Strategic Planning for Information
Systems
Third Edition
John Ward and Joe Peppard
1

• Organizing strategies for IS/IT management
• Models and framework for guiding management action
2

• 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 b/w centralization and development of IS/IT decision making.
3

IT
Executive
Consulting
Plans and control
Development
Systems development
Finance and admin.
Service
Operational services
Plan Implement Deliver
Source: Luftman
4

CIO
Administration
Planning
Research
HR
...
...
Source: Luftman
Systems
Development
Design
Programming
Maintenance
Data
Management
...
Operations
Data Centers
Telecomm.
Help Desk
...
...
5

CEO
CIO
VP Finanace
Function 1
VP Marketing
Function 1
VP Product ABC VP Product XYZ
Function 1 Function 1
Finance IT
Source: Luftman
Marketing IT ABC IT XYZ IT
6

CEO
VP
Finance
VP PLA
VP PLB
CIO
Systems development for finance
Systems development for product line A
Systems development for product line B
Administration Operations
7

Unresponsive
No BU ownership
No BU control of central
overhead $
Does NOT meet every
BU need
IT vision and leadership
Scale
economics
Users control
IT priorities
Leverage
standards
and tools
BU ownership
Control
architecture
Responsive to
BU’s needs
Excessive $ to group
Variable standards of IT
competence
Reinvention of wheels
No synergy and
integration
Critical mass of skills
Centralized IT
+
Strategic control synergy
+
Decentralized IT
-
8

• The organization’s depend on IT
• Its stage of maturity in terms of its application portfolio
• The geography of the enterprise, especially for organizations with a global presence
• Its business diversity and rate of change of the types of business and competitive pressures in each business
• The potential benefits of synergy b/w business in both trading goods and services and information exchange
• The economics of resourcing, obtaining and deploying skills
9

• While the business units should be responsible for applications- architecture, development and operation- certain areas should be centralized
• These included: telecommunications, hardware, software architecture, information architecture, risk management and security, shared services and utilities, and human resources.
• The activities of the units had to be coordinated with the central architecture development via
‘steering group or committee’
10

• Function: Develop and maintain information architecture
• Central IT group:
– Monitor process; provide assistance if requested
• Business unit operations
– Complete business architectures defining business by location
– Complete translation of strategy into technology requirements
– Define information architecture
11

• Function: Develop and maintain application architecture
• Central IT group
– Set standards, monitor process
– Review architectures and report on adequacy to
Technology Committee
– Ensure appropriate commonality
• Business unit operations
– Define requirements and develop architecture
– Coordinate b/w units for common business
12

• Function: Develop and maintain data architectures
• Central IT group
– Coordinate development/establishment of common database management process
– Create/maintain corporate databases
• Business unit operations
– Define requirements
– Develop in accordance with standards
13

• Function: develop and maintain hardware/operating system architecture
• Central IT group
– Monitor development/implementation within sectors
– Develop and maintain architecture for corporate users-support operations
• Business unit operations
– Develop in accordance with corporate standards and business requirements
– Request variances as appropriate; make change recommendations
14

• Function: Develop and maintain telecommunications architectures
• Central IT group
– Develop in accordance with standards and business requirements
• Business unit operations
– Define requirements
– Report performance/responsiveness problems
15

• Business units receive a responsive service from decentralized IS functions
• While at the same time a corporate IS function provides group wide IT services and exerts some degree of central leadership and control of IT activities
16

Structural arrangements for the IS Function
Strategies for managing
IS/IT activities
Independent IS/IT activities in business units
· BUs pursue independent system initiatives
Centrally-driven IS/
IT activities
· Corporate wide
IS/IT solutions imposed on BUs
Advantages
Critical management issues
· BUs have ownership
· Users control IS/IT priorities
· Responsive to BU’s needs
· Integration
· Lack of quality control of data
· Variable standards of
IS/IT competency
· ‘Reinvention of wheels’ and duplication of effort
· Little synergy across
Bus
· Managing cost
· Scale economics
· Control of standards
· Critical mass of skill
· Politics
· Unresponsive
· Does not meet every
Bus’ needs
· Effect on customer

