1

Strategic Planningfor Information

Systems

John Ward and Joe Peppard

Third Edition

CHAPTER 8Strategic Management of IS/IT: Organizing and Resourcing

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Outlines

• Organizing strategies for IS/IT management

• Models and framework for guiding management action

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Objectives of the IS/IT Management Strategy

• To ensure IS/IT strategies, policies and plans reflect business objectives and strategies.

• To ensure potential business advantages from IS/IT are identified and exploited.

• To ensure strategies, etc. are viable in terms of business risks.

• To establish appropriate resource levels and reconcile contention/set priorities.

• To create a ‘culture’ for the management of IS/IT that reflects the corporate culture.

• To monitor the progress of business-critical IS/IT activities.

• To achieve the best balance b/w centralization and development of IS/IT decision making.

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Traditional IT OrganizationIT

Executive

Finance and admin.

Plans and control

Systems development

Operational services

Consulting Development Service

Plan Implement Deliver

Source: Luftman

5

CentralizationCIO

Administration Systems Development

Operations

Planning

Research

HR

...

...

Design

Programming

Maintenance

Data Management

...

Data Centers

Telecomm.

Help Desk

...

...

Source: Luftman

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DecentralizationCEO

VP Finanace VP Marketing VP Product ABC

Function 1

Finance IT

Function 1

Marketing IT

Function 1

ABC IT

VP Product XYZ

Function 1

XYZ IT

CIO

Source: Luftman

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Federal or Hybrid

CEO

CIO

VP Finance

VP PLA

VP PLB

Systems development for finance

Systems development for product line A

Systems development for product line B

Administration Operations

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Benefits of Federal ModelIT vision

and leadership

Scale economics Users control

IT prioritiesLeverage standards and tools

BU ownership

Control architecture

Critical mass of skills

Strategic control synergy

Responsive to BU’s needs

Excessive $ to groupVariable standards of IT competenceReinvention of wheelsNo synergy and integration

UnresponsiveNo BU ownershipNo BU control of central overhead $Does NOT meet every BU need

Centralized IT Decentralized IT

- -+ +

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Factors for Selecting Organizational Structure

• The organization’s depend on IT• Its stage of maturity in terms of its application

portfolio• The geography of the enterprise, especially for

organizations with a global presence• Its business diversity and rate of change of the

types of business and competitive pressures in each business

• The potential benefits of synergy b/w business in both trading goods and services and information exchange

• The economics of resourcing, obtaining and deploying skills

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La Belle and Nyce

• While the business units should be responsible for applications- architecture, development and operation- certain areas should be centralized

• These included: telecommunications, hardware, software architecture, information architecture, risk management and security, shared services and utilities, and human resources.

• The activities of the units had to be coordinated with the central architecture development via ‘steering group or committee’

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Division of Responsibility: IT Architecture Management

• Function: Develop and maintain information architecture

• Central IT group: – Monitor process; provide assistance if requested

• Business unit operations– Complete business architectures defining business by

location– Complete translation of strategy into technology

requirements– Define information architecture

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Cont..

• Function: Develop and maintain application architecture

• Central IT group– Set standards, monitor process– Review architectures and report on adequacy to

Technology Committee– Ensure appropriate commonality

• Business unit operations– Define requirements and develop architecture– Coordinate b/w units for common business

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Cont..

• Function: Develop and maintain data architectures

• Central IT group– Coordinate development/establishment of

common database management process– Create/maintain corporate databases

• Business unit operations– Define requirements– Develop in accordance with standards

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Cont…• Function: develop and maintain

hardware/operating system architecture• Central IT group

– Monitor development/implementation within sectors– Develop and maintain architecture for corporate

users-support operations

• Business unit operations– Develop in accordance with corporate standards and

business requirements– Request variances as appropriate; make change

recommendations

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Cont…• Function: Develop and maintain

telecommunications architectures

• Central IT group– Develop in accordance with standards and

business requirements

• Business unit operations– Define requirements– Report performance/responsiveness problems

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Balancing IS Demand and IT Supply

• Business units receive a responsive service from decentralized IS functions

• While at the same time a corporate IS function provides group wide IT services and exerts some degree of central leadership and control of IT activities

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Summary of Structural Arrangements for IS Function in Multiple BUs

