1 Pertemuan 11 Memilih cara mengelola fungsi Teknologi Informasi Matakuliah: H0402/PENGELOLAAN SISTEM KOMPUTER Tahun: 2005 Versi: 1/0

2 Learning Outcomes Pada akhir pertemuan ini, diharapkan mahasiswa akan mampu : Memilih cara mengelola fungsi Teknologi Informasi

3 Outline Materi THE CHALLENGES FACING IS LEADERSHIP MANAGING THE ASSETS IN AN IS ORGANIZATON INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

4 Rapid technological change Exploding applications and data Growth in business management understanding of technology Frequent external shocks THE CHALLENGES FACING IS LEADERSHIP

5 IS leadership must manage these organizational assets: – –Human resources – –Organizational data – –Physical infrastructure – –Applications portfolio MANAGING THE ASSETS IN AN IS ORGANIZATON Most important asset in the IS organization is its people!

6 Provide specialized IT training for IS professionals and others MANAGING THE ASSETS IN AN IS ORGANIZATON Developing Human Resources

7 MANAGING THE ASSETS IN AN IS ORGANIZATON Figure 15.1 Selected IS Management Positions (1 of 3)

8 MANAGING THE ASSETS IN AN IS ORGANIZATON Selected IS Management Positions (2 of 3) Possible IS Management Positions

9 MANAGING THE ASSETS IN AN IS ORGANIZATON Selected IS Management Positions (3 of 3) Possible IS Management Positions

10 Develop policies and procedures to manage an IT system’s physical assets – computer hardware and networks MANAGING THE ASSETS IN AN IS ORGANIZATON Improving the Physical Infrastructure

11 Infrastructure management issues addressed in policy statements: 1. 1.Location 2. 2.The workstation 3. 3.Supported operating systems 4. 4.Redundancy 5. 5.Supported communications protocols MANAGING THE ASSETS IN AN IS ORGANIZATON Improving the Physical Infrastructure

12 Infrastructure management issues addressed in policy statements (cont.): 6. 6.Bandwidth 7. 7.Response time on the network 8. 8.Security versus ease of access 9. 9.Breadth of network access Access to external data services MANAGING THE ASSETS IN AN IS ORGANIZATON Improving the Physical Infrastructure

13 Most companies cannot operate without software applications – they are critical assets Just as physical infrastructure, software portfolio needs managed as an asset MANAGING THE ASSETS IN AN IS ORGANIZATON Managing the Applications Portfolio

14 A company must know: – –What software it owns – –Where it is located – –What it does – –How effective it is – –What condition it is in MANAGING THE ASSETS IN AN IS ORGANIZATON Managing the Applications Portfolio

15 Policies and guidelines must exist for the development and maintenance of IS applications Maintenance should be treated as an activity necessary to preserve an asset’s value Managing the Applications Portfolio MANAGING THE ASSETS IN AN IS ORGANIZATON

16 Application portfolio policies must address: 1. 1.Assumed user 2. 2.Application location 3. 3.Process-driven or data-driven design 4. 4.Evaluation criteria for new applications systems Managing the Applications Portfolio MANAGING THE ASSETS IN AN IS ORGANIZATON

17 Process-Driven Design –Collects, manipulates, and stores only data needed to operate a particular process –Most often used in the past Data-Driven Design –Concentrates on all data needed and collects into database –Each application accesses common database for needed information Managing the Applications Portfolio MANAGING THE ASSETS IN AN IS ORGANIZATON

18 Ten key issues: 1. 1.Developing effective change management system 2. 2.Ethical use of IT 3. 3.Agreeing upon the role of the IS organization 4. 4.Selecting effective IS leadership 5. 5.Creating an active partnership with business managers 6. 6.Determining an outsourcing strategy 7. 7.Designing an equitable financing system 8. 8.Deploying global information systems 9. 9.Designing an appropriate IS organization and governance system Ensuring regular performance measurement INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

19 IS organization: Role is continually changing Needs a mission statement Must be future-oriented while fulfilling today’s requirements Must be aligned closely with business activities 1. Agreeing Upon the Role of the IS Organization INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

20 IS organization is expected to: Demonstrate business understanding and maintain close communication with business managers Respond quickly to changing business needs Help reengineer business processes to be more customer responsive Ensure business can participate in e-commerce Keep final customer in mind Build systems that provide direct customer benefit Help business managers make better decisions with information Use IT for competitive advantage Help business integrate IT 1. Agreeing Upon the Role of the IS Organization INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

21 IS organization is also expected to: Be steward of organization’s IT resources Deploy IT resources throughout the organization Facilitate productive use of resources Lead development of information vision and IT architecture Communicate vision and architecture Maintain managerial control over important information resources Administer corporate data Make current and new IT available at lowest possible cost Help business managers know and use technology Develop partnership with business managers to exploit technology 1. Agreeing Upon the Role of the IS Organization INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

22 Chief Information Officer (CIO): A member of executive management team Needs mix of business and technical knowledge Guides and unifies entire organization’s IT resources Masters understanding of business, products, vendors, sales channels, customers, and competition Recognize IT advantages and where to apply Hires good people and delegates Works with executive management team to achieve competitive advantage 2. Selecting Effective IS Leadership INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

