1. Matakuliah : M0304/Corporate Information System Management
Tahun : 2008
Pertemuan -23/24

2. MANAJEMEN FUNGSI_FUNGSI SISTEM INFORMASI
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3. THE CHALLENGES FACING IS LEADERSHIP
Rapid technological change
Exploding applications and data
Growth in business management understanding of technology
Frequent external shocks
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4. MANAGING THE ASSETS IN AN IS ORGANIZATON
IS leadership must manage these organizational assets:
Human resources
Organizational data
Physical infrastructure
Applications portfolio
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5. MANAGING THE ASSETS IN AN IS ORGANIZATON
Developing Human Resources
Provide specialized IT training for IS professionals and others
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6. MANAGING THE ASSETS IN AN IS ORGANIZATON
Possible IS Management Positions
Figure Selected IS Management
Positions (1 of 3)
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7. MANAGING THE ASSETS IN AN IS ORGANIZATON
Possible IS Management Positions
Figure Selected IS Management
Positions (2 of 3)
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8. MANAGING THE ASSETS IN AN IS ORGANIZATON
Possible IS Management Positions
Figure Selected IS Management
Positions (3 of 3)
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9. MANAGING THE ASSETS IN AN IS ORGANIZATON
Improving the Physical Infrastructure
Develop policies and procedures to manage an IT system’s physical assets – computer hardware and networks
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10. MANAGING THE ASSETS IN AN IS ORGANIZATON
Improving the Physical Infrastructure
Infrastructure management issues addressed in policy statements:
Location
The workstation
Supported operating systems
Redundancy
Supported communications protocols
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11. MANAGING THE ASSETS IN AN IS ORGANIZATON
Improving the Physical Infrastructure
Infrastructure management issues addressed in policy statements (cont.):
Bandwidth
Response time on the network
Security versus ease of access
Breadth of network access
Access to external data services
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12. MANAGING THE ASSETS IN AN IS ORGANIZATON
Managing the Applications Portfolio
Most companies cannot operate without software applications – they are critical assets
Just as physical infrastructure, software portfolio needs managed as an asset
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13. MANAGING THE ASSETS IN AN IS ORGANIZATON
Managing the Applications Portfolio
A company must know:
What software it owns
Where it is located
What it does
How effective it is
What condition it is in
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14. MANAGING THE ASSETS IN AN IS ORGANIZATON
Managing the Applications Portfolio
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
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15. MANAGING THE ASSETS IN AN IS ORGANIZATON
Managing the Applications Portfolio
Application portfolio policies must address:
Assumed user
Application location
Process-driven or data-driven design
Evaluation criteria for new applications systems
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16. MANAGING THE ASSETS IN AN IS ORGANIZATON
Managing the Applications Portfolio
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
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17. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
Ten key issues:
Developing effective change management system (Chapter 12)
Ethical use of IT (Chapter 16)
Agreeing upon the role of the IS organization
Selecting effective IS leadership
Creating an active partnership with business managers
Determining an outsourcing strategy
Designing an equitable financing system
Deploying global information systems
Designing an appropriate IS organization and governance system
Ensuring regular performance measurement
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18. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
1. Agreeing Upon the Role of the IS Organization
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
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19. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
1. Agreeing Upon the Role of the IS Organization
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
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20. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
1. Agreeing Upon the Role of the IS Organization
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
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21. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
2. Selecting Effective IS Leadership
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
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22. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
2. Selecting Effective IS Leadership
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
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23. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
3. Creating an Active Partnership with Business Managers
Partnership – a critical strategy based on sustaining a long-term relationship between IS and business management
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24. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
3. Creating an Active Partnership with Business Managers
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
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25. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
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
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26. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
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
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27. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
Key factors in selecting an outsourcing vendor:
Vendor reputation
Quality of service
Flexible pricing
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28. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
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
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29. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
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
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30. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
Measuring Benefits :
No simple way to measure value added benefits of IT
Can track IS performance measures over time
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31. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
Controlling IS Costs
Use IS organization’s budget
Divide costs:
Personnel
Equipment and software
Outside services
Overhead
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32. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
Chargeback Systems
IS chargeback process – places control of IS spending with business managers, and is used to better understand true costs
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33. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
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
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34. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
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
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35. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
6. Deploying Global Information Systems
Region and country issues influencing
global IS management:
Country telecommunications infrastructures
Legal and security considerations
Language and culture
Time zone differences
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36. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
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
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37. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
6. Deploying Global Information Systems
Global team manager traits:
Multiculturalist
E-facilitator
Recognition promoter
Internationalist
Traveler
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38. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
Designing an Appropriate IS Organization
and Governance System
Figure Classic IS Organization
Structure
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39. 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
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40. Centralized Decentralized Federal Customized
Figure Common Designs for
the IS Organization
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41. 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
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42. Governance Mechanisms
Figure Four Types of IS
Governance Mechanisms
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43. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
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
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44. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
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
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Figure IS Evaluation Criteria

45. INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
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
Balance Scorecard
Etc.
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46. IT Quality Management Tugas Kelompok :
Search di Internet, dan buatkan sinopsis dari topik-2 berikut,
(pilih salah satu) :
ITQA : ISO Standard
CMMI
ITIL
COBIT
Hubungkan dengan :
Corporate Information System Management, yang sdr pelajari ? Jangan lupa sebutkan sumbernya atau alamatnya ?
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47. Review – Questions
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