I ndependent I S/ I T activities in business units

Structural arrangements for the IS Function

Strategies for managing IS/IT activities

Advantages Critical management issues

· BUs pursue independent system initiatives

· BUs have ownership· Users control I S/ I T

priorities· Responsive to BU’s

needs

· I ntegration · Lack of quality control

of data· Variable standards of

I S/ I T competency· ‘Reinvention of wheels’

and duplication of eff ort

· Little synergy across Bus

· Managing cost

Centrally-driven I S/I T activities

· Corporate wide I S/ I T solutions imposed on BUs

· Scale economics· Control of standards· Critical mass of skill

· Politics· Unresponsive· Does not meet every

Bus’ needs· Eff ect on customer

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Cont..Structural arrangements for the IS Function

Strategies for managing IS/IT activities

Advantages Critical management issues

I nf ormal cooperation in I S/I T activities across BUs

· I nf ormal social networking b/ w the centre & Bus

· Usually brought about by movement of key I S/ I T personnel across BUs

· Awareness of I S/I T issues across the enterprise

· Coordination & direction setting

· Leaving too much to chance

‘Federalism’ (integrated I S/ I T)

· Balancing central control & BU autonomy without losing the advantage of global coordination & integration

· Group-wide I S/ I T strategy & architecture with devolution where appropriate

· Complexity· Execution· Timing· Defi ning ‘where

appropriate’

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Imperative for the Management of IS/IT: Rockart et al.

• Achieve two-way alignment b/w the business and IS/IT strategy

• Develop effective relationships with line management

• Deliver and implement new systems• Build and manage IT infrastructure• Reskill the IS function with new competencies

and knowledge• Manage vendor partnerships• Redesign and manage the federal IS

organization

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Imperative for the Management of IS/IT: Venkatraman

• He argued the need for a different approach to managing IT resources that consider the sources of value to be derived from IT resources.

• He proposed that resources should be managed as a value centre.

• The value centre is an organizing concept that recognizes four interdependent sources of value from IT resources: cost centre, service centre, investment and profit centre.

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Cont…

• The cost centre has an operational focus that minimizes risks with an emphasis on operational efficiency. Cost-centre activities are good candidates for outsourcing.

• The service centre, although still minimizing risk, aims to create an IT-enabled business capability to support current strategies.

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Cont…

• The investment centre has a long-term focus and aims to create new IT-based business capabilities. It seeks to maximize business opportunity from IT resources.

• The profit centre is designed to deliver IT services to the external marketplace for incremental revenue and for gaining valuable experience in becoming a world-class IS function.

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Imperative for the Management of IS/IT: Gartner Group

Embedded in the business

Outsourced to external service providers

1

2

3

4

5

Supply side

Demand side

1 IT Leadership

2Architecture Development

3 Business Enhancement

4 Technology Advancement

5 Vendor Management

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Cont…• IT leadership, which includes IT envisioning,

fusing IT strategy with business strategy, and managing IS resources.

• Architecture development, which is concerned with developing a blue-print for the overall IT technical design.

• Business enhancement, which includes business process analysis and design, project management and managing relationships with users.

• Technology advancement, which is application design and development.

• Vendor management, which includes managing and developing relationships with vendor and suppliers, negotiating and monitoring contracts and purchasing.

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A Framework Guiding Action

• What needs to be managed?

• Where IS/IT resources should be outsourced?

• Who should manage IS/IT?

• Coordinating mechanisms for the strategic management of IS/IT

• Define IS competency

• Managing relationships

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What Needs to be Managed?

• The activities that are traditionally seen as necessary for ‘IT’, and consequently considered as taking place within the IS function, can be portrayed as delivering a range of services to the business.– Strategy and planning services– Application development services– Application and technical services– Technology delivery and maintenance services

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Deciding on the organization of IS/IT Resources

• 2 key issues must be considered– Location of IS/IT decision rights

• What decisions should be centralized and what aspects of IS/IT management should be devolved into the business and out of the IS function?

• The organization needs to define authority, responsibilities, policies, coordinating mechanism and control procedures.

– Sourcing of IS/IT resources• Internal or interorganizational resources• The interorganizational arrangement places new

stresses, demanding additional coordination and vendor relationship management.

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Trading-offs in the Organization and Resourcing of IS/IT

Traditional IS function

Location of decision

rights

Distributed

CentralizedInternal Interorganizational

Provisioning of IS resources

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Cont…

• Organizations engaging in outsourcing at some stage identify the need to realign, change and/or develop different parts of their IS/IT structures, competencies and skills to enable them to maintain the link b/w IS/IT and business prerequisites.

