SK-8 Valuasi Investasi SITI Strategi SI-TI/SK-8 Valuasi... · yang diajukan dalam mendukung...
Transcript of SK-8 Valuasi Investasi SITI Strategi SI-TI/SK-8 Valuasi... · yang diajukan dalam mendukung...
11/5/2008 Integrasi Strategi ISIT & Bisnis-MasWig 1
Strategi dan Kebijakan Sistem Informasi
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 – 8:Valuasi Investasi Sistem Informasi
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Outline
• Investment and Priority Setting Policies
• Evaluating IS/IT Investment
• Setting Priorities for Applications
• Benefits Management
• Benefits Management Process
• Assessing and Managing Investment
Risks
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Isu Penting terkait denganKeputusan Investasi SI/TI• Menentukan dasar pertimbangan dalam investasi
SI/TI, menggunakan berbagai cara penilaian
manfaat;
• Menentukan prioritas, dengan memperhatikan
cakupan manfaat bisnis dan ekonomi, keterbatasan
sumber daya, dan faktor lainnya;
• Proses pengelolaan dalam mewujudkan manfaat
yang diharapkan;
• Menguji resiko investasi berdasarkan karakteristik
aplikasi dan pendekatan dalam pengelolaannya.
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INVESTMENT AND PRIORITY SETTING POLICIES
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Kompetisi Investasi
• Selalu terjadi persaingan dalam “perebutan” alokasi
dana investasi.
• Investasi SI/TI pada umumnya masih dievaluasi
seperti halnya investasi untuk sektor lain.
• There is no simple answer to the question: on what
basis should IS/IT investments be assessed against
other investments?
• Diperlukan prinsip dan kebijakan penilaian manfaat
investasi SI/TI yang dapat menjadi acuan bagi
keputusan dan atau penentuan prioritas investasi.
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EVALUATING IS/IT INVESTMENT
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Mengapa Perlu Evaluasi?
• 83% Direktur Teknologi Informasi (TI) mengakui bahwa analisa biaya – manfaatyang diajukan dalam mendukung proposal investasi TI ternyata fiktif – (Grindley, 1993)
• Perguruan Tinggi Komputer masih banyakyang hanya mengajarkan manfaat kualititatif
• Kecenderungan membesar- besarkanmanfaat investasi SI/TI
• Setelah implementasi tidak ada penyajianmanfaat investasi SI/TI secara kuantitatifyang sesuai dengan tujuan bisnis
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Kelangkaan Metoda
• Belum ada standar yang diterima secara luas
• 70% organisasi pengguna SI/TI tidak memiliki dasarkebenaran formal proses evaluasi pasca implementasiinvestasi SI/TI (Cooke dan Parrish, 1992).
• Hanya separo dari proyek investasi SI/TI yang disertaidengan taksiran pra-investasi yang bersifat formal
• Teknik analisa keuangan tidak representatif dan tidakefektif
• Pedoman Standar Akuntansi Keuangan belummengakomodasikan perhitungan manfaat TI yang
terkandung dalam setiap transaksi bisnis.
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Logika Penghitungan
• Tidak dapat dihitung hanya denganreturn on investment (ROI) semata.
• Perlu dipertimbangkan faktor – faktornon-teknologi.
• Diperlukan perubahan perlakuanakuntansi
• Data akuntansi sangat penting dalammenghitung manfaat investasi SI/TI
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Manfaat Aplikasi
• Kombinasi antara manfaat aplikasi yang masing –masing bersifat substitusi, komplementer, daninovatif dengan teknik evaluasi manfaat investasi.
• Substitusi, seberapa jauh investasi SI/TI dapatmenggantikan peran manusia dalam meningkatkanefisiensi.
• Komplementer, seberapa optimal investasi SI/TI mampu meningkatkan produktifitas dengan prosesdan prosedur yang baru.
• Inovatif, dalam mencapai keunggulan bersaingdengan mengubah proses dan menciptakan peluang
pasar.
