11/19/2008 Integrasi Strategi IS/IT&Bisnis-
MasWig
1
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 – 7:
Mobilisasi Sumber Daya Sistem Informasi:
Organisasi, SDM, Finance, Infrastruktur
11/19/2008 Integrasi Strategi IS/IT&Bisnis-MasWig 2
Outline
• The strategic management requirement
• Organizing strategies for IS/IT management
• A framework guiding action
• Provisioning of IS/IT resources
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The Strategic Management
Requirement
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Requirements of Strategic
Management
• To ensure IS/IT strategies, policies and plans reflect business
objectives and strategies.
• To ensure potential business advantages from IS/IT are identified
and exploited.To ensure strategies, etc. are viable in terms of business
risks.
• To establish appropriate resource levels and reconcile
contention/set priorities.
• To create a 'culture' for the management of IS/IT that reflects the
corporate culture.
• To monitor the progress of business-critical IS/IT activities.
• To achieve the best balance between centralization and development
of IS, IT decision making
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Key Strategy Areas
• Investment in IS/IT, deliver the maximum value in terms of benefit to the business.
• Data, information and knowledge resources; ensure business value is exploited and protected.
• Acquisition,deployment, utilization of IT.
• Organizational management, of related IS/IT resources, governance of administration of IS/IT; in relationships with other parts of the business.
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Model Stratejik SI/TI
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Scope of IS/IT Services
• Strategy and Planning Services
• Application Development Services
• Application and Technical Services
• Technology Delivery and Maintenance
Services
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Strategy and Planning Services
• IS strategy development
• IT strategy development
• IT planning and resource development
• New technology options 'evaluation' (technology road map)
• ‘Account' management
• Consultancy/business analysis
• Contingency planning
• Capacity planning
• New service development
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Application Development Services
• Systems analysis
• Systems design
• Package evaluation
• Systems implementation
• Programming and software development
• Software acquisition
• Project management
• Information management
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Application and Technical Services
• Training
• Application maintenance and change control
• First line user-support/problem resolution
• Advice centre
• Security/Access control
• Information 'procurement' (from external sources, etc.)
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Technology Delivery and Maintenance
Services
• Installing, PC, servers, cables
• Keeping network running
• Maintenance of hardware
• Upgrading software/version control
• Supplier and contracts management
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The Areas Guidelines for IS/IT
Decision Making
• Content
• Authority
• Responsibility
• Coordination
• Policies
• Control
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ORGANIZING STRATEGIES
FOR IS/IT MANAGEMENT
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Factors to be considered
• The organization’s dependence on IT;
• Its stage of maturity in term of application portfolio;
• The geography of the enterprise, especially for organizations with a global presence;
• Its business diversity and rate of change of the type of business and competitive pressures on each business;
• The potential benefits of synergy between business in both trading goods and services and information exchange;
• The economics of resourcing, obtaining and deploying skills.
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Imperatives for the Management
of IS/IT
• achieve two-way alignment between the business
and IS/IT strategy;
• develop effective relationships with line management;
• deliver and implement new systems;
• build and manage IT infrastructure;
• reskill the IS function with new competencies and
knowledge;
• manage vendor partnerships;
• redesign and manage the federal IS organization
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Strategic Roles of IS/IT
• The cost centre has an operational focus that minimizes risks with an emphasis on operational efficiency. Cost-centre activities are good candidates for outsourcing.
• The service centre, although still minimizing risk, aims to create an IT-enabled business capability to support current strategies.
• The investment centre has long term focus and aims to create new IT-based business capabilities. It seeks to maximize business opportunity from IT resources.
• The profit centre is designed to deliver IT services to the external marketplace for incremental revenue and for
gaining valuable experience in becoming a world-class IS
function.
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Five Key Competencies of IS
Function
• IT leadership, which includes IT envisioning, using IT strategy with business strategy, and managing IS resources.
• Architecture development, which is concerned with developing a blue-print for the overall IT technical design.
• Business enhancement, which includes business process analysis and design, project management and managing relationships with users.
• Technology advancement, which is application design and develop-ment.
• Vendor management, which includes managing and developing rela-tionships with vendors and suppliers, negotiating and monitoring contracts and purchasing.
