Pentingnya mempelajari Implementasi SI

(1)

I mplementasi Sistem

I nformasi

Sistem I nformasi Manajemen

1

Teknik I ndustri Unhas 2008

Pentingnya mempelajari

I mplementasi SI

 I mpact of Enterprise Systems(ES) on firm

performance

 Large investments, but high failure rate

(2)

Sistem I nformasi dan Enterprise

Systems ( ES/ ERP)

 I S: a sub-system of an organisation whose components are software, hardware, data, procedure, and skilled user that processes information and support the business processes within the organisation at any managerial levels

 ES/ ERP: integrated information systems that

I ndustrial Engineering

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S/ teg ated o at o syste s t at support organisations to manage their resources across different business functions

Scope I mplementasi

 the process that begins with the managerial decision to install an information systems/ enterprise system and is complete when the

system is used and operating as an integral part of the organisation’s information system

(3)

Dari mana ide (keputusan) implementasi?

 I S Planning  I S Planning

 Top management: strategic pull; largest project size and

longest duration

 Steering Committee

 I ntegration; cross functional, greater organizational change,

formal cost/ benefit analysis, larger and riskier projects

 User department/ manager

 Specific business need: fine-tuning; often enhance an

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 Specific business need: fine-tuning; often enhance an

existing system, fast development, fewer users

 Development group

 New platform, improvements: technological push; integrate

with existing systems, less concern with cost/ benefit analysis

Keputusan pemilihan project

(4)

Trend Paket ERP ( paket standar)

P k d f i d f il d

 Packaged software instead of tailor made

application

 ERP biasanya disertai dengan “Reference model”

yang adalah: “standard model that globally contains generic structure of systems being

t di d bl i t th t h l b i f

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studied; blue print that helps as a basis for modeling enterprise”

I mplementasi ERP



ERP I mplementation Approaches



ERP I mplementation Approaches

 Vendor Specific - Use ERP software components from a single

vendor.

Speeds up implementation times, reduces compatibility problems,

reduces the need for middleware to connect different vendors’ ERP components.

 Best of Breed - Choose the best software components available for

various ERP tasks.

Allows the choice of ERP processes that work best for a business

and have the best available capabilities.

May require additional implementation time and maintenance

(5)

Enterprise Resource Planning (ERP)

sebagai sebuah konsep

ERP

 ERP

 A process of planning and managing all resources and their use in

the entire enterprise.

 Objective

 To integrate departments and functions across a company onto a

single computer system that can serve all of the enterprise’s needs.

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 Results

 productivity improvement

 better profitability

 increases customer satisfaction

Proses I mplementasi ES/ ERP

Enterprise Systems

ES Implementation

Enterprise Systems

“Content”

Business Practices

“Container”

ES Application

“Context”

(6)

Container

Proses I mplementasi ES/ ERP

Context

(organisational structure, culture, capabilities)

Implementation Process:

Container

Information Systems Application Environment

Content:

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p

I mplementasi sebagai

I T-enabled change

ES Implementation ES Implementation

Technology

Organization _Business

(7)

I mplementasi sebagai “change process”

Acceptance, Routinisation,

Conversion _Usage

Unfreezing Change

Adaptation

p _Infusion, ,

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I M P L E M E N T A T I O N

I mplementasi sebagai “transition process”

Desired state: Improved Present

state: Non ES-based organizational

processes

Transition Process: Planning, Implementing,

Improved organizational

practices

processes

(8)

F f i i d i i i l

I mplementasi sebagai “innovation adoption process”

 Four types of innovation decision: optional,

collective, authority, and contingent (Rogers, 1995)

 I S usually contingent innovation decision  Contingent innovation-decisions are choices to

adopt or reject that can be made only after a

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prior innovation-decision

 Only successful if most of users involved

I mplementasi sebagai Difusi Teknologi

Stages Process Product

Initiation Scanning for organisational problem/ opportunity and IT solution (pressure to change

Match between IT solution and its application in the organisation

Adoption Rational and political negotiation for backing of the implementation

A decision is reached to invest resources to accommodate the effort

Adaptation IT application is developed, installed; organisation procedures are revised; organisations members are trained

