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8/6/2019 Presentasi 4 Agustus
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S U C C E S S S T R A T E G Y
Riyanarto Sarno
BUSINESS
INFORMATION
U T I L I Z I N G
TECHNOLOGY
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ALIGNMENT
BUSINESS & IT VALUE CREATION
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Computer Science Corp. :
while IT has become an increasinglycritical component of business success,information system executives mustensure that their plan in sync with thestrategies directing the overall interprise
(Aligning Technology and Corporate Goals is Top IS issue)
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Balanced Scorecard
(Performance Measurement Framework)
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Four Balanced Scorecard Perspectives
LEARNING AND
GROWTH
INTERNAL/BUSINESSPROCESS
CUSTOMER
FINANCIAL
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Balanced Scorecard Perspectives
Finance: Strategic themes = Financial strategies (growth,sustain, harvest) vs Financial themes (Revenue growth andmix, Cost reduction/ productivity improvement, Assetutilization/ investment strategy)
Customer:marketshare,customeracquisition, customerretention, customersatisfaction dan customerprofitability
Internal/BusinessProcess: innovationprocess,operationsprocess andpostsaleserviceprocess
Learning&growth: continuousimprovementtoproductsandservices
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Strategic
Themes
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MeasuringCustomer
Perspective
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Internal/ Business Proses
Value Chain Model
Customer
Need
Identified
Customer
Need
Satisfied
Indentifythe Market
Create the
Product/Service
Offering
Build the
Product/Services
Deliver the
Product/Service
Service
theCusto-
mer
InnovationProcess
OperationsProcess
Postsale
ServiceProcess
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Business Goals
BalancedScorecardFourPerspectives No Business Goals
Financial Perspective
1.Provide a good return on investment of ITenabled businessinvestments
.
.
.
3. Improve corporate governance and transparency
.
.
.
4.
Customer Perspective
Improve customer orientation and service.
.
.
9.Obtain reliable and useful information for strategic decision
making
.
.
.
10.Internal Business ProcessPerspective
Improve and maintain business process functionality.
.
.
15. Improve and maintain operational and staff productivity
.
.
.
16.LearningandGrowthPerspective
Manage product and business innovation17. Acquire and maintain skilled and motivated people
Business Goals inCOBIT
The top 10 most importantBusiness Goals based onITGIs research findings
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IT Goals
No. ITGoals
1. Respond to business requirements in alignment with thebusiness strategy
2. Respond to governance requirements in line with board direction3. Ensure satisfaction of end users with service offerings and
service levels4. Optimise the use of information
5. Create IT agility.
.
.
.
.
.
28. Ensure that IT demonstrates costefficient service quality,
continuous improvement and readiness for future
IT Goals in COBIT
The top 10 most importantIT Goals based on ITGIs
research findings
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Linking Business Goals to IT Goals
Balanced
Scorecard
Four
Perspectives
No BusinessGoals ITGoals
FinancialPerspective 1. Prin ovide a good return onvestment of ITenabled
business investments
24
2.
Manage
risk
3.
ITrelated business 2 14 17 18 19 21 22
Impr
gov
ove corporate
ernance and transparency
2 18
The statement and itsrelevance number of
Business Goals in COBIT
The relevance numberof IT Goals in COBIT
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Linking Business Goals to IT Goals
Balanced
Scorecard
Four
Perspectives
No. BusinessGoals ITGoals
InternalBusinessProcessPerspective
10. Impr
11. Lower process costs
ove and maintain business
process functionality
6
7
7 8
11
13
12. ide compliance rnal
la
2 19 20
15
21
24
22 Pr
13. Pr
ov with exte
ws, regulations and contracts
rnal
policies
26 27
14. Manage business change
ovide compliance with inte 2 13
15. and maintain
1 5
tional 7 8
6
11
11
13
28
Improve operaand staff productivity
The statement and itsrelevance number of
Business Goals in COBIT
The relevance numberof IT Goals in COBIT
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Linking Business Goals to IT Goals
Balanced
Scorecard
Four
Perspectives
No BusinessGoals ITGoals
Learning
Growth
Perspective
and 16. M
17.
anage product and
business innovation
5
killed
and
25
28
Acquire and maintain s
motivated people
9
The statement and itsrelevance number of
Business Goals in COBIT
The relevance numberof IT Goals in COBIT
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IT Governance Frameworks
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ITIL Framework
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COBIT Domains
ITprocessesareusuallydividedintotheresponsibilitydomains
of
plan,
build,
run
and
monitor
Each Domain has processes
Plan and Organise (PO)
Acquire and
Implement
(AI)
Deliver and
Support
(DS)
Monitor and Evaluate (ME)
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Processes of PO Domain
PO1 Define a Strategic IT Plan
PO2 Define the Information Architecture
PO3 Determine Technological Direction
PO4Define the IT Processes, Organisation and
Relationships
PO5 Manage the IT InvestmentPO6 Communicate Management Aims and Direction
PO7 Manage IT Human Resources
PO8 Manage Quality
PO9 Assess and Manage IT Risks
PO10 Manage Projects
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PO Answers :
Are IT and the business strategy aligned? Is the enterprise achieving optimum use of its
resources?