Structural arrangements for the IS Function
Informal cooperation in IS/
IT activities across
BUs
‘Federalism’
(integrated IS/IT)
Strategies for managing
IS/IT activities
Advantages
Critical management issues
· Informal social networking b/w the centre & Bus
· Usually brought about by movement of key
IS/IT personnel across BUs
· Awareness of IS/
IT issues across the enterprise
· Balancing central control & BU autonomy without losing the advantage of global coordination & integration
· Group-wide IS/IT strategy & architecture with devolution where appropriate
· Coordination & direction setting
· Leaving too much to chance
·
·
·
·
Complexity
Execution
Timing
Defining ‘where appropriate’
18

• Achieve two-way alignment b/w 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
19

• He argued the need for a different approach to managing IT resources that consider the sources of value to be derived from IT resources.
• He proposed that resources should be managed as a value centre .
• The value centre is an organizing concept that recognizes four interdependent sources of value from IT resources: cost centre, service centre, investment and profit centre .
20

• 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 ITenabled business capability to support current strategies.
21

• The investment centre has a 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 worldclass IS function.
22

1
2
3
4
5
IT Leadership
Architecture
Development
Business
Enhancement
Technology
Advancement
Vendor
Management
Supply side
1
Demand side
4
2
3
Embedded in the business
5
Outsourced to external service providers
23

• IT leadership, which includes IT envisioning, fusing 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 development.
• Vendor management, which includes managing and developing relationships with vendor and suppliers, negotiating and monitoring contracts and purchasing.
24

• What needs to be managed?
• Where IS/IT resources should be outsourced?
• Who should manage IS/IT?
• Coordinating mechanisms for the strategic management of IS/IT
• Define IS competency
• Managing relationships
25

• The activities that are traditionally seen as necessary for ‘IT’, and consequently considered as taking place within the IS function, can be portrayed as delivering a range of services to the business.
– Strategy and planning services
– Application development services
– Application and technical services
– Technology delivery and maintenance services
26

• 2 key issues must be considered
– Location of IS/IT decision rights
• What decisions should be centralized and what aspects of IS/IT management should be devolved into the business and out of the IS function?
• The organization needs to define authority, responsibilities, policies, coordinating mechanism and control procedures.
– Sourcing of IS/IT resources
• Internal or interorganizational resources
• The interorganizational arrangement places new stresses, demanding additional coordination and vendor relationship management.
27

Distributed
Location of decision rights
Traditional
IS function
Centralized
Internal Interorganizational
Provisioning of
IS resources
28

• Organizations engaging in outsourcing at some stage identify the need to realign, change and/or develop different parts of their IS/IT structures, competencies and skills to enable them to maintain the link b/w IS/IT and business prerequisites.
• Increase the complexity in managing IS/IT
29

• Content – the decision areas that are being managed (Table 8.4)
• Authority – the individuals or groups that have the power actually to make decisions in the various areas
• Responsibilities – the individuals or bodies responsible for day-to-day execution in decision areas. The definition of responsibility needs to be integral to each person’s job role and function
• Coordination – the mechanism and processes for ensuring coherence across all decision areas
(eg. Steering committees, management groups)
30

• Policies – statements of principles or actions defining acceptable behaviour.
They provide a basis for consistent decision making and resource allocation.
• Control – outlining the approached to policing decisions, ensuring conformance across the organization
31

• Restraining policies are seen as describing the rules of federation. They define the parameters within which decisions are made.
• Enabling policies relate to the dissemination of best practice.
32

• Restraining Policies
– Technical compatibility standards
– Standards for buying equipment & services
– Common systems mandate
– Disaster recovery, security & quality policies
– Group systems standards
– Group job specifications
– Any conformance to industry standards
.
.
.
• Enabling Policies
– Making group-resourced services available to division
– Negotiating volume discounts
– Managing supplier relationships
– Influencing behaviour through charge-out rules
– Setting criteria for selecting common systems
– Funding share assets
.
.
.
33

• Insourcing – IS/IT resources are provided by a central IS function
• Outsourcing – delegation, through a contractual arrangement, of all or part of the technical resources, the human resources and the management responsibilities associated with providing
IT services, to an external vendor.
34

