics
•Manufacturing
•Transportation
•Distribute
•Delivery
•Customer
•Value-Added Networks
•Internet
•Extranet
•Web TV
•Wide Area Networks
•E-Marketplaces
•Intranet
•Private Network
•Market Strategy
•Product Design
•Marketing
•Customer Management
•Value Network Management
•E-Catalogues
•ERP
•E-Collaboration
•E-Forms
•WWW
•EDI
•Electronic Funds
•E-Bulleting Boards
•Chat Rooms
•Financial EDI
Supply-Chain
Components
Technology
Vehicles
Application
Enablers
Demand-Chain
Components
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Intisari
• Fokus kepada teknologi semata bukan jaminan memperoleh sukses.
• Harus menempatkan SI/TI sebagai bagian integral dari solusi bisnis
• Orientasi kepentingan bisnis harus didahulukan dari pada pemanfaatan teknologi semata
• Strategi SI/TI harus memperhatikan strategi unit – unit fungsional lainnya.
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Indikator Sukses
1. New Business (products/services)
2. New Market (customers)
3. New Revenue (business model)
4. New Company (business transformation)
5. New Image (business community)
6. New Wealth (paradigm shift)
Etc.
Key Points:
• From “nothing” to “existing”
• From “existing” to “creating”
• From “creating” to “improving”
• From “improving” to “growing”
• From “growing” to “performing”