pertemuan -23/24 matakuliah: m0304/corporate information system management tahun: 2008

Pertemuan -23/24

Matakuliah : M0304/Corporate Information System ManagementTahun : 2008

Fakultas Ilmu KomputerModul-23-2

MANAJEMEN FUNGSI-FUNGSI SISTEM

INFORMASI


• Rapid technological change• Exploding applications and data• Growth in business management understanding of

technology• Frequent external shocks

THE CHALLENGES FACING IS LEADERSHIP


• IS leadership must manage these organizational assets:

– Human resources– Organizational data– Physical infrastructure– Applications portfolio

MANAGING THE ASSETS IN AN IS ORGANIZATON


• Provide specialized IT training for IS professionals and others


Developing Human Resources



Figure 23.1 Selected IS Management Positions (1 of 3)

Possible IS Management Positions


• Develop policies and procedures to manage an IT system’s physical assets – computer hardware and networks

MANAGING THE ASSETS IN AN IS ORGANIZATONImproving the Physical Infrastructure


• Infrastructure management issues addressed in policy statements:

1. Location2. The workstation3. Supported operating systems4. Redundancy5. Supported communications protocols


Improving the Physical Infrastructure


• Infrastructure management issues addressed in policy statements (cont.):

6. Bandwidth7. Response time on the network8. Security versus ease of access9. Breadth of network access10. Access to external data services

MANAGING THE ASSETS IN AN IS ORGANIZATONImproving the Physical Infrastructure


• Most companies cannot operate without software applications – they are critical assets

• Just as physical infrastructure, software portfolio needs managed as an asset


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

MANAGING THE ASSETS IN AN IS ORGANIZATONManaging 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




• Application portfolio policies must address:1. Assumed user2. Application location3. Process-driven or data-driven design4. Evaluation criteria for new applications systems

MANAGING THE ASSETS IN AN IS ORGANIZATONManaging 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




• Ten key issues:1. Developing effective change management system (Chapter 12)

2. Ethical use of IT (Chapter 16)

3. Agreeing upon the role of the IS organization4. Selecting effective IS leadership5. Creating an active partnership with business managers6. Determining an outsourcing strategy7. Designing an equitable financing system8. Deploying global information systems9. Designing an appropriate IS organization and governance system10. Ensuring regular performance measurement

INFORMATION TECHNOLOGY MANAGEMENT SYSTEM ISSUES


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



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




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




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



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



3. Creating an Active Partnership with Business Managers


Partnership – a critical strategy based on sustaining a long-term relationship between IS and business management


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



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


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



Key factors in selecting an outsourcing vendor:• Vendor reputation• Quality of service• Flexible pricing



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




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



Measuring Benefits :

• No simple way to measure value added benefits of IT

• Can track IS performance measures over time



Controlling IS Costs• Use IS organization’s budget• Divide costs:

– Personnel – Equipment and software– Outside services– Overhead



Chargeback Systems

IS chargeback process – places control of IS spending with business managers, and is used to better understand true costs




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




Successful chargeback systems must be:

– Understandable– Timely– Controllable– Accountable– Clearly linked to benefits– Consistent with IS and organizational goals


6. Deploying Global Information Systems


Region and country issues influencing global IS management:

1. Country telecommunications infrastructures2. Legal and security considerations3. Language and culture4. Time zone differences




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




Global team manager traits:

– Multiculturalist– E-facilitator– Recognition promoter– Internationalist– Traveler


7. Designing an Appropriate IS Organization and Governance System


Figure 23.8 Classic IS Organization Structure




• 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


Figure 23.9 Common Designs for the IS Organization

Centralized Decentralized Federal Customized




• 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


Figure 23.10 Four Types of IS Governance Mechanisms


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




• 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

Figure 23.11 IS Evaluation Criteria




• 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.


IT Quality Management

Tugas Kelompok : Search di Internet, dan buatkan sinopsis dari topik-2

berikut, (pilih salah satu) :

– ITQA : ISO 9000-3 Standard– CMMI– ITIL– TQM

Hubungkan dengan :Corporate Information System Management, yang sdr

pelajari ? Jangan lupa sebutkan sumbernya atau alamatnya ?


Review – Questions

pertemuan -23/24 matakuliah: m0304/corporate information system management tahun: 2008

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