Source: Gartner
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A FRAMEWORK GUIDING ACTION
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Phase Objective(s)
• To determine the organization structure required to
support the IT investment and operations established
in the previous phases• Includes formal organization structure
• Includes non-formal organization structure
• To determine the training strategy required for people
within the structure• Includes the IT staff
• Includes the users of IT
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Phase Deliverables
� IT Support Strategy
� IT Organization
� IT Staff Training Strategy
� IT Staff Training Plan
� IT User Training Strategy
� IT User Training Plan
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Tasks of This Phase
� List functions of IT Organization
� Map functions to Internal IT capabilities
� Map Insource vs. Outsource functions
� Prepare Internal IT Organization
� Prepare Outsourcer Criteria
� Prepare IT Staff Training Requirement
� Prepare IT User Training Requirement
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List functions of IT Organization
• Based on the IT direction, determine the
IT functions that needs to be supported
• To generate the list of IT functions, one
may use standard function names or
use function names internal known
within the organization
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Outsourcing vs. Insourcing
• Need to determine percentage and
components to be Outsourced vs.
Insourced
• Outsourcing may not necessarily be the
whole of the operations, may be
selected for certain functions and
activities within the organization
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Function Departmentalization
• Concentrate on organization’s core functions
• Use the “Flowers of Organization Function”
CORE
supporting
functions
supporting
functions
supporting
functions
supporting
functions
supporting
functions
supporting
functions
supporting
functions
supporting
functions
Opportunities for IT
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IT Function Matrix
No IT Function Description
Internal Support
Internal Capability
Note
1 End-user Application Support Support for end-users in the use of
Oracle Financials
O Outsourcing support may not be
available in all areas - Kalimantan
office may not be able to find local
support
2 Network Support Support for network support in
office and between offices
O
3 Application Tester Tester of application based on
changes made to the system prior
to rolling out.
I To be supported in-house from
head office. Staff with knowledge
about the business
4
5
6
7
8
9
10
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Dimensions of Organization
Structure
Total tasks in organization are broken down into successively smaller ones, and combining them into groups of departments.
• Function Departmentalization
• Territorial Departmentalization
• Product Departmentalization
• Customer Departmentalization
• Hybrid
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Hybrid Forms of
Departmentalization
• Project-Aligned Forms
Advantages Disadvantages
Everyone understands the work The structure is not highly stable
Structure is highly receptive to new ideas Structure demands management attention
Structure offers great adaptability Few opportunities to develop special skills
Shorter chain of command Strucuture offers no clear path.
Structure proveds for better cost control
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Hybrid Forms of Departmentalisation
• Matrix-Aligned Forms
Advantages Disadvantages
Better assessment of individual skills Highly dependant on function manager
Better professional development and product manager
Better utilisation of specialised skills Management more difficult since PM does
Flexible and adaptable to environment not have line responsibility
Problems by dual-reporting
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IT Training
• Training is required to prepare the IT organization so that it can support the technical components of the IT strategy
• Training is an on-going activity and cannot be seen as a ‘one-off’ activity
• The IT strategy generally determines the skills required to support operations based on the identified gaps. The training plan is generally held and executed by the HR Department of the organization.
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IT Capability Gap
No. FunctionIT/
EnduserInternal Capability Gap
1 Network Support IT Two people within the
IT Department
Internal staff has not had any formal
training
Need to add another person to handle
the Sumatra office2 Finance
Department
Users
Enduser Currently finance
department users only
had initial training
Finance department users need to be
able to use Oracle Discoverer 3.1 for
analysis purposes3
4
5
6
7
8
9
10
11
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Mencegah Disintegrasi Portfolio
Aplikasi
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PROVISIONING OF IS/IT RESOURCES
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Classifying Sourcing Options
• Contract out strategy—the vendor is responsible for delivering the results of IT activity.
• Buy-in strategy—sees the organization buying in re-sources from the external market, often to meet a temporary require-ment. Contracts often specify the skills required and cost, with the resources then managed in-house.
• Preferred contractor strategy—organizations contract long term with a vendor to reduce risk, the vendor responsible for the management and delivery of an IT activity or service. To ensure vendor performance, an incentive-based contract is generally constructed.
• Preferred supplier strategy—takes the buy-in approach further, organization seeking to develop a long-term close relationship with a vendor in order to access its resources for ongoing IT activities. The organization, not the vendor, takes responsibility for managing these resources.
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Competencies Required in
IS/IT Outsourcing
• The ability to track, assess and interpret changing IS/IT capability and relate them to organizational needs;
• The ability to work with business management to define the IT re-quirements over time;
• The ability to identify appropriate ways to use the market, specify and manage IS/IT sourcing;
• the ability to monitor and manage contractual relations.
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Terima Kasih
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