• Increase the complexity in managing IS/IT

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Aspects Required for Distributing IS/IT Decision Making

• Content – the decision areas that are being managed (Table 8.4)

• Authority – the individuals or groups that have the power actually to make decisions in the various areas

• Responsibilities – the individuals or bodies responsible for day-to-day execution in decision areas. The definition of responsibility needs to be integral to each person’s job role and function

• Coordination – the mechanism and processes for ensuring coherence across all decision areas (eg. Steering committees, management groups)

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Cont…

• Policies – statements of principles or actions defining acceptable behaviour. They provide a basis for consistent decision making and resource allocation.

• Control – outlining the approached to policing decisions, ensuring conformance across the organization

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IS/IT Policies

• Restraining policies are seen as describing the rules of federation. They define the parameters within which decisions are made.

• Enabling policies relate to the dissemination of best practice.

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Enabling and Restraining Policies

• Restraining Policies– Technical compatibility

standards– Standards for buying

equipment & services– Common systems mandate– Disaster recovery, security &

quality policies– Group systems standards– Group job specifications– Any conformance to industry

standards

.

.

.

• Enabling Policies– Making group-resourced

services available to division– Negotiating volume discounts– Managing supplier

relationships– Influencing behaviour through

charge-out rules– Setting criteria for selecting

common systems– Funding share assets

.

.

.

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Provisioning of IS/IT Resources

• Insourcing – IS/IT resources are provided by a central IS function

• Outsourcing – delegation, through a contractual arrangement, of all or part of the technical resources, the human resources and the management responsibilities associated with providing IT services, to an external vendor.

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Outsourcing Rationales

• Financial and economic reasons

• Technical reasons

• Business reasons

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Classifying Sourcing Options

• Purchasing style– Transaction style refers to one-time or short-term

contracts with enough detail to be the original reference document

– Relationship style refers to less detailed, often incentive-based contracts, centred around the expectation that the customer and vendor will do business for many years.

• Purchasing focus– Resource option, organizations buy vendor resources

such as HW, SW or expertise, but manage the use of the resources in-house.

– Result option, vendors manage the delivery of the IT activities, using whatever resources are necessary, to provide the customer with specified results.

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Classifying Sourcing Options

BUY INPREFERRED

SUPPLIER

CONTRACT OUT

PREFERRED CONTRACTOR

Resource

Result

Transaction Relationship

Purchasing focus

Purchasing style

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4 Outsource Strategies• Contract out strategy - the vendor is responsible for

delivering the results of IT activity.• Buy-in strategy – the organization buy in resources from

the external market, often to meet a temporary requirement. Contracts often specify the skills required and cost, with the resources then managed in-house.

• Preferred contract strategy – organizations contract long term with a vendor to reduce risk, with the vendor responsible for the management and delivery of an IT activity or service.

• Preferred supplier strategy – this strategy takes buy-in approach further, with an organization seeking to develop a long-term close relationship with a vendor in order to access its resources for ongoing IT activities. The organization takes responsibility for managing these resources.

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Vital Competencies for Maintaining In-House

• The ability to track, assess and interpret changing IS/IT capability and relate them to organization need.

• The ability to work with business management to define the IT requirements over time.

• The ability to identify appropriate ways to use the market, specify and manage IS/IT sourcing.

• The ability to monitor and manage contractual relations.

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When to Outsource

• Position on the strategic grid

• Development portfolio

• Organizational learning

• A firm’s position in the market

• Current IT organiztion

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Position on the Strategic GridFactory- uninterrupted service-oriented information resource management

Outsourcing presumption: Yes, unless company is huge and well managed

Reasons to consider outsourcing:· Possibilities of economies of scale for small

and midsize firms· Higher-quality service and backup· Management focus facilitated· Fiber-optic and extended channel technologies

facilitate international IT solutions

Strategic information resource management

Outsourcing presumption: Mixed

Reasons to consider outsourcing:· Rescue an out-of-control internal IT unit· Tap source of cash· Facilitate cost flexibility· Facilitate management of divestiture· Provide access to technology applications and

staffing skills otherwise not available

Support-oriented information resource management

Outsourcing presumption: Yes

Reasons to consider outsourcing:· Access to higher IT professionalism· Possibility of laying off is of low priority and

problematic· Access to current IT technologies· Risk of inappropriate IT architecture reduced

· Internal IT unit not capable in required technologies

· Internal IT unit not capable in required project management skills

· Access to technology applications and staffing otherwise not available

Turnaround information resource management

Outsourcing presumption: Mixed

Reasons to consider outsourcing:

Low High

High

IT Impact on Core Strategy

IT I

mp

ac

t o

n C

ore

Op

era

tio

ns

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Development Portfolio

• Maintenance or high-structured projects=> candidate for outsourcing

• High-technology, highly structured work => strong candidate for outsourcing

• Large, low-structured projects => difficult coordination problems for outsourcing

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Organizational Learning

• A firm’s organizational learning ability influences whether it can manage an outsourcing arrangement effectively.