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Teknik Evaluasi - 1
• Analisa Biaya-Manfaat Tradisional, mengacu
pada peningkatan efisiensi di dalam proses
organisasi yang dihasilkan dari otomatisasi,
seperti misalnya otomatisasi tagihan (invoice)
dan mengirimkannya secara elektronis
kepada pelanggan melalui layanan electronic
commerce, penghematan biaya data entry
karena digunakannya Optical Character
Reader (OCR).
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Teknik Evaluasi - 2
• Pertalian Nilai, mengacu pada perkiraanpeningkatan kinerja bisnis yang diperoleh darihubungan antara penghematan danperubahan proses bisnis. Contoh daripertalian nilai antara lain, otomatisasirekonsiliasi penjualan dan account receivables memberi peluang bagi staff keuangan untuk lebih banyak memberiperhatian kepada upaya peningkatankepuasan pelanggan, dan peningkatankolektibilitas tagihan.
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Teknik Evaluasi - 3
• Akselerasi nilai, mengacu pada
pertimbangan waktu diperolehnya manfaat
yang diterima oleh semua departemen
setelah implementasi investasi SI/TI. Masa
penerimaan manfaat investasi SI/TI dapat
berbeda dari satu departemen dengan
departemen lainnya, perbedaan ini
disebabkan oleh karakter aplikasi yang
dioperasikan.
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Teknik Evaluasi - 4
• Restrukturisasi Nilai, mengacu padapeningkatan produktivitas yang dihasilkan dariperubahan proses, struktur organisasi, sertaperan setiap fungsi dalam organisasi. Tugas –tugas yang banyak berhubungan denganpengumpulan dan pengelolaan informasiseperti perencanaan dan peramalan seringkalihanya dapat ditingkatkan dengan kombinasisistem yang bagus dan perubahan dalamtanggung jawab organisasi.
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Teknik Evaluasi - 5
• Evaluasi Inovasi, mengacu pada cara
memperkirakan nilai manfaat investasi
SI/TI bagi organisasi atas diterapkannya
strategi bisnis baru yang mengandalkan
pada pemanfaatan SI/TI. Peluncuran
layanan electronic banking dapat
mengubah citra perusahaan dan
menarik kelompok nasabah baru.
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Hubungan Antara Teknik Evaluasi, Manfaat, dan Portofolio Aplikasi
√Evaluasi
Inovasi
√√Restrukturisasi
Nilai
√√√Akselerasi nilai
√√√Pertalian Nilai
√√√Cost/Benefit
Inovatif
(daya saing)
Komplementer
(efektifitas)
Substitusi
(efisiensi)
Support High potential
Key operational
Strategic
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Pendekatan Analisa ResikoInvestasi SI/TI• Quantified, financial justification of applications is easier in the
key operational and support quadrants, where most aspects of the application will be better known or can be determined, risksare lower and the rate of change is slower.
• A singular approach to investment justification will tend to produce one type of application to the exclusion of others. Thisargument is particularly strong where a scarce resource approach has been adopted and pure financial return on investment decides investment priorities—support applications will always be easier to justify finan-cially.
• The way in which applications are planned and managed by the organization will also affect the way in which they are justified—whether they are customer-related applications integral to achieving business objectives or systems intended to save major costs in one part of the organization.
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Alasan Pembenaran Investasi
SupportKey Operational
Net cost reduction through
quantified savings
Disadvantage/ Risk if it is
not done (critical failure
factors) and/or quantified
performance
improvement
R&D project to explore
potential values and cost –
fund from R&D budget
Risk Money
Enable the achievement of
business objectives via
explicit critical success
factors
High PotentialStrategic
£ mengacu pada manfaat yang dapat diukur dengan instrumen keuangan
£ £
££
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SETTING PRIORITIES FOR APPLICATIONS
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Pertimbangan
• Diperlukan mekanisme pengambilan keputusaninvestasi SI/TI berdasarkan prioritas portofolioaplikasi.
• Inadequate mechanisms for agreeing priorities are a significant cause of organizational failure to deploy IS/IT successfully
• Prioritas dapat berdasar pada logika ketergantungandan atau independensi
• Need to be set in the short term to enable the best use of resources within the acquisition lead time for further resources, assuming these are actually obtainable.