• Financial and economic reasons
• Technical reasons
• Business reasons
35

• Purchasing style
– Transaction style refers to one-time or short-term contracts with enough detail to be the original reference document
– Relationship style refers to less detailed, often incentive-based contracts, centred around the expectation that the customer and vendor will do business for many years.
• Purchasing focus
– Resource option , organizations buy vendor resources such as HW, SW or expertise, but manage the use of the resources in-house.
– Result option , vendors manage the delivery of the IT activities, using whatever resources are necessary, to provide the customer with specified results.
36

Resource
BUY IN
PREFERRED
SUPPLIER
Purchasing focus
Result
CONTRACT
OUT
PREFERRED
CONTRACTOR
Transaction
Purchasing
Relationship style
37

• Contract out strategy - the vendor is responsible for delivering the results of IT activity.
• Buy-in strategy – the organization buy in resources from the external market, often to meet a temporary requirement. Contracts often specify the skills required and cost, with the resources then managed in-house.
• Preferred contract strategy – organizations contract long term with a vendor to reduce risk, with the vendor responsible for the management and delivery of an IT activity or service.
• Preferred supplier strategy – this strategy takes buy-in approach further, with an organization seeking to develop a long-term close relationship with a vendor in order to access its resources for ongoing IT activities.
The organization takes responsibility for managing these resources.
38

• The ability to track, assess and interpret changing IS/IT capability and relate them to organization need.
• The ability to work with business management to define the IT requirements 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.
39

• Position on the strategic grid
• Development portfolio
• Organizational learning
• A firm’s position in the market
• Current IT organiztion
40

High
Factory- uninterrupted service-oriented information resource management
Outsourcing presumption : Yes, unless company is huge and well managed
Reasons to consider outsourcing:
·
Possibilities of economies of scale for small and midsize firms
·
Higher-quality service and backup
·
Management focus facilitated
·
Fiber-optic and extended channel technologies facilitate international IT solutions
Support-oriented information resource management
Outsourcing presumption : Yes
Reasons to consider outsourcing:
·
Access to higher IT professionalism
·
Possibility of laying off is of low priority and problematic
·
Access to current IT technologies
·
Risk of inappropriate IT architecture reduced
Low
Strategic information resource management
Outsourcing presumption : Mixed
Reasons to consider outsourcing:
·
Rescue an out-of-control internal IT unit
·
Tap source of cash
·
Facilitate cost flexibility
·
Facilitate management of divestiture
·
Provide access to technology applications and staffing skills otherwise not available
Turnaround information resource management
Outsourcing presumption : Mixed
Reasons to consider outsourcing:
·
Internal IT unit not capable in required technologies
·
Internal IT unit not capable in required project management skills
·
Access to technology applications and staffing otherwise not available
IT Impact on Core Strategy

• Maintenance or high-structured projects=> candidate for outsourcing
• High-technology, highly structured work => strong candidate for outsourcing
• Large, low-structured projects => difficult coordination problems for outsourcing
42

• A firm’s organizational learning ability influences whether it can manage an outsourcing arrangement effectively.
• Many firms’ development portfolios include a large number of projects aimed at process reengineering and organizational transformation.
• The success of both types of projects depends on having the internal staff radically change the way it works.
43

• Firms that are far behind their peers often do not have the IT leadership, staff skills, or architecture to upgrade quickly to state-of-the-art technology.
• Must go forward with contemporary practice and technology.
• A firm whose IT capabilities have become obsolete, it is not worth dwelling on how the firm got where it is but vital to determine how it can extricate itself
44

• The more IT activities are already segregated in organizational and accounting terms, the easier it is to negotiate an enduring outsourcing contract.
• A stand-alone IT unit has already developed the fundamental integrating and control mechanisms necessary for an outsourcing contract
45

IT directors
Finance directors
Pluses
• Technical expertise
• Accurate Systems
• Sound technology
• Systems integration
• Tight cost control
• Department coordination
• Training costs integrated
• Strict authorization
Minuses
• IT not aligned
• Education omitted
• Information overload
• Technical solutions
• Not always best value for money
• Insufficient time to devote to IT
• Opportunities missed
• Short-term approach
46