• Many firms’ development portfolios include a large number of projects aimed at process reengineering and organizational transformation.

• The success of both types of projects depends on having the internal staff radically change the way it works.

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A Firm’s Position in the Market

• Firms that are far behind their peers often do not have the IT leadership, staff skills, or architecture to upgrade quickly to state-of-the-art technology.

• Must go forward with contemporary practice and technology.

• A firm whose IT capabilities have become obsolete, it is not worth dwelling on how the firm got where it is but vital to determine how it can extricate itself

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Current IT Organization

• The more IT activities are already segregated in organizational and accounting terms, the easier it is to negotiate an enduring outsourcing contract.

• A stand-alone IT unit has already developed the fundamental integrating and control mechanisms necessary for an outsourcing contract

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Who should Manage IS/IT and Where should IT Report

Pluses MinusesIT directors

• Technical expertise• Accurate Systems• Sound technology• Systems integration

• IT not aligned• Education omitted• Information overload• Technical solutions

Finance directors

• Tight cost control• Department

coordination• Training costs

integrated• Strict authorization

• Not always best value for money

• Insufficient time to devote to IT

• Opportunities missed• Short-term approach

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Cont…

Pluses MinusesBusiness-unit head

• IT investments linked to the business direction

• Locally-focused systems

• Continuous development

• Shorter reporting structure

• Systems not coordinated

• Incompatibility across BUs

• Duplication of data

• Unnecessary costs incurred

Board of directors

• Strategic direction

• Appreciation of broader impact of decisions

• Major problems tackled

• Funding allocated

• Logistical details omitted

• IS/IT underexploited

• Infrastructure weak

• Slow to exploit technology

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Changing Role of the CIOAplikasi portofolio

• Mainframe era– Pemrosesan transaksi-otomatisasi untuk

efisiensi terdistribusi era

• Distributed era – Knowledge-worker support,interorganizational

systems, ERP systems

• Web-based and Internet era– Electroniccommerce, Knowle \ DGE manajem

en, organisasi virtual,rantaipasokan rekayasa ulang

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Cont… Senior eksekutif sikap bisnis untuk IS / IT• Mainframe era

– TI untuk perpindahan biaya dan otomatisasi

• Distributed era– Peningkatan keterlibatan dalam masalah IT dan

pemerintahan– Polarisasi sikap: TI sebagai aset strategis atau biaya yang

harus diminimalkan

• Web-based and Internet era– TI, terutama internet, dipandang sebagai transformasional– Investasi TI sekarang lebih menarik dalam hal biaya

dan rentang waktu– IS / IT sekarang bagian dari percakapan bisnis yang

sedang berlangsung

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Cont…

Masukan untuk bisnis• Mainframe Era

– Penasehat 'Bagaimana melakukan', 'Apa yang harus dilakukan'’

• Distributed era– Akses ke eksekutif senior– Diundang 'kursi di meja'

• Web-based and Internet era– Anggota tim eksekutif memiliki 'kursi di meja‘– Membantu mendefinisikan 'apa yang harus dilakukan'

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Cont…Tugas utama• Mainframe era

– Pada waktu pengiriman– Handal operasi TI

• Distributed era– Mengelola IS fungsi– Menyediakan infrastruktur– Mengelola vendor

• Web-based and Internet era– Bersama-sama mengembangkan bisnis / TI model– Perkenalkan proses manajemen yang

memanfaatkan teknologi, terutama internet

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Cont…Peran• Mainframe era

– Fungsional kepala– Manajer operasional– Menepati janji

• Distributed era– Mitra strategis– Hubungan pembangun– Teknologi penasihat– Luruskan IS / IT dengan bisnis

• Web-based and Internet era– Visioner– Hubungan pembangun– Teknologi oportunis– Drive dan bentuk strategi

