View
216
Download
0
Category
Preview:
Citation preview
1
Pertemuan 11
Memilih cara mengelola fungsiTeknologi 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. Location
2. The workstation
3. Supported operating systems
4. Redundancy
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. Bandwidth
7. Response time on the network
8. Security versus ease of access
9. Breadth of network access
10. 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. Assumed user
2. Application location
3. Process-driven or data-driven design
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. Developing effective change management system
2. Ethical use of IT
3. Agreeing upon the role of the IS organization
4. Selecting effective IS leadership
5. Creating an active partnership with business managers
6. Determining an outsourcing strategy
7. Designing an equitable financing system
8. Deploying global information systems
9. Designing an appropriate IS organization and governance system
10. 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. Country telecommunications infrastructures2. Legal and security considerations3. Language and culture4. 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
39
7. Designing an Appropriate IS Organization and Governance System
Classic IS Organization Structure
INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
40
7. 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
41Common Designs for the IS Organization
Centralized Decentralized Federal Customized
7. Designing an Appropriate IS Organization and Governance System
INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES
42
7. 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
43Four 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
Recommended