Business
-unit head
Board of directors
Pluses
• IT investments linked to the business direction
• Locally-focused systems
• Continuous development
• Shorter reporting structure
• Strategic direction
• Appreciation of broader impact of decisions
• Major problems tackled
• Funding allocated
Minuses
• Systems not coordinated
• Incompatibility across
BUs
• Duplication of data
• Unnecessary costs incurred
• Logistical details omitted
• IS/IT underexploited
• Infrastructure weak
• Slow to exploit technology
47

Aplikasi portofolio
• Mainframe era
– Pemrosesan transaksi-otomatisasi untuk efisiensi terdistribusi era
• Distributed era
– Knowledge-worker support,interorganizational systems, ERP systems
• Web-based and Internet era
– Electroniccommerce, Knowle \ DGE manajem en, organisasi virtual,rantaipasokan rekayasa ulang
48

Senior eksekutif sikap bisnis untuk IS / IT
• Mainframe era
– TI untuk perpindahan biaya dan otomatisasi
• Distributed era
– Peningkatan keterlibatan dalam masalah IT dan pemerintahan
– Polarisasi sikap: TI sebagai aset strategis atau biaya yang harus diminimalkan
• Web-based and Internet era
– TI, terutama internet, dipandang sebagai transformasional
– Investasi TI sekarang lebih menarik dalam hal biaya dan rentang waktu
– IS / IT sekarang bagian dari percakapan bisnis yang sedang berlangsung
49

Masukan untuk bisnis
• Mainframe Era
– Penasehat 'Bagaimana melakukan', 'Apa yang harus dilakukan' ’
• Distributed era
– Akses ke eksekutif senior
– Diundang 'kursi di meja'
• Web-based and Internet era
– Anggota tim eksekutif memiliki 'kursi di meja‘
– Membantu mendefinisikan 'apa yang harus dilakukan'
50

Tugas utama
• Mainframe era
– Pada waktu pengiriman
– Handal operasi TI
• Distributed era
– Mengelola IS fungsi
– Menyediakan infrastruktur
– Mengelola vendor
• Web-based and Internet era
– Bersama-sama mengembangkan bisnis / TI model
– Perkenalkan proses manajemen yang memanfaatkan teknologi, terutama internet
51

Peran
• Mainframe era
– Fungsional kepala
– Manajer operasional
– Menepati janji
• Distributed era
– Mitra strategis
– Hubungan pembangun
– Teknologi penasihat
– Luruskan IS / IT dengan bisnis
• Web-based and Internet era
– Visioner
– Hubungan pembangun
– Teknologi oportunis
– Drive dan bentuk strategi
52

• Kepemimpinan
• visioner
• hubungan pembangun
• politikus
• pembebas
53

• Luas bisnis dan pengetahuan organisasi
• Luas seperangkat hubungan dalam perusahaan& industri
• Sangat baik reputasi dan track record yang kuat dalam satu set luas kegiatan
• Tajam pikiran dan keterampilan interpersonal yang kuat
• Tinggi integritas dan nilai-nilai pribadi
• Tingkat tinggi motivasi
54

A sensible and appealing picture or the future
Vision
A logic for how the vision can be achieved Leaders define
WHAT
Strategies
Managers define HOW
Plans
Budgets
Specific steps and timetables to implement the strategies
Plans converted into financial projections and goals
55

• Behavior
– Apakah setia kepada organisasi
– Terbuka dalam gaya manajemen
– Dianggap memiliki integritas
• Motivation
– Apakah berorientasi tujuan
– Nyaman sebagai agen perubahan
– Kreatif dan mendorong ide-ide
• Competencies
– Adalah seorang konsultan / fasilitator baik komunikator
– Memiliki pengetahuan
IT
– Mampu mencapai hasil melalui orang lain
• Experienace
– Pengalaman dalam pengembangan
IS peran (terutama dalam analisis sistem)
56

• Pengarah kelompok atau komite
• Alasan
– Memastikan keterlibatan manajemen puncak dalam perencanaan IS
– Memastikan b cocok / w IS dan strategi bisnis
– Meningkatkan komunikasi dengan manajemen puncak dan menengah
– Mengubah sikap pengguna untuk TI
57

• Salah orang yang terlibat
• Kegiatan komite pengarah dan keputusan yang diambil harus terintegrasi dengan strategi keseluruhan diproses dalam bisnis.
• Panitia tidak memiliki infrastruktur untuk mendukung dan melaksanakan tindakan-tindakan yang menjadi strategi.
58

