Pertemuan 9 Cara mengelola Sumber Daya Informasi secara baik Matakuliah : H0402/PENGELOLAAN SISTEM KOMPUTER Tahun : 2005 Versi : 1/0 Pertemuan 9 Cara mengelola Sumber Daya Informasi secara baik

Menunjukkan cara mengelola Sumber Daya Informasi pada dunia nyata Learning Outcomes Pada akhir pertemuan ini, diharapkan mahasiswa akan mampu : Menunjukkan cara mengelola Sumber Daya Informasi pada dunia nyata

Memahami Keluaran Teknologi Informasi Outline Materi Memahami Keluaran Teknologi Informasi Proses Perencanaan Teknologi Informasi Desain Arsitektur Perencanaan Strategis Perencanaan Operasional

WHY SET A DIRECTION FOR INFORMATION RESOURCES? To share information among diverse parts of the organization To communicate the future to others To provide a consistent rationale for making individual decisions Planning discussions help business managers and IS professionals in making decisions about how the “business” of IS will be conducted

THE OUTPUTS OF THE DIRECTION-SETTING PROCESS Information Resources Assessment Information resources assessment – includes inventorying and critically evaluating these resources in terms of how well they are meeting the organization’s business needs

OUTPUTS OF THE DIRECTION-SETTING PROCESS Information Vision and Architecture Is an ideal view of the future Not the plan on how to get there Must be flexible enough to provide policy guidelines for individual decisions More than just fluff Must focus on the long term

OUTPUTS OF THE DIRECTION-SETTING PROCESS Information Vision and Architecture Information vision – a written expression of the desired future about how information will be used and managed in the organization

OUTPUTS OF THE DIRECTION-SETTING PROCESS Information Vision and Architecture Information vision – a written expression of the desired future about how information will be used and managed in the organization Information technology architecture – depicts the way an organization’s information resources will be deployed to deliver that vision

OUTPUTS OF THE DIRECTION-SETTING PROCESS Information Resources Plans Strategic IS plan – contains a set of longer-term objectives that represent measurable movement toward the information vision and technology architecture and a set of associated major initiatives that must be undertaken to achieve these objectives

OUTPUTS OF THE DIRECTION-SETTING PROCESS Information Resources Plans Strategic IS plan – contains a set of longer-term objectives that represent measurable movement toward the information vision and technology architecture and a set of associated major initiatives that must be undertaken to achieve these objectives Operational IS plan – is a precise set of shorter-term goals and associated projects that will be executed by the IS department and by business managers in support of the strategic IS plan

THE PROCESS OF SETTING DIRECTION Assessment Vision Strategic Planning Operational Planning The Information Resources Planning Process

THE PROCESS OF SETTING DIRECTION Strategic Planning – the process of constructing a viable fit between the organization’s objectives and resources and its changing market and technological opportunities The Information Resources Planning Process

THE PROCESS OF SETTING DIRECTION Operational Planning – lays out the major actions the organization needs to carry out in the shorter term to activate its strategic initiatives The Information Resources Planning Process

THE PROCESS OF SETTING DIRECTION Traditional Planning in the IS Organization Needs-based IS planning or project-oriented IS planning: Bottom-up, immediate approach to information resources planning Used when a specific, urgent business need called for a new system Emphasis on project planning rather than overall organizational planning

ASSESSING CURRENT INFORMATION RESOURCES Measuring IS Use and Attitudes Information resources assessment: Must measure current levels of information resources use within the organization and compare it to a set of standards Standards can come from: Past performance Technical benchmarks Industry norms “Best of class” estimates from other companies

ASSESSING CURRENT INFORMATION RESOURCES Reviewing the IS Organizational Mission IS mission statement: Should set forth the fundamental rationale (or reason to exist) for activities of the IS department Can vary substantially from one organization to another

Reviewing the IS Organizational Mission Example IS Mission Statement IS-Prepared Mission Statement Example

ASSESSING CURRENT INFORMATION RESOURCES Assessing Performance versus Goals Traditional goal: Reduce cost by increasing operating efficiencies Scope of IS goals has expanded to include: Systems to assist in decision making Ways to help with competitive advantage

Assessing Performance versus Goals Objectives for the IS Department

CREATING AN INFORMATION VISION Represents how senior management wants information to be used and managed in the future Starts with speculation on how the business’s competitive environment will change and how the company should take advantage of it Business vision is specified and written Implications for information use are outlined

DESIGNING THE ARCHITECTURE IT architecture – specifies how the technological and human assets and the IS organization should be deployed in the future to meet the information vision

DESIGNING THE ARCHITECTURE Components of Architecture Elements of an Information Technology Architecture

THE STRATEGIC IS PLAN Strategic IS Plan – statement of the major objectives and initiatives that the IS organization and business managers must accomplish over some time period in order to: move toward the information vision fit the business strategic plan

The planning process includes: THE STRATEGIC IS PLAN The Strategic IS Planning Process The planning process includes: Setting objectives Conducting internal and external analyses Establishing strategic initiatives

Critical success factors Analysis of Competitive Forces THE STRATEGIC IS PLAN Tools for Identifying IT Strategic Opportunities Critical success factors Analysis of Competitive Forces Value Chain Analysis

Strategic Information Systems Opportunities in the Value Chain Value Chain Analysis Strategic Information Systems Opportunities in the Value Chain

THE OPERATIONAL IS PLAN After the strategic plan, initiatives must be: Identified Translated into a set of defined IS projects with: Precise expected results Due dates Priorities Responsibilities

THE OPERATIONAL IS PLAN The Long-Term Operational IS Plan Developed for a 3-to-5 year time period Focuses on project definition, selection, and prioritization

THE OPERATIONAL IS PLAN The Long-Term Operational IS Plan IS Long-Range Operational Plan Project Portfolio

THE OPERATIONAL IS PLAN Table 14.3 Sample 2004 Operational IS Plan

THE OPERATIONAL IS PLAN The Short-Term Operational IS Plan Developed for a 1-year time period Focuses on specific tasks to be completed on projects that are currently underway or ready to be started

GUIDELINES FOR EFFECTIVE PLANNING Early clarification of the purpose of the planning process Planning effort should be iterative Plan should reflect realistic expectations Process of setting expectations should involve business management Plans should integrate all applications of IT Plan will take into consideration the barriers and constraints facing all organizations

BENEFITS OF INFORMATION RESOURCES PLANNING Better IS resource allocation Communicating with top management Helping vendors Creating a context for decisions Achieving integration and decentralization Evaluating options Meeting expectations of management

ROLES IN THE INFORMATION RESOURCES PLANNING PROCESS Role of the Business Manager Active participation Accept most of responsibility for identifying specific projects that contribute to vision Stay involved in planning and system development activities Regularly provide feedback and necessary input

ROLES IN THE INFORMATION RESOURCES PLANNING PROCESS Role of the IS Professional Act more in consulting and planning role Help business managers understand how their ideas for competitive advantage can get built into a new information system Create a project plan Combine technical and organizational skills

Mengelola Sumber Daya Informasi SET A DIRECTION FOR INFORMATION RESOURCES OUTPUTS OF THE DIRECTION-SETTING PROCESS PROCESS OF SETTING DIRECTION ASSESSING CURRENT INFORMATION RESOURCES DESIGNING THE ARCHITECTURE STRATEGIC IS PLAN OPERATIONAL IS PLAN