Strategi Sistem Informasi
Dosen:
Ir. Mas Wigrantoro Roes Setiyadi, SE, MSi, MPP
Kuliah Sessi – 8:
Outline
• Investment and Priority Setting Policies
• Evaluating IS/IT Investment
• Setting Priorities for Applications
• Benefits Management
• Benefits Management Process
• Assessing and Managing Investment
Risks
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.
INVESTMENT AND PRIORITY
SETTING POLICIES
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
mengakui bahwa analisa biaya – manfaat
yang diajukan dalam mendukung proposal
investasi TI ternyata fiktif – (Grindley, 1993)
• Perguruan Tinggi Komputer masih banyak
yang hanya mengajarkan manfaat kualititatif
• Kecenderungan membesar- besarkan
manfaat investasi SI/TI
• Setelah implementasi tidak ada penyajian
manfaat investasi SI/TI secara kuantitatif
Kelangkaan Metoda
• Belum ada standar yang diterima secara luas
• 70% organisasi pengguna SI/TI tidak memiliki dasar
kebenaran formal proses evaluasi pasca implementasi
investasi SI/TI (Cooke dan Parrish, 1992).
• Hanya separo dari proyek investasi SI/TI yang disertai
dengan taksiran pra-investasi yang bersifat formal
• Teknik analisa keuangan tidak representatif dan tidak
efektif
• Pedoman Standar Akuntansi Keuangan belum
mengakomodasikan perhitungan manfaat TI yang
terkandung dalam setiap transaksi bisnis.
• Tidak dapat dihitung hanya dengan
return on investment
(ROI) semata.
• Perlu dipertimbangkan faktor – faktor
non-teknologi.
• Diperlukan perubahan perlakuan
akuntansi
• Data akuntansi sangat penting dalam
menghitung manfaat investasi SI/TI
Manfaat Aplikasi
• Kombinasi antara manfaat aplikasi yang masing –
masing bersifat substitusi, komplementer, dan
inovatif dengan teknik evaluasi manfaat investasi.
•
Substitusi,
seberapa jauh investasi SI/TI dapat
menggantikan peran manusia dalam meningkatkan
efisiensi.
•
Komplementer
, seberapa optimal investasi SI/TI
mampu meningkatkan produktifitas dengan proses
dan prosedur yang baru.
•
Inovatif
, dalam mencapai keunggulan bersaing
dengan mengubah proses dan menciptakan peluang
pasar
.
•
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).
Teknik Evaluasi - 2
•
Pertalian Nilai
, mengacu pada perkiraan
peningkatan kinerja bisnis yang diperoleh dari
hubungan antara penghematan dan
perubahan proses bisnis. Contoh dari
pertalian nilai antara lain, otomatisasi
rekonsiliasi penjualan dan
account
receivables
memberi peluang bagi staff
keuangan untuk lebih banyak memberi
perhatian kepada upaya peningkatan
kepuasan pelanggan, dan peningkatan
kolektibilitas tagihan.
•
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.
Teknik Evaluasi - 4
•
Restrukturisasi Nilai
, mengacu pada
peningkatan produktivitas yang dihasilkan dari
perubahan proses, struktur organisasi, serta
peran setiap fungsi dalam organisasi. Tugas –
tugas yang banyak berhubungan dengan
pengumpulan dan pengelolaan informasi
seperti perencanaan dan peramalan seringkali
hanya dapat ditingkatkan dengan kombinasi
sistem yang bagus dan perubahan dalam
tanggung jawab organisasi.
•
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.
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
key operational and support quadrants, where most aspects of
the application will be better known or can be determined, risks
are 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. This
argument 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
Alasan Pembenaran Investasi
Support
Key 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 Potential
Strategic
£
£
£
£
SETTING PRIORITIES FOR
APPLICATIONS
Pertimbangan
• Diperlukan mekanisme pengambilan keputusan
investasi SI/TI berdasarkan prioritas portofolio
aplikasi.
•
Inadequate mechanisms for agreeing priorities are a
significant cause of organizational failure to deploy
IS/IT successfully
• Prioritas dapat berdasar pada logika ketergantungan
dan 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
•
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
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
• financial;
• critical success factors (either directly or
by enabling strategic developments);
• risk to current business (critical failure
factors);
Contoh Efek Pembobotan Pada
Berbagai Factor
H H L LTechnology cost performance enable
7.
L M
H M
New systems are required to support major business change.
6.
M H
H L
Need for redevelopment of old systems, which are out of date.
5.
M L
H H
Environment is very competitive and business performance must be improved 4. L M H H
Business in a high-growth market and satisfying the market demand is
paramount 3. H L M L
Business is in weak position or in declline – short-term profitability
2.
H L
L L
All types of investment have to be cost-justified to meet strict ROI hurdles
1. Economic s Infrastructure Business risks Objective s CSF Factors
Pengertian
Benefits Management: the process of
organizing and managing such that
potential benefits arising from the use of
IT are actually realized
organisasi, 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
Faktor-2 Yang Meningkatkan Tingkat
Kesuksesan Strategi SI/TI
Life-cycle role of senior executive initiation of the SIS in the context of
the need for business change
allocation of responsibility for benefit delivery
Existence 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
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).
Generic Sources of Benefit for
Different Applications
Support
Key Operational
Business efficiency Process elimination and cost reductionBusiness effectiveness
Business rationalization and integration
(R&D projects) Business innovation and
change
Business process restructuring
High Potential
Strategic
BENEFITS MANAGEMENT
PROCESS
Benefits Management Context
Benefit drivers Types of benefits Organizational context IT process and product Benefits management process Organizational changes Benefitsand structure benefits Plan benefits realization Execute benefits Review and evaluate Potential for further benefits
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
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
The Dimensions of Benefit
Management
BENEFIT DELIVERY PLAN 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?
Degree of explicitness Doing new things Doing things better Stop doing -things Financial Quantifiable Measurable
2. Investment objectives which result In 3. Benefits by 4. Costs: (a) Development (b) One-off (c) Infrastructure (d) Business change (e) Ongoing etc. and incur
5. Risks associated with the investment that may
prevent full benefit realization, etc.
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.
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
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.
ASSESSING AND MANAGING
INVESTMENT RISKS
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