BUSINESS-LED
EXECUTIVE
STEERING
GROUP IT-LED
BUSINESS
(or functional)
IS STRATEGY
GROUPS
APPLICATION
MANAGEMENT
GROUPS
DEMAND
MANAGEMENT
IT STRATEGY
GROUP
SERVICE
MANAGEMENT
GROUPS
TECHNICAL
MANAGEMENT
GROUPS
SUPPLY
MANAGEMENT
59

• Menafsirkan strategi bisnis dan menyetujui
• keseluruhan IS / IT kebijakan
• Menetapkan prioritas, menyetujui tingkat sumber daya dan biaya, otorisasiinvestasi besar
• Memastikan bahwa aplikasi strategis mencapai tujuan mereka
• Menetapkan tanggung jawab organisasi yang tepat dan hubungan
60

• Mengidentifikasi kebutuhan bisnis, menafsirkanCSF, menilai peluang dan ancaman dan IS implikasi di bidang bisnis
• Memprioritaskan, perencanaan dan koordinasi kegiatan dan pengeluaran IS di daerah tersebut dan manfaat yang direncanakan memastikan disampaikan
• Memastikan sumber daya pengguna yang tepat dialokasikan untuk proyek dan menunjuk manajer aplikasi
61

• Menafsirkan TI tren dan perkembangan dalam konteks organizationbisnis
• Memastikan sumber daya dikerahkan untuk memenuhi prioritas bisnis
• Mengembangkan sumber daya TI dan jasa sesuai dengan bisnis IS rencana dan pemantauan kinerja sumber daya
• Mengelola pasokan teknologi dan spesialis membeli-in layanan Risiko teknisMemastikan diminimalkan
62

• Mengidentifikasi dan menentukan kebutuhan, manfaat, sumber daya bisnis dan biaya aplikasi untuk memungkinkan manajemen untuk mengevaluasi investasi dan prioritas
• Mengelola perkembangan dan penggunaan berkelanjutan dari sistem untukmemastikan manfaat yang maksimal
• Memastikan perubahan bisnis yang diperlukan untuk mendapatkan manfaat dilakukan
• Memastikan bahwa sumber daya pengguna yang tersedia sesuai kebutuhan dan digunakan secara efektif pada proyek-proyek
63

• Menerjemahkan kebutuhan bisnis ke dalam persyaratan teknis dan implikasi sumber daya
• Memilih cara optimal pertemuan bisnis kebutuhan
• Pemantauan kinerja terhadap anggaran / tingkat layanan disepakati dengan bisnis
• Solusi teknis Memastikan diuji dan kualitas terjamin untuk menghindari kegagalan aplikasi
• Perencanaan pengembangan layanan dan sumber daya untuk memenuhi kebutuhan yang berkembang
64

• Memahami perkembangan teknologi, merumuskan dan mengkomunikasikan pilihan implikasi
• Menilai kemampuan teknologi terhadap kebutuhan dikenal dan potensi
• Perencanaan dan pengelolaan pengembangan infrastruktur dan migrasi untuk meminimalkan risiko untuk aplikasi bisnis
• Kelompok layanan Menyelesaikan masalah teknis / masalah dengan pemasokdan memastikan secara efektif didukung
65

3 bertahan dalam tantangan eksploitasi TI
• Tantangan bisnis dan IS / IT visi adalah untuk mengatasi kebutuhan untuk dua arah b / w keselarasan bisnis dan teknologi
• Tantangan pengiriman IS layanan dengan biaya rendah dan kualitas tinggisedang berubah oleh pasar, layanan yang berkembang dinamis
• Tantangan TI desain arsitektur - pilihan platform teknis di mana untuk me-mount ISlayanan
66

IS/IT leadership Integrating IS/IT effort with business purpose and activity
Business system thinking
Envisioning the business process that technology makes possible
Relationship building
Architecture planning
Getting the business constructively engaged in IS/IT issues
Creating a coherent blueprint for a technical platform that responds to current and future business
Making technology work
Rapidly achieving technical progress by one means or another
67

Informed buying Managing the IS/IT sourcing strategy that meets the interests of the business
Contract facilitation
Ensuring the success of existing contracts for IS/IT services
Contract monitoring
Protecting the business’s contractual position, current and future
Vendor development
Identifying the potential added value of
IS/IT service suppliers
68

