Bisnis Intelejen

Perencanaan Strategis Sistem

Informasi

Bagian 1
Penyelarasan SI/TI dalam
organisasi

Course Objective

Able to evaluate several IS/IT strategies to

achieve business objectives
Understand the potential & strategic use of
information technology to organization
Understand the aspects of managing IS/IT
from CIOs perspective

SYSTEM

INPUT

PROCESS

FEEDBACK

1.11

OUTPUT

FUNCTIONS OF AN INFORMATION SYSTEM

ENVIRONMENT
Customers

Suppliers
ORGANIZATION
INFORMATION SYSTEM

INPUT

PROCESS

OUTPUT

FEEDBACK

Regulatory
Agencies
1.12

Stockholders

Competitors

Perbedaan

Sistem Informasi?
Teknologi Informasi?
Application: the use of IT to address a
specific business process. Maybe custome
tailored, maybe generic.
Why some organization fail to realize any
benefit from IT investment?

COMPUTER-BASED INFORMATION
SYSTEMS (CBIS)

FORMAL SYSTEMS
FIXED DEFINITIONS OF DATA,
PROCEDURES
COLLECTING, STORING, PROCESSING,
DISSEMINATING, USING DATA

1.13

COMPUTER TECHNOLOGY

HARDWARE
SOFTWARE
STORAGE
COMMUNICATIONS
NETWORK

1.16

Demam e-

E-business
E-commerce
Lantas apa bedanya dengan SI/TI? Adakah
perbedaan dalam cara mengelolanya?
Yang membuat Internet signifikan:

Pervasive
Interactive
Media penghubung banyak pihak

SCOPE OF INFO SYSTEMS

1950s: TECHNICAL CHANGES

60s-70s: MANAGERIAL CONTROL
80s-90s: INSTITUTIONAL CORE
ACTIVITIES

GROWING IMPORTANCE
1.20

TYPES OF INFORMATION SYSTEMS

KIND OF SYSTEM

GROUPS SERVED

STRATEGIC LEVEL

SENIOR
MANAGERS

MANAGEMENT LEVEL

MIDDLE
MANAGERS

KNOWLEDGE LEVEL

KNOWLEDGE &
DATA WORKERS

OPERATIONAL
LEVEL

2.5

SALES &
MARKETING

OPERATIONAL
MANAGERS
MANUFACTURING

FINANCE

ACCOUNTING

HUMAN
RESOURCES

MAJOR TYPES OF SYSTEMS

EXECUTIVE SUPPORT SYSTEMS (ESS)

MANAGEMENT INFORMATION SYSTEMS (MIS)
DECISION SUPPORT SYSTEMS (DSS)
KNOWLEDGE WORK SYSTEMS (KWS)
OFFICE AUTOMATION SYSTEMS (OAS)
TRANSACTION PROCESSING SYSTEMS (TPS)

TRANSACTION PROCESSING SYSTEMS

(TPS)

Dimulai pada zaman Data Processing

OPERATIONAL LEVEL
INPUTS: TRANSACTIONS, EVENTS
PROCESSING: UPDATING
OUTPUTS: DETAILED REPORTS
USERS: OPERATIONS PERSONNEL
EXAMPLE: ACCOUNTS PAYABLE

TPS

MANAGEMENT INFORMATION SYSTEMS (MIS)

MANAGEMENT LEVEL
INPUTS: HIGH VOLUME DATA
PROCESSING: SIMPLE MODELS
OUTPUTS: SUMMARY REPORTS
USERS: MIDDLE MANAGERS
EXAMPLE: ANNUAL BUDGETING

MANAGEMENT INFORMATION SYSTEMS (MIS)

STRUCTURED & SEMI-STRUCTURED

DECISIONS
REPORT CONTROL ORIENTED
PAST & PRESENT DATA
INTERNAL ORIENTATION
LENGTHY DESIGN PROCESS

2.16

TPS DATA FOR MIS APPLICATIONS

TPS
Order Processing
System
ORDER FILE
Materials Resource
Planning System
PRODUCTION MASTER FILE
General Ledger
System
ACCOUNTING FILES

2.17

MIS
SALES
DATA
UNIT
PRODUCT
COST
PRODUC
T
CHANGE
DATA
EXPENSE
DATA
MIS FILES

MIS

REPORTS

MANAGERS

Perbedaan DP dan MIS

TPS/DP

MIS

Objectives

Efficient transaction

Effective problem resolution &

decision making support

Information
sources

Internal & external

transaction

Internal & external transaction +

research data

Information time
frame

Recent history, current &

near future

Historical data, current & future

Process

Algorithmic (very
predefined)

Sometimes need human

intervention (esp. for decision
making)

Users

Operators

Professionals & middle

managers

Technology

Mainframe/mini
computers

Local processing linked to

information resources

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

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

Strategic IS/IT Management

Difference with traditional IT management:
External factors has significant pressure on the IS/IT
management, not just internal factors
Senior management is involved in making IS/IT
investment decision that will drive organizations
future business strategy
IMPROVE COMPETITIVENESS BY CHANGING
THE NATURE / CONDUCT OF BUSINESS

