Exploring Various Approaches
in Developing SPIS
Session Objectives
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To understand various approaches in
developing SPIS
To understand the use of various methods,
techniques, processes, and procedures in those
approaches
The meaning of: Approach, Methodology,
Method, and Technique in SPIS
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Approach: Ideas or actions intended to deal with a
problem or situation;
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"his approach to every problem is to draw up a list of pros
and cons";
Methodology: A formalized approach of doing
something, applied to a specific branch of knowledge.
Method: a way of doing something, especially a
systematic way; implies an orderly logical arrangement
(usually in steps)
Technique: The systematic procedure by which a
complex or scientific task is accomplished.
Techniques and methods are used in a methodology
Critiques to SPIS Methodology
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Inefficiency of IT investment has been
recognized the blame goes to lack of SPIS
IT manager alone can not established the SPIS,
hence a more comprehensive IT plan is needed
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The coverage of SPIS methodology
Inconsistency of SPIS methodology due to
various natures of organization, etc.
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Lack of agreed depthness of SPIS
Lack of agreed organization coverage for SPIS
Various business areas where SPIS is
needed
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Education Industry
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Manufacturing Industry
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Supply-chain management
Customer Management
Robust production, accounting, and marketing systems
Tourism Industry
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Fast moving industry due to globalization
Competitors are going global
Various products and services
Complex internal business processes
Improve customer services
Improve images (security, coordination, etc)
Involve a lot of stakeholders (travel agent, restaurant, hotels, etc)
Much more….
Various SPIS Methodologies
1. Ward dan Peppard
2. James Martin
3. Be Vissta Planning
4. Tozer
5. Wetherbe
6. Josip Brumec
Ward & Peppard’s Methodology
External Business
Environment
External IS/IT
Environment
Internal Business
Environment
Internal IS/IT
Environment
IS/IT
STRATEGY
PROCESS
Business IS
Strategy
IS/IT Management
Strategy
Future Application
Portfolio
Current Application
Portfolio
IT
Strategy
James Martin’s Methodology
TAHAP ANALISIS
1. Tinjauan Model Perusahaan
2. Analisis Strategi Bisnis
3. Analisis Sasaran dan Masalah
4. Analisis CSF
5. Analisis Dampak Teknologi
6. Pandangan Strategis Sistem
7. Evaluasi Sistem Saat ini
TAHAP PERANCANGAN
1. Pembuatan Arsitektur Informasi
2. Pembuatan Matriks Fungsional
3. Pembuatan Jaringan Infrastruktur
& aturan
4. Pembuatan ERD
Be Vissta Planning Methodology
DETERMINE BUSINESS and INFORMATIONS NEEDS
Pre renstra, Identifikasi informasi organisasi, Analisis internal/eksternal
bisnis organisasi, Analisis internal/eksternal S/TI organisasi
DEFINE IS TARGETS
Identifikasi: Masalah & solusi bisnis internal, Peluang bisnis dari
eksternal organisasi, Pemanfaatan S/TI dari lingkungan eksternal
organisasi, Analisis GAP Kebutuhan Informasi, Membuat: Landasan
kebijakan S/TI, Strategi S/TI, Prinsip dasar / landasan bagi operasional
strategi S/TI, Strategi manjemen S/TI
DEFINE and SELECT IS STRATEGY
Menggali value bisnis, Prioritas dan pemilihan strategi S/TI,
Pendetilan strategi S/TI
DEVELOP IMPLEMENTATION PLAN
Membuat Rencana Pendukung Strategi S/TI, Pembuatan Jadwal Waktu
Kerja, Pembuatan Rencana Pelaksanaan
Tozer’s Methodology
FASE-0 : Menentukan Konteks dan Ruang Lingkup
FASE-1 : Menentukan Informasi Bisnis & Kebutuhan Pendukung
Persiapan Pengumpulan Informasi, Menentukan informasi Bisnis & Pendukungnya
FASE-2: Mengevaluasi Kesesuaian Sistem dengan Kebutuhan
Bisnis Saat ini & Mengidentifikasi Pilihan Solusi
Mengevaluasi Aplikasi dan Kondisi Teknis saat ini, Membangun Arsitektur Informasi,
Membuat Pilihan Awal Untuk Solusi Strategis, Membangun Kasus Bisnis untuk
Memenuhi Kebutuhan Bisnis
FASE-3: Menentukan Solusi Strategis
Identifikasi dan Memulai Kegiatan yang Mendesak, Menentukan solusi aplikasi
dan database, Evaluasi kondisi TI, Pengembangan Kasus Bisnis
FASE-4: Menyiapkan dan Melakukan Rencana Implementasi
Menyiapkan Rencana Teknis Proyek Aplikasi dan Database,Mempersiapkan Rencana
Pengembangan SDM dan Organisasi, Menyusun dan Menyeimbangkan Kasus-kasus
Bisnis dengan semua Pengembangan, Menampilkan Rencana dan Mengatur
Implementasinya
Wetherbe’s Methodology
Perencanaan
Strategis IT
1. Business System Planning
2. Strategic of IT Growth
3. End/Mean Analysis
4. Critical Sucsess Factor
Analisis
Kebutuhan
Informasi
Alokasi
Sumber
Daya S/TI
Perencanaan
Proyek
Josip Brumec: Meta Model
Meta-Model: The Result of SPIS Should Be
A Documented Project That Includes:
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Business process models for an existing and
reengineered organisation,
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Business data models,
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Models of programs and procedures,
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Technical resources models,
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A development activity plan for new IS
Bisnis Proses Dalam Hirarki Organisasi
Top
Executive
Menerapkan Arahan Strategis:
Cost Leadership
Product Leadership
Market Leadership
Managerial
(Berbagai Bidang)
Operational
Memonitor proses yang efektif & efisien
dalam setiap pelayanan.