Strateg8i
Define the IS
Capability
Define the IT
Capability
Pemasok Exploitation
Deliver solution
69

• Strategi: kemampuan untuk mengidentifikasi dan mengevaluasi implikasi TI berbasis peluang sebagai bagian integral dari formulasi strategi bisnis dan mendefinisikan peran IS / IT dalam organisasi.
• Tentukan IS kontribusi: kemampuan untuk menerjemahkan strategi bisnis ke dalam proses, informasi dan investasi sistem dan rencana perubahan yangsesuai dengan prioritas-bisnis strategi IS
• Tentukan kemampuan TI: kemampuan untuk menerjemahkan strategi bisnis ke dalam jangka panjang arsitektur informasi, infrastruktur teknologi dan rencanasumber daya yang memungkinkan pelaksanaan strategi-strategi TI
70

• Exploitasi : the ability to maximize the benefits realized from the implementation of IS/IT investments through effective use of information, applications and IT services.
• Memberikan Solusi : the ability to deploy resources to develop, implement and operate
IS/IT business solutions that exploit the capabilities of the technology.
• Pasokan : the ability to create and maintain an appropriate and adaptable information, technology and application supply chain and resource capacity.
71

Define the IS contribution
• Prioritas
• IS keselarasan strategi
• Bisnis proses desain
• Peningkatan kinerja bisnis
• Sistem dan inovasi proses
• Tentukan kemampuan TI
Define the IT capability
• Pembangunan infrastruktur
• Teknologi analisis
• Sourcing strategi
Strategy
• strategi bisnis
• inovasi teknologi
• investasi kriteria
• informasi pemerintahan strategi
Exploitation
• Manfaat perencanaan
• Manfaat pengiriman
• Mengelola perubahan
Deliver solutions
• pengembangan aplikasi layanan manajemen
• Informasi manajemen aset pelaksanaan manajemen menerapkan teknologi
• Kelangsungan bisnis dan keamanan
Supply
• Hubungan pemasok
• Teknologi standar
• Teknologi akuisisi
• Aset dan manajemen biaya
IS / IT pengembangan staf
72

Sumber dari IS fungsi Fokus
Teknologi
Pasokan
Tentukan kemampuan
TI
Pengiriman Solusi
Exploitasi
Tentukan contribusi IT
Strategi
Sumber dari 'bisnis'
Fokus
Bisnis
73

74

• Pelatihan baru direkrut dari sekolah atau universitas, yang mahal
• Merekrut staf yang berpengalaman dari organisasi lain, yang dapat berisiko
• Pelatihan yang ada non-IS orang, terutama dalam keterampilan aplikasi di daerahpengguna, yang mungkin memerlukan pengembangan peran pekerjaan baru
• Menggunakan sumber daya eksternal, baik pada jangka pendek untuk mengatasibeban puncak, atau jangka panjang untuk memberikan organisasi denganketerampilan tertentu
75

Potensi tinggi
Pengguna
STRATEGIC
Melatih pengguna dalam aplikasi berbasis keterampilan
(menggunakan sumber daya sendiri)
Beli dalam membantu ahli dan transfer pengetahuan
Spesialis
Teknologi
Merekrut dan / atau kereta spesialis
IS / IT profesional
Melatih pengguna dalam eksploitasi paket perangkat lunak untuk menggantikan profesional TI
Pengguna
Outsource to release resources
KUNCI
OPERASIONAL
DUKUNGAN
Penyedia layanan aplikasi fasilitas manajemen kontraktor pengembangan perangkat lunak
76

• Layanan Bisnis - membutuhkan bisnis yang kuat, keterampilan organisasi dan perencanaan
• Bisnis dukungan - bisnis dan organisasi serta beberapa keterampilan teknis
• Pengembangan dukungan - yang kuat teknis dan keterampilan bisnis yang baik
• Layanan Teknis - keterampilan teknis yang kuat
77