The IT application is available for use in organisational work

Acceptance Organisational members are induced to commit to IT application usage

The IT application is employed

Routinisation Usage of IT application is encouraged The organisation’s governance

Routinisation Usage of IT application is encouraged as a normal activity

The organisation’s governance systems are adjusted to account for the IT application

Infusion Increased organisational effectiveness is obtained by using the IT application in a more comprehensive and integrated manner to support the higher aspects of organisational work

(9)

I mplementation process as I T- enabled change and transition process

P resen t S ystem

 T echnolo gy

 B usiness Process

 O rganisation

N ew S ystem

 T ech nology

 B usiness P rocess

 O rg anisation

P lan

- I T enabled change is a mutually adaptation of technology,

i i d b i (B j i d L i 1993)

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organisation and business processes (Benjamin and Levinson, 1993)

 A transition process must not only done through planning and implementing, but also institutionalising stage (Levinson, 1988)

 Learning

I mplementasi sebagai “learning” dan “know ledge transfer”

 Learning

 Studying lack in current organization memory  I mplementation as double loop learning

 Know ledge transfer

 Knowledge transfer among internal people

g g p p

 Knowledge transfer between source and implementing

organization

(10)

Proses Transfer “Best practices” dalam ERP Best practices

adoption

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Best business

process

business process

Organisation business process

Influencing Factors

Kerangka Pikir I mplementasi ERP/ ES/ I S

ES

Influencing Factors

Implementation Process

(11)

D i bl

Masalah- masalah dalam implementasi

 Design problems  Data problems  Cost problems

(planning, project and maintenance)

 Operations

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Hal- hal penting pada tahapan “project”

 Risk are cukup ditentukan oleh: pengenalan akan

teknologi (newness), scope (size), structure

 Project management is important: I nternal

integration, external integration, formal planning tools, formal control loops

 I nvolvement of relevant stakeholders

(12)

Yang menjadi target project

1 New I S environment 1. New I S environment

• Technical and functional system quality • I nformation quality

• Organisational processes

• Accompanying organisational arrangements

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2. Related know ledge

• knowledge to use, maintain and modify • Belongs to users, key users and I T spec.

Target project - lanjutan

3. I S and business ow nerships

• Ownership of business people towards I S • Ownership of I S people towards business

(13)

Partnership

I S and business ow nerships

Users’ IT ownership

Organisation members

IT Function Members

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Functional

Sasaran akhir implementasi:

efektivitas organisasi yang lebih baik

 I mpact on individual

 I mpact on organisation

 Organisational and managerial processes

 I mpact on improvement efforts

(14)

Sasaran implementasi - Lanjutan

Based on time horizon

 Short term

• I mproved communication and co-ordination within and among departments (Davis, 1989)

• More eficient tasks performance (Stelzer et al., 1998) • Better decision making environment (Thong et al., 1996

adapted from DeLone 1990)

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adapted from DeLone, 1990) • Better learning environment • Better supervision

• I mproved planning and control of resources

Sasaran implementasi - Lanjutan

 Long term

• Profitability

• Competitiveness

(15)

Fokus kegiatan pada masa “project”

 Alignment (adaptation) efforts

 Change mobilisation

 Knowledge development

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Fokus kegiatan pada masa

“post-project”

 I nstitutionalisation effort

 Facilitating improvement efforts

• System improvement facilitation • Learning facilitation

(16)

Peran yang penting selama “project”

 Senior management (Change mobilisation, alignment process)

 I T people (Alignment, Knowledge development)

 Consultant (Alignment, Knowledge development)

 Key users (Alignment, Knowledge development, change mobilisation)

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change mobilisation)

 Users (Alignment, knowledge development)

Peran yang penting selama “post- project”

 Senior management (I nstitutionalisation, improvement facilitation)

 I T people (I mprovement efforts)

 Key users (I mprovement efforts)

 Users (Appropriate use and improvement efforts)

(17)

Hal- hal penting lainnya..

 Adoption of decision making best practices

Low influence on data-based decision making

 I nfluence of culture in implementation process

High power distance and culture of following the leader

 Sophistication effect

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 Trend to broaden application instead of improve

already exist systems

Case Study

 Open this file