Does everyone in the organisation understand theIT objectives?
Are IT risks understood and being managed? Is the quality of IT systems appropriate for
business needs?
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Processes of DS Domain
DS1 Define and Manage Service Levels
DS2 Manage Third-party Services
DS3 Manage Performance and Capacity
DS4 Ensure Continuous Service
DS5 Ensure Systems Security
DS6 Identify and Allocate Costs
DS7 Educate and Train Users
DS8 Manage Service Desk and Incidents
DS9 Manage the Configuration
DS10 Manage Problems
DS11 Manage Data
DS12 Manage the Physical Environment
DS13 Manage Operations
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DS Answers :
Are IT services being delivered in line withbusiness priorities?
Are IT costs optimised?
Is the workforce able to use the IT systemsproductively and safely?
Are adequate confidentiality, integrity andavailability in place for information security?
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Processes ofME Domain
ME1 Monitor and Evaluate IT PerformanceME2 Monitor and Evaluate Internal Control
ME3 Ensure Compliance With External
RequirementsME4 Provide IT Governance
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ME Answers :
Is ITs performance measured to detect problems
before it is too late? Does management ensure that internal controls
are effective and efficient?
Can IT performance be linked back to businessgoals?
Are adequate confidentiality, integrity andavailability controls in place for informationsecurity?
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Respond to businessrequirements in alignmentwith the business strategy
Degree of compliance withbusiness and governancerequirements
ITGoalsmeasure
Se t
outcome
Define the strategy to deliverservice offerings
Percent of IT objectives in
the IT strategic plan thatsupport the strategicbusiness plan
ProcessGoalsmeasure
performanceindicatordrive
Se t
Translating IT strategic planning
into tactical plans
Percent of strategic/tacticalIT plans meetings where
business representativeshave actively participated
ActivitiesGoalsmeasure
performanceindicatordrive
PO1 Goals and Metrics
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Define how businessfunctional and controlrequirements are translatedinto effective and efficientautomated solutions
Number of projects wherestated benefits were notachieved due to incorrectfeasibility assumptions
ITGoalsmeasure
Se t
outcome
Identify solutions that aretechnically feasible and costeffective
Percent of the applicationportfolio not consistent witharchitecture
ProcessGoalsmeasure
performanceindicatordrive
Se t
Undertaking feasibilitystudies as defined in the
development standard
Percent of projects in theannual IT plan subject to the
feasibility study
ActivitiesGoalsmeasure
performanceindicatordrive
AI1 Goals and Metrics
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Ensure that IT demonstratescostefficient service quality,continuous improvement andreadiness for future change
Amount of reduction in thenumber of outstandingprocess deficiencies
ITGoalsmeasure
Se t
outcome
Measure, monitor and reportprocess metrics
Percent of critical processesmonitored
ProcessGoalsmeasure
performanceindicatordrive
Se t
Reviewing performance againstagreedupon targets and
initiating necessary remedialaction
Number of metrics (per
process)
ActivitiesGoalsmeasure
performanceindicatordrive
ME1 Goals and Metrics
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Maturity Attribute Table
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Continuous Improvement
measured with
BusinessGoals
BusinessOutcome
IT Goals
IT Outcome
ProcessGoals
Performanceindicators of
IT Process
ActivityGoals
Performanceindicators of
IT Activities
Outcomemeasure
BusinessMetrics
Performanceindicator
Outcomemeasure
ITMetrics Performanceindicator
Outcomemeasure
ProcessMetrics
Performanceindicator
Define Goals
Indicate Performance
MeasureAch
ievement
ImproveandReali
gn
drive
measured with measured with measured with
drive drive
set set set
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Continuous Improvement
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Continuous Improvement(Ongoing Measurement of Risk
Indicators)
Time
ControlEnv
ironment
t1
t2
Reality
Expectation
Assess 1 Assess 2
Ongoing
Measurement
Report
ReportReport
t1
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