• Dengan TI pemasok luar, yang pasti akan melakukan pekerjaan semakin lebih melalui pengaturan outsourcing.
• Dengan manajer bisnis dan pengguna sistem, untuk memungkinkan bisnis untuk mengidentifikasi dan menyadari manfaat dari investasi aplikasi dan untuk mendapatkan nilai maksimum dari layanan yang disediakan.
• Dengan spesialis IT di perusahaan lain, mitra terutama perdagangan
78

• Organisasi mengandung subkultur sering dikaitkan dengan spesialisasi fungsional atau lokasi geografis.
• Subkultur ini dapat dyfunctional.
• TI sebagai spesialisasi fungsional telah memperkenalkan subkultur baru dansalah satu yang sering sulit untuk berdamai dengan budaya yang dominan dalam organisasi .=> kesenjangan budaya
• Ini berarti bahwa kelangsungan hidup strategi IS akan tergantung pada sejauh mana itu berasal dari 'nilainilai bersama' dari mereka yang harus menerapkan strategi.
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Tahap 4
'Demokrat dialektika dan kerjasama'
Spesialis TI menyadari kebutuhan untuk bekerja sama dengan manajer bisnis untuk mencapai tujuan bisnis, tapi masih berharap bisnis untuk bekerja sama dengan TI set nilai
Tahap 5
'Wirausaha kesempatan'
Tahap 6
'hubungan yang harmonis
Terpadu'
Pengakuan dalam bisnis yang dapat memberikan TI baru, yang berpotensi strategis, manfaat melalui penggunaan inovatif sering membuat departemen
TI menjaga warisan dan berjuang untuk memberikan nilai apapun untuk yang baru
'dibebaskan' pengguna
Jarang dicapai, karena kesulitan dalam merekonsiliasi nilai-nilai yang berbeda, mengatasi preseden sejarah dan prasangka, dan membutuhkan keterbukaan baru dalam semua aspek aktivitas TI
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The business
CEO
Leadership
Structure and
Processes
Roles
CIO
Relationships
IS
Function
Behaviours
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Tahap 1
Adhocracy
Sangat sedikit nilai-nilai bersama sejak fokus TI internal dan mereka tidak mampu atau tidak mau untuk mencari hubungan koheren dengan bisnis. Mereka berhubungan lebih erat dengan pemasok TI
Tahap 2
'Mulai yayasan
The 'imamat "TI mulai berkembang dan staf TI mungkin menumbuhkan budaya yang unik didasarkan pada ibadah teknologi - sering bertentangan dengan serius bisnis
Tahap 3
'Sentralisasi kediktatoran'
Ketika manajemen TI sering bereaksi untuk bisnis manajer 'keprihatinan atas' belanja berlebihan 'pada IT dan pandangan kinerja pengiriman yang buruk dengan menjadi defensif dan mengerahkan kontrol atas apa yang dilakukannya untuk memperbaiki keseimbangan
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• Earl dan Sampler
-Kenali disekuilibrium
-Menekankan manajemen pasokan
-Menekankan manajemen permintaan
-menjaga keseimbangan
• Peppard
-Mendapatkan dasar-dasar yang tepat
-Mintalah pengaruh utama
-membangun kredibilitas
-Carilah keterlibatan awal dalam proyek
-Tempat tanggung jawab untuk IS dengan bisnis
-Memupuk dan memelihara kemitraan
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• Organisasi mengartikulasikan, mengekspl orasi dan menganalisa krisis atau kehilangan kepercayaan di IT pada umumnya dan IS fungsi pada khususnya.
• Gejala dan resep
-Bisnis kebutuhan tidak puas
-Teknologi masalah
-Manajemen penilaian
-Mulai dari rezim baru
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• Organisasi ini bertujuan peningkatan kinerja radikal dari sisi penawaran dengan menetapkan tujuan pengiriman dan mulai membangun kembali platform teknologi.
• Resep
-Menetapkan target kinerja yang ambisius
-Mulai membangun platform teknis
-Mencari awal, hasil nyata
-Mengatur aplikasi prioritas
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• Organisasi ini bertujuan peningkatan kinerja radikal dari sisi penawaran dengan menetapkan tujuan pengiriman dan mulai membangun kembali platform teknologi.
• Resep
-Menetapkan target kinerja yang ambisius
-Mulai membangun platform teknis
-Mencari awal, hasil nyata
-Mengatur aplikasi prioritas
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• Organisasi melengkapi proses transformasi dengan menerapkan perubahan radikal akhir di kedua sisi permintaan dan penawaran.
• Jika bisnis atau teknologi diskontinuitas terjadi dan perusahaan tidak berurusan dengan mereka, dapat memulai proses transformasi baru dengan kembali keTahap 1.
resep
• Menyadari bahwa itu merupakan perjalanan yang berkesinambungan
Rethinking pemerintahan
 Pelatihan ulang personil TI
 Menciptakan kemitraan dengan bisnis dan vendor 87

