Pert. 9. Lingkungan strategi IS/IT
• Model sederhana
IS/IT
Industry, business and
organization impact
potential
BUSINESS STRATEGY
 Business decisions
 Objectives and direction
 Change
Supports
business
Where is the business
going and why
Direction for
business
IS STRATEGY
 Business based
 Demand oriented
 Application focused
Insfrastructure
and sevices
What is required
Needs and
priorities
IS STRATEGY
 Activity based
 Supply orientated
 Technology focused
How it can be
delivered
Figure.1.6. The relationship between business, IS and IT strategis
Pert. 9. Lingkungan strategi IS/IT
• Analisis yang lebih komprehensif
Pert. 9. Tantangan merencanakan strategi
saat ini
Gambar 3.3. Model lengkap perencanaan strategis IS/IT
Pert. 9. Tantangan merencanakan
strategis saat ini
• Lihat table 3.2; 3.3 dan 3.4 pada halaman 128 dan 129
Pert. 9. Tantangan merencanakan
strategis saat ini
Pert. 9. Tantangan merencanakan
strategis saat ini
Pert. 9. Menetapkan proses strategis
IS/IT
1.
A Continuous Process
Once a strategic perspective on IS/IT is established
and a strategy process is instituted, it should
become a continuously evolving process, where the
strategies and plans are refreshed regularly and
even frequently, according to external forces,
business needs and opportunities, the planning
timetable, culture of the organization, and the
benefits delivered by implementation of the
strategy.
Pert. 9. Menetapkan proses strategis
IS/IT
2. A Learning Process
Strategic IS planning is also a learning process. Both
IS specialists and business people are becoming
more aware of business and technology issues, and
learning to identify and exploit opportunities within a
cooperative environment.
Pert. 9. Menetapkan proses strategis
IS/IT
3. Initiating the Strategy Cycle
See box 3.1 that contains a list of questions that
require answering before embarking on IS/IT
strategy process.
•
Pert. 9. Menetapkan proses strategis
IS/IT
Insert box 3.1.
Pert. 9. Menetapkan proses strategis
IS/IT
• Insert box 3.1.
Pert. 9. Menetapkan proses strategis
IS/IT
4. Establishing Success Criteria
The impact of an IS/IT strategy is not instantaneous,
and it may, in fact, take some time-often two or more
years-between embarking on an IS/IT strategy
formulation and planning process.
The success criteria can be:
a. Improving the contribution of IS/IT to the
performance of the organization;
b. Extent of alignment of IT investment with the
business strategy
Pert. 9. Menetapkan proses strategis
IS/IT
c. Gaining competitive advantage through deployment
of IS/IT
d. Identifying new and higher payback apllications
e. Identifying strategic applications
f. Increasing top management commitment
g. Improving communication with users
h. etc.
Pert. 9. Menetapkan proses strategis
IS/IT
5. Menetapkan kriteria keberhasilan
Pert. 9. Menetapkan proses strategis
IS/IT
• Resource efficiency (Efisiensi sumber daya)
Refers to the efficient use and management of input
to the process or resources required for the process.
• Enrichment (pengkayaan)
Process oriented and refers to the improvement,
enhancement and adaptability of the IS/IT strategy
process, enabling it to be responsive to continuous
changes in the environment and to produce
incremental learning.
Pert. 9. Menetapkan proses strategis
IS/IT
• Effectiveness
Output oriented and refers to the effectiveness of the
IS/IT strategy process in meeting the intend goals.