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Faktor Yang Perlu DiperhatikanDalam Menentukan Prioritas
• What is most important to do, based on
the benefits identified.
• What is capable of being done, based
on the resources available.
• What is likely to succeed, based on the
risks of failure of each investment
Kenali potensi hambatan
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Strategic Weighting Via Critical Success Factors
APPLICATION CONTRIBUTION
HIGH (3) MEDIUM (2) LOW (1)
OBJECTIVE A:- CSF 1- CSF 2- CSF 3, etc.
OBJECTIVE B:- CSF 1- CSF 2, etc.
OBJECTIVE C:- CSF 1- CSF 2, etc.
OBJECTIVE D:- CSF 1, etc.
TOTALS
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Argumen Pendukung InvestasiKey Operasional
• financial;
• critical success factors (either directly or
by enabling strategic developments);
• risk to current business (critical failure
factors);
• infrastructure improvement.
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Contoh Efek Pembobotan PadaBerbagai Factor
HHLLTechnology cost performance enable
ower costs for existing systems7.
LMHMNew systems are required to support
major business change.6.
MHHLNeed for redevelopment of old
systems, which are out of date.5.
MLHHEnvironment is very competitive and
business performance must be
improved
4.
LMHHBusiness in a high-growth market and
satisfying the market demand is
paramount
3.
HLMLBusiness is in weak position or in
declline – short-term profitability2.
HLLLAll types of investment have to be cost-
justified to meet strict ROI hurdles1.
Economics
InfrastructureBusiness risks
Objectives CSFFactors
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BENEFITS MANAGEMENT
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Pengertian
Benefits Management: the process of
organizing and managing such that
potential benefits arising from the use of
IT are actually realized
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The Context of Benefits Management
• Pengembangan SI/TI memerlukan kompetensiorganisasi, dalam mengelola teknologi dan bisnis.
• any major IS/IT development will consist of the mix of activities for which best practices and relevant methodologies have been developed over the last 30 years
• Metodologi Pengembangan Sistem:– SSADM (Structured Systems Analysis and Design Methodology),
– DSDM (Dynamic Systems Development Methodology)
– SSM (Soft Systems Methodology
• Metodologi Manajemen Proyek– PRINCE (Project Management in a Controlled Environment)
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Faktor-2 Yang Meningkatkan TingkatKesuksesan Strategi SI/TI
Life-cycle roleof senior executive
initiation of the SIS in the context of the need for business change
allocation of responsibility for benefit deliveryExistence of an
organizational-change method and a willingness to invest in strategic benefits - different evaluation emphasis
Comprehensive approach to benefit management initiated in the planning phase that has a stronger business Involvement and emphasis
Planning approach, method and output and implementation roles of IS/IT and business managers
involvement in implementation as well as planning/evaluation
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Key Questions in Optimizing Benefits• Why is the investment being made - what is causing the
organization to change and how critical to its future is the successful management of the changes? (the benefit drivers)
• What types of benefit is the organization expecting from the investment overall - to reduce costs, improve operational performance, gain new customers, create a new capability, etc.? These need to be understood in general terms before detailed analysis of potential benefits in relation to the extent of change required is undertaken.
• How will other activities, strategic initiatives, business developments or organizational issues affect the particular investment either to facilitate or inhibit its progress and outcome? (the organizational context).
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Generic Sources of Benefit for Different Applications
SupportKey Operational
Business efficiency
Process elimination
and cost reduction
Business effectiveness
Business rationalization
and integration
(R&D projects)
Business innovation and
change
Business process
restructuring
High PotentialStrategic
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BENEFITS MANAGEMENT PROCESS
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Benefits Management Context
Benefit
drivers
Types of
benefitsOrganizational
context
IT process and product
Benefits management process
Organizational changes
Benefits
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A Process Model of Benefits Management
Identifyand
structure benefits
Planbenefits realization
Executebenefits plan
Review and
evaluate results
Potentialfor
further benefits
Start from here
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Stage 1: Identification and Structuring of Benefits
• Implies an iterative process of establishing the investment objectives
and the possible business performance improvements that the system
and associated changes should or could deliver.