• Mendapatkan dasardasar yang tepat
 Kepemimpinan TI
 Dapatkan bisnis yang terfokus
 Fokus pada kualitas
 internal organisasi TI
 Memeriksa struktur internal dan proses
 Tentukan nilai tambah
 aspek IS / IT
 Dapatkan dukungan dan komitmen dari semua IS staf
• Mintalah pengaruh utama



Dapatkan pengaruh utama pada papan
Setuju peran organisasi TI
Dengarkan bisnis
 Menentukan area prioritas utama
 Menetapkan peran hubungan dalam organisasi
TI
 Membangun kesepakatan tingkat layanan
 Membuka saluran komunikasi
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• Membangun kredibilitas
-Membangun dialog dengan bisnis
-Alamat nilai-nilai dan kepercayaan dari manajemen bisnis
-Menunjukkan nilai bisnis
-Memprakarsai program pendidikan untuk penyumbatan 'mindset' alamat
-Memulai program pemasaran internal
• Carilah keterlibatan awal dalam proyek
-Fokus pada manfaat pengiriman
-Pastikan TI keterlibatan awal dalam proyek bisnis dan visa-versa
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• 4 daerah kritis yang memerlukan perhatian
-Fungsi CIO
-Pengukuran kinerja
-Campur dan koordinasi tugas
-Pelanggan-vendor antarmuka
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• Tempat tanggung jawab untuk IS dengan bisnis
-Memindahkan tanggung jawab IS permintaan ke bisnis
-Membingkai ulang IS / IT struktur tata kelola
-Buat IT / proses bisnis
-Mendefinisikan peran informasi
• Memupuk dan memelihara kemitraan
-Penekanan terusmenerus komunikasi
-Kembali tahap sebelumnya
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• Kemitraan / kontrak manajemen
– Sebuah informasi CIO yang memonitor kinerja terhadap kontrak dan rencana untuk dan berurusan dengan isuisu yang muncul aliansi outsourcing membantu beradaptasi dengan perubahan.
• Perencanaan arsitektur.
– Staf Seorang CIO harus memvisualisasikan dan mengkoordinasikan pendekatan jangka panjang untuk standar jaringan, HW dan SW dan arsitektur basis data
-
• Emerging technologies
– Perusahaan harus mengembangkan suatu pemahaman yang jelas teknologi muncul dan aplikasi potensi mereka
– Menilai alternatif teknologi tidak dapat didelegasikan kepada pihak ketiga terus menerus belajarContinuous learn
– Sebuah perusahaan harus menciptakan lingkungan TI internal belajar untuk membawa pengguna ke kecepatan sehingga mereka merasa nyaman dalam iklim
92 perubahan terus-menerus

• Perusahaan harus mengembangkan standar kinerja, mengukur hasil.
• Langkah paling penting dari keberhasilan yang tidak berwujud dan memainkan jangka waktu yang panjang
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• Jika tidak hati-hati dikelola, baik kontrak dan lokasi geografis yang berbeda dari staf pengembangan outsourcing vendor mungkin menghambat diskusi dan mengakibatkan biaya tambahan
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• Interface b / w pelanggan dan vendor sangat kompleks dan biasanya harus terjadi pada berbagai tingkat.
• Tingkat senior, harus ada link untuk menangani isu-isu utama dari kebijakan restrukturisasi dan hubungan
• Tingkat yang lebih rendah, harus ada mekanisme untuk mengidentifikasi dan menangani isu yang lebih operasional dan taktis.
• CEO kebijakan tingkat-diskusi
• Kedua sisi membutuhkan manajer hubungan reguler penuh waktu dan kelompok koordinasi yang lebih rendah dalam organisasi untuk menangani isu-isu operasional dan potensi kesulitan
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