Melaksanakan system anggaran yang
fleksibel.
Mengusulkan program kegiatan tepat guna
Melaksanakan layanan yang
prima
Melakukan perekaman data
yang akurat
Kegiatan-2
Strategi SI
Kerangka
pengelolaan TI
Program
pengembangan
Visi, Misi
RSMM
Indikator
Sukses
Peran SI
Bisnis
Proses
Analisis
Kesenjangan
Dukungan
Data
Target Area
Aplikasi
Target
Aplikasi
Target
Prioritas Apl.
Kerangka Teknologi
Kerangka Organisasi
Program Pengembangan TI
Implementasi
Rencana
Strategis
Strategis
Kerangka PSSI: RSMM
Grand Design Sistem Informasi Komisi Pemilihan
Umum (KPU)
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Structure Document
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Sejarah Singkat Komisi Pemilihan Umum (KPU)
Organisasi KPU
Metodologi
Perencanaan
Strategis SI KPU
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Visi
Misi
Values
Tujuan
Sasaran
Gambaran Umum Kondisi TI Saat Ini
Strategi
Program Strategis
Road Map Implementasi
Analisis SI/TI KPU
Target Protofolio aplikasi
SDM
Security
Budget
Example of SPIS in Education Industry
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The University of Colorado at Boulder
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2002 Information Technology Strategic Planning Report
Document structure
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Acknowledgments
Executive Summary
IT Strategic Planning Process
2002 IT Strategic Vision
Current Situation (Trends)
Chapter 1: Educational Technology
Chapter 2: Web-based Services
Chapter 3: Network and Middleware
Chapter 4: Central Services
Chapter 5: Leadership, Coordination, and Governance of IT
Evaluation Matrix
Financials – Top Recommendations
Appendices
Common Characteristics of SPIS Methodology
(modified from Josip Brumec)
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The starting point of SPIS methodology is an
analysis of the present business system and a
definition of its future and goals;
Examines the function areas where new IT could
make the best contribution to the efficiency of
business processes;
Present an evaluation of the effects of the new IS
on future business processes. This evaluation
should be performed on a simulation model before
starting the long-term and complex project of
maintaining the IS.
Controls and confirms the effects of investment in
the new IS/IT.
SPIS Methodology and its Connection Methods and
Techniques (1)
Problem/step in
SPIS/IS design
Methods and techniques
Inputs and deliverables
Usability
(§-strategic,
#-structured,
¤-object oriented)
Inputs/Output
Very powerful,
Powerful,
Useful
1. Description of
business system (BS)
Interviewing
Mission and goals of current
BS/Business strategy;
Business processes (BP)
2. Evaluation of the
impact of new IT on
Business system
§ Balanced Scorecard
§ BCG-matrix
§ 5F-model
§ Value-chain model
BP/Performances of existing BS
Business strategy/IS development
priorities
Business strategy/Information
for top-management
BP/Primary and Supporting
business process (BBP)
V
P
# BSP-decomposition
# Life cycle analysis for the
resources
BBP/ New organisational units
(OU)
Basic system resources/Business
process portfolio
P
§ BPR
§ SWOT
Business Processes portfolio/New
business process (NBP)
Business Process Portfolio/SWOT
analysis for NBP
P
NBP/critical information for NBP
NBP/Information for efficiency
and effectivity improvement
P
U
3. Redefinition of
business process
4. Business system
reengineering
5. Estimation of
critical information
§ CFS analysis (Rockart)
# Ends-means analysis
U
V
P
V
6. Optimisation of
new IS architecture
7. Modeling of new
“Business
Technology” (BT)
8. Modeling of new
business processes,
supported by IT
# Matrix process-entities
# Affinity analysis,
Genetic algorithms
NBP/Business process
relationships
Business process
relationships/Clusters;
Subsystems of new IS
V
# Work flow diagram
(WFD)
# Organisational flow
diagram (OFD)
Activity flow diagram
(AFD)
NBP/Responsibility for NBP
V
New OU/Flow between new OU
P
NBP/Activities for NBP
U
# Data flow diagram
(DFD)
#Action diagram (AD)
NBP/ NBP supported by IT (IS
processes); Data flows; Business
Data
IS Process/ Internal logic of IS
processes
V
P
P
9. Evaluation of IS
effects
# Simulation modelling
IS processes/ Guidelines for BP
improvements
U
10. Business data
modeling
# ERA- model
¤ Object-model
Business Data/ERA model
Business Data/ Object model
V
P
11. Software design
12. Detail design of
program and
procedures
# HIPO-diagram
¤ Transition diagram
# Action diagram
¤ Object scenario
IS Processes/ Logical design of
programs (SW)
Data flow/ Events and
transactions
V
Logical design of program
procedures (SW)/ Model of
program logic
Object model; Events/ Object
behavior
P
P
P
13. Data model
development
# Relational model;
Normalisation
ERA model/Relational model
V
14. Software
development
# CASE tools and 4GL
¤ OO-CASE tools
Model of program logic; Relational
model/programs and
procedures
Object behaviour /OO-procedures
P
P
15. implementation of
IS
Case-study: Business
games
Programs and
procedures/Performance of
new IS
P
16. Evaluation of new
BS
performances
# Balanced Secorecard
Performance of existing BS;
Performances of new IS/
Measures for success
V