Strategic systems

Connection to supplier & customer

Effective use of information in the value
adding process
Enable to deliver new product/service
Provide executive with strategic information

Revolutionary use of IT

Business process redesign

Business network redesign
Business scope redefinition

Success factors in strategic

IS

External, not just internal focus

Adding value, not cost reduction
Sharing the benefits: internally, with supplier
& customer
Business driven not technology driven
Incremental development
Use information to develop business

Evolusi Peran SI

Pilihan-pilihan baru desain

organisasi

FLATTENING ORGANIZATIONS

1.22

Pilihan-pilihan baru desain

organisasi

SEPARATING WORK FROM LOCATION

REORGANIZING WORK-FLOWS

INCREASING FLEXIBILITY
REDEFINING ORGANIZATIONAL BOUNDARIES
*

Business, IS & IT Relationship

Business Strategy
External &
Internal
Factors

Business decisions
Objectives and direction
Change

Supports
business

Direction for
business

IS Strategy

Where is the
business going &
why?

What is required?

Business based
Demand orientation
Application focused

Infrastructure &
service

Needs &
priorities

IT Strategy

Activity Based
Supply oriented
Technology focused

How can it be
realized?

Focusing on technology does not lead to

success
Must consider IT as part of the business
solution
Should be business driven!
IS/IT strategy must also consider strategies
of other functional units

Pertanyaan

Apa perbedaan dari:

Strategic Information System, dengan

Information System Strategy?

Definitions

IS strategy defines the organizations requirement or

demand for information & systems to support the
overall strategy of the business. It includes what
applications to develop in the future.

Defines applications portfolio along with its priority

IT strategy is concerned with outlining how the

organizations IS demand will be supported by the
technology (supply)

IT architecture, systems development, infrastructure, user

support, operations, etc

The IS Application Portfolio

STRATEGIC

HIGH POTENTIAL

Applications that Applications that

critical to sus- may be important
in achieving
taining future
business strategy future success

Future

KEY OPERATIONAL

SUPPORT

Applications on Applications that

which the orga- are valuable but
not critical to
nization currently
success
depends for success

Present

Important

Less
critical

Closely
related and
derived
from
McFarlan
Matrix

Definitions

Strategic IS:

Adalah sistem informasi yang dipakai perusahaan

untuk mendukung pencapaian keunggulan
kompetitif mereka.

Failures from not having IS/IT

strategy

Systems not integrated

Poor management information: not readily available,
inconsistent, inaccurate, too slow
Misunderstand between users and IT specialist
Technology strategy incoherent
Inadequate infrastructure investment
Localized justification of IT investment can result in
inefficiency of overall business context
Systems has shorter than expected usage

Beberapa Studi Kasus

Klasik Strategic IS

Ryanair.com

Airline with low cost strategy

1999: membuka fasilitas booking via Internet.
Customer diberi kode referensi dari website, yang
harus ditunjukkan saat check-in.
Apa dampaknya? Memotong distribution channel
yang mahal (travel agent).
90% penjualan tiket lewat Internet
Pesaing lain menggunakan cara serupa: EasyJet,
Go!, (ada satu lagi tadi pagi di Singapura)

Merrill Lynch

1978: merevolusi dunia sekuritas dan perbankan

Membuat sistem banking yang bisa
menghubungkan berbagai jenis akun (kredit,
tabungan, deposito, giro, reksadana, saham,
obligasi, dsb) ke seorang nasabah
Bisa secara otomatis memindahkan idle fund ke
akun yang memiliki return lebih tinggi
Menaikkan asset sebesar 1 milyar US$ pada tahun
pertama

AC
S

American Hospital Supply

Perusahaan supplier persedian rumah sakit

1970-1980-an agar lebih kompetitif, memasang EDI
dan komputer pada bagian procurement rumah sakit
Sehingga bisa langsung pesan secara online
Bahkan bisa melihat inventory secara langsung
Dampak buat customer near zero inventory
AHS menjadi lebih disukai

Schneider International Inc.

Perusahaan truk
1980-an melihat potensi teknologi informasi
Menggunakan teknologi EDI, satelit, positioning
system, on-truck ordering system
D:\movies\schnider.avi
Apa dampak strategik penggunaan teknologi
tersebut bagi perusahaan?

Rencana Perkuliahan
1

Bagian 1: Penyelarasan bisnis

dgn SI/TI, kerangka PSSI
Bagian 2: Analisa lingkungan
bisnis
Bagian 3: Analisa lingkungan
SI/TI
Bagian 4: Proses penyusunan
strategi SI/TI, strategi SI,
portofolio aplikasi
Bagian 5: Strategi manajemen
SI/TI
Bagian 6: Strategi TI
Bagian 7: Strategi implementasi

External
Business
Environment

Internal
Business
Environment

External
IS/IT
Environment

Internal
IS/IT
Environment
IS/IT Strategy
Process

4
5
IS/IT
Management
Strategy

Business
IS Strategies

Future
Application
Potfolio

Implementation
Strategy

6
IT
Strategy