• The achievement of each objective could deliver a variety of different
benefits across to the organization, trading partners and customers.
• All business performance improvements are measurable, and hence so
are all the benefits delivered by information systems.
– staff headcount reductions due to automation, decrease in product rejects
due to quality control data, reduction in stock levels through a warehouse
control system, customer satisfaction, etc.
– Others can be converted into financial values
• Determination of where in the business (or even in trading partners)
each benefit should occur and, hence, who in the organization should
be responsible for its delivery
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Stage 2: Planning Benefits Realization
• Determine the changes required for delivery of each benefit and how
the IS/IT development will enable the changes and benefits to occur.
• Output, is described as a benefit dependency network, which relates
the IS/IT functionality via the business and organizational changes to
the benefits identified.
• Benefits and objectives that argue the case for investment and the
change management plan required
– Business changes, changes to working practices, processes and/or
relationships that will cause the benefits to be delivered (or begin to
be delivered)
– Enabling changes, changes that are prerequisites for making the
business changes and/or are essential to bring the new system into
effective operation.
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The Dimensions of Benefit Management
BENEFIT DELIVERY PLAN
Benefits achieved? More benefits possible? Further action?
Why do we want improvement?
What improvement do we want?
Where will it occur?
Who is responsible for its delivery?
What changes are needed?
Who will be affected?
How and when can changes be made?
Can it be measured?
Can it be quantified?
Can a financial value be put on it?
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The Investment Proposal - making the case
Degree of explicitness
Doing new things
Doing things better
Stop doing -things
Financial
Quantifiable
Measurable
Observable
1. Drivers for change giving rise to2. Investment objectives which result In3. Benefits by
4. Costs:(a) Development(b) One-off(c) Infrastructure(d) Business change(e) Ongoing etc.
and incur
5. Risks associated with theinvestment that mayprevent full benefitrealization, etc.
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Stage 3: Executing the Benefits Plan
• To carry out and adjust as necessary, as issues arise affecting its achievement.
• To establish interim targets and measures to evaluate progress toward key milestones or the final implementation.
• Project manager responsible to decide what action to take in terms of reviewing the scope and specification of the system or its business justification.
• When intended benefits are no longer feasible or relevant, benefits plan should be modified accordingly, along with any consequent reduction in the IS/ IT functionality.
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Stage 4: Reviewing and Evaluating Results
• Once the new system, business changes and the benefits plan have been implemented, there must be a formal review of what was and was not achieved.
• This evaluation has two purposes:– to maximize the benefits of the particular investment;
– to learn how to improve benefits delivery from future investments.
• Should involve all the key stakeholders and focus on what has been achieved, what has not (or not yet) been achieved and why, and identify further action needed to deliver outstanding benefits.
• Another reason for evaluation: to identify any unexpected benefits that have arisen and understand how they came about.
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Stage 5: Potential for Further Benefits
• It is often impossible to identify all the benefits of a system in advance.
• More benefits are actually identifiable after the event than before it, where there is no review process these will probably never be identified.
• If maximum value is to be gained from the overall investment in IT, benefit identification should be a continuing process, from which IS/IT projects are defined.
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ASSESSING AND MANAGING INVESTMENT RISKS
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Reasons for Information Systems Investment Failure• Process or content risks (i.e. risks due to poor understanding or
definition of requirements or how they can be satisfied, or inadequacies in the process of development and implementation)
– Technical failure• domain of IT,
• responsible for the technical quality of the system and the technology,
• less common and is often the cheapest to overcome.
– Data failure• shared responsibility between IS/IT profes-sionals and the users who input the data,
– User failure• users misunderstanding the system,
• inadequate training,
• staff change
• Organizational failure– systems do not satisfy the organization overall, due to inadequate understanding of
how the system relates to other processes and activities
• Failure in the business environment– the systems are or become inappropriate to external or internal business requirements
due to changing business practices instigated by others.
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Identification of Potential Risks
• What kind of change will be involved?
• How ready is the organization to
accommodate the change?
• How will the organization react to the
change?
• How dynamic is the context within which
the change is to be effected?
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Terima Kasih