23 Senior IS Management Issues: Improving data and IT planning, especially linking IS to the business Gaining business value through IT Facilitating organizational learning about and through IT Refining the IS unit’s role and position Guiding systems development by business managers Managing organizational data as an asset Measuring IS effectiveness Integrating information technologies Developing systems personnel 2. Selecting Effective IS Leadership INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

24 3. Creating an Active Partnership with Business Managers Partnership – a critical strategy based on sustaining a long-term relationship between IS and business management INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

25 IS steering committee or advisory board used to: Ensure frequent interaction Set priorities Check progress Allocate scarce resources Communicate concerns Provide education Develop shared responsibility 3. Creating an Active Partnership with Business Managers INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

26 4. Determining an Outsourcing Strategy Outsourcing – hired outside services to perform some of a company’s IS operations Application service providers (ASPs) – provide total systems to organizations, ranging from competitive intelligence systems to broad ERP applications INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

27 Outsourcing: Allows an organization to pay only for what it uses Trend might relate to the position of the CIO Popular, largely due to: – –Fast pace of technological change – –Dissatisfaction and costs related to past in-house services Must be both a remedy for service failures or costs and a strategic choice Should not be used for strategic information systems with security or privacy issues INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

28 Key factors in selecting an outsourcing vendor: Vendor reputation Quality of service Flexible pricing INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

29 5. Designing an Equitable Financing System Typical measures used to track IT costs: – –Total IT budget as percentage of total organization revenues or income – –Total IT budget as percentage of total organization budget – –IS personnel costs as percentage of total organization professional personnel salaries and wages – –Ratio of hardware and software costs to IS personnel costs – –Costs for IT hardware and software per managerial or knowledge worker INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

30 5. Designing an Equitable Financing System Why is it hard to measure IT costs? – –Some IT costs are hidden – –No relationship to benefits included in these measures – –Benefits may happen after development costs occur INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

31 Measuring Benefits No simple way to measure value added benefits of IT Can track IS performance measures over time INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

32 Controlling IS Costs Use IS organization’s budget Divide costs: – –Personnel – –Equipment and software – –Outside services – –Overhead INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

33 Chargeback Systems IS chargeback process – places control of IS spending with business managers, and is used to better understand true costs INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

34 5. Designing an Equitable Financing System Why use a chargeback system? – –Assign costs to those who consume – –Control wasteful use of IT resources – –Overcome belief that IT costs unnecessarily high – –Provide incentives using subsidy – –Change IS to be more business driven – –Encourage managers to be knowledgeable consumers INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

35 5. Designing an Equitable Financing System Successful chargeback systems must be: – –Understandable – –Timely – –Controllable – –Accountable – –Clearly linked to benefits – –Consistent with IS and organizational goals INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

36 6. Deploying Global Information Systems Region and country issues influencing global IT management: 1. 1.Country telecommunications infrastructures 2. 2.Legal and security considerations 3. 3.Language and culture 4. 4.Time zone differences INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

37 6. Deploying Global Information Systems Key trends of global outsourcing: Offshore development centers – permanent offshore presence Near-shore sourcing – outsourcing to countries close to home and overlapping time zones Multisourcing – relying on multiple service providers in a number of companies, based on price and skills INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

38 6. Deploying Global Information Systems Global team manager traits: – –Multiculturalist – –E-facilitator – –Recognition promoter – –Internationalist – –Traveler INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

Designing an Appropriate IS Organization and Governance System Classic IS Organization Structure INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

Designing an Appropriate IS Organization and Governance System Types of IS Organizational Design: – –Centralized – IS applications and resources housed, managed, and controlled centrally – –Decentralized – business units have complete control of their own IS resources – –Federal – attempt to achieve benefits of both centralized and decentralized – –Customized – mixed design in large enterprises where each division determines best design for that division INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

41 Common Designs for the IS Organization Centralized Decentralized Federal Customized 7. 7.Designing an Appropriate IS Organization and Governance System INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

Designing an Appropriate IS Organization and Governance System Organization design depends on: – –How rest of business is organized – –Type of customer markets, products, and geographical spread – –Role of IT within the organization – –Reporting level of most senior IS leader – –Types of technologies managed by IS organization INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

43 Four Types of IS Governance Mechanisms

44 8. Ensuring Regular Performance Measurement Necessary for internal customers to regularly evaluate IS organization Need to show if promised cost savings are realized Required: – –Agreement on measurable criteria – –Metrics to judge work quality INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

45 8. Ensuring Regular Performance Measurement IS Evaluation Criteria – –Meeting business objectives – –Responding rapidly and economically to new needs – –Expanding business or services – –Developing an architecture and plan – –Operating reliable and efficient technology resources – –Focusing on the customer – –Providing quality IS staff – –Reducing size of backlog – –Satisfying users – –Adopting new technologies IS Evaluation Criteria INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

46 8. Ensuring Regular Performance Measurement Other measures to evaluate IS performance: – –Service level agreements with internal business units can be used to evaluate IS performance – –Annual surveys for each major system – –User satisfaction surveys INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES

47 CHALLENGES FACING IS LEADERSHIP ASSETS IN AN IS ORGANIZATON INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES Mengelola fungsi Teknologi Informasi