Pert. 17. Kebutuhan informasi utk
mencapai sasaran bisnis sekarang
•
Balance Score Card (BSC)
BSC is based on the premise that financial
measures only report the results of past decision
and that, if performance measurement is to have
any real meaningful impact, amore balanced set of
objectives and measured is required.
Pert. 17. Kebutuhan informasi utk
mencapai sasaran bisnis sekarang
The 4 interrelated perspectives are:
•
Financial: how do we look to our shareholders and
those with a financial interest in the organization?
•
Internal business perspective: what do we have to
excel at if we are to meet the expectations of our
employees and trading partners?
•
Customer perspective: how do our customers perceive
us in term of products, services, relationships and
value-added?
•
Innovation and learning perspective: to achieve our
future vision, how will we continue to improve and
create future value for our stakeholders?
Pert. 17. Kebutuhan informasi utk
mencapai sasaran bisnis sekarang
• Critical Success Factors (CSF)
CSF analysis is a powerful and popular technique not
only in developing an IS/IT strategy but also for
business strategy development.
CSF is the limited number of areas in which results, if
they are satisfactory, will ensure successful competitive
performance for the organization.
They are the few key areas where ‘things must go
right’ for the business to flourish.
Pert. 17. Kebutuhan informasi utk
mencapai sasaran bisnis sekarang
• Konsolidasi BSC dengan CSF
The outputs from the construction of the BSC and the
CSF analysis can be combined to provide a more
comprehensive set of IS requirement. The BSC links
measures to business objectives, while CSF analysis
identifies what is critical to achieving results.
For further explanation see box 4.2.
Pert. 17. Kebutuhan informasi utk mencapai
sasaran bisnis sekarang
Pert. 17. Kebutuhan informasi utk
mencapai sasaran bisnis sekarang
Pert. 17. Kebutuhan informasi utk mencapai
sasaran bisnis sekarang
Pert. 17. Kebutuhan informasi utk mencapai
sasaran bisnis sekarang
Pert. 17. Kebutuhan informasi utk mencapai
sasaran bisnis sekarang
Pert. 17. Analisis proses bisnis
• Pengertian proses (Oxford English Dictionary)
a continuous and regular action or succession of
actions, taking place or carried out in a definite
manner, and leading to the accomplishment of some
result; a continuous operation or series of operation.
A process focus means examining the way a
customer order is fulfilled, a new product developed
or a customer account established without concern
for functional boundaries or specialization.
Pert. 17. Analisis proses bisnis
2
3
6
1
10
5
4
9
11
7
8
13
14
12
Process flow
1
2
3
4
5
6
7
8
9
10
11
12
Figure.4.8.Adopting a process orientation
13
14
Pert. 17. Analisis proses bisnis
Many IT implementations have focused on automating
traditional ways of working that existed at that timeexisting work practices remain.
Box 4.3 provides a summary description of approaches
to redesign.
Pert. 17. Analisis proses bisnis
Pert. 17. Analisis proses bisnis
Pert. 17. Analisis proses bisnis
• Mengidentifikasi proses
Despite the intuitive appeal of process, identifying
and understanding processes is not simple as it might
at first seem.
For example, in the delivery of most products and
services, companies operate a highly complex set of
process.
See box 4.4.
Pert. 17. Analisis proses bisnis
Pert. 17. Analisis proses bisnis
Pert. 17. Analisis proses bisnis
Pert. 17. Pemodelan organisasi
• Organizational modeling is a structured technique used
to ensure comprehensive examination and
documentation of a business and its IS/IT strategy
development.
• It is a valuable technique in IS/IT strategy development,
and, if the business is also conducting any business reengineering exercises, this or a similar means of
obtaining a very broadly based understanding of the
organization is essential.
Pert. 17. Pemodelan organisasi
Employ ees and
other tangible
assets


People
Plant, equipment, etc.
Formal
organizational
arrangements
Social sy stems


Culture
social structure


Structure
Operating systems
Key organizational
processes





Information gathering
Comunication
Decision asking
Matter/Energy transporting
Matter/Energy environment
Dominant
coalition
Technology



Methods
T echniques

Personal
characterisrics
Goals, strategies
External
env ironment


T ask environment
Wider environment
Fi gure.4.10.The organizational model: environment and culture
(source:
adapted from J.P. Kotter,Organizational Dynamics: Diagnosis and Intervention,
Addison-Wesley, Reading, Massachusetts, 1978)
Pert. 17. Pemodelan organisasi
Pert. 17. Pemodelan organisasi
Pert. 17. Pemodelan organisasi
Pert. 17. Pemodelan organisasi
Pert. 17. Pemodelan organisasi
Pert. 17. Evaluasi kesenjangan antara
lingkungan IS/IT saat ini dengan yg
dibutuhkan
•
a.
b.
Identifikasi kesenjangan
There will almost certainly be a gap between the
current resources and competencies and those
needed to satisfy the future IS demand. The gap
identifies the requirements for change:
Processes in need of recognition, simplification,
streamlining or redesign-all with significant IS/IT
requirements;
Changes in IT supply resources and competencies
to support the role IS/IT needs play.