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5 Peran untuk agar CIO Sukses

• Kepemimpinan

• visioner

• hubungan pembangun

• politikus

• pembebas

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Karakteristik Kepemimpinan

• Luas bisnis dan pengetahuan organisasi• Luas seperangkat hubungan dalam

perusahaan& industri• Sangat baik reputasi dan track record yang

kuat dalam satu set luas kegiatan• Tajam pikiran dan keterampilan interpersonal

yang kuat• Tinggi integritas dan nilai-nilai pribadi• Tingkat tinggi motivasi

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Leaders VS Managers

Vision

Strategies

Plans

Budgets

A sensible and appealing picture or the future

A logic for how the vision can be achieved

Specific steps and timetables to implement the strategies

Plans converted into financial projections and goals

Leaders define WHAT

Managers define HOW

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Profile dari CIO • Behavior

– Apakah setia kepada organisasi

– Terbuka dalam gaya manajemen

– Dianggap memiliki integritas

• Motivation– Apakah berorientasi

tujuan– Nyaman sebagai agen

perubahan– Kreatif dan mendorong

ide-ide

• Competencies– Adalah seorang

konsultan / fasilitatorbaik komunikator

– Memiliki pengetahuan IT

– Mampu mencapai hasil melalui orang lain

• Experienace – Pengalaman

dalam pengembangan IS peran (terutama dalam analisis sistem)

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Mekanisme Koordinasi Pengelolaan Strategis IS / IT

• Pengarah kelompok atau komite

• Alasan– Memastikan keterlibatan manajemen puncak

dalam perencanaan IS– Memastikan b cocok / w IS dan strategi bisnis– Meningkatkan komunikasi dengan manajemen

puncak dan menengah– Mengubah sikap pengguna untuk TI

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Mekanisme Koordinasi Pengelolaan Strategis SI / TI

• Salah orang yang terlibat

• Kegiatan komite pengarah dan keputusan yang diambil harus terintegrasi dengan strategi keseluruhan diproses dalam bisnis.

• Panitia tidak memiliki infrastruktur untuk mendukung dan melaksanakan tindakan-tindakan yang menjadi strategi.

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Pengarah Organisasi untuk IS / IT Manajemen Strategis

EXECUTIVE STEERING

GROUP

BUSINESS(or functional)IS STRATEGY

GROUPS

IT STRATEGY GROUP

APPLICATION MANAGEMENT

GROUPS

SERVICE MANAGEMENT

GROUPS

TECHNICAL MANAGEMENT

GROUPS

DEMAND MANAGEMENT

SUPPLY MANAGEMENT

IT-LEDBUSINESS-LED

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Tanggung Jawab: Kelompok Pengendali Eksekutif

• Menafsirkan strategi bisnis dan menyetujui• keseluruhan IS / IT kebijakan• Menetapkan prioritas, menyetujui tingkat

sumber daya dan biaya, otorisasiinvestasi besar

• Memastikan bahwa aplikasi strategis mencapai tujuan mereka

• Menetapkan tanggung jawab organisasi yang tepat dan hubungan

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Tanggung Jawab: Bisnis ADALAH Grup Strategi

• Mengidentifikasi kebutuhan bisnis, menafsirkanCSF, menilai peluang dan ancaman dan IS implikasi di bidang bisnis

• Memprioritaskan, perencanaan dan koordinasi kegiatan dan pengeluaran IS di daerah tersebut dan manfaat yang direncanakan memastikan disampaikan

• Memastikan sumber daya pengguna yang tepat dialokasikan untuk proyek dan menunjuk manajer aplikasi

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Tanggung Jawab: IT Strategy Group

• Menafsirkan TI tren dan perkembangan dalam konteks organizationbisnis

• Memastikan sumber daya dikerahkan untuk memenuhi prioritas bisnis

• Mengembangkan sumber daya TI dan jasa sesuai dengan bisnis IS rencana dan pemantauan kinerja sumber daya

• Mengelola pasokan teknologi dan spesialis membeli-in layanan Risiko teknisMemastikan diminimalkan

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Tanggung Jawab: Kelompok Manajemen Aplikasi

• Mengidentifikasi dan menentukan kebutuhan, manfaat, sumber daya bisnis dan biaya aplikasi untuk memungkinkan manajemen untuk mengevaluasi investasi dan prioritas

• Mengelola perkembangan dan penggunaan berkelanjutan dari sistem untukmemastikan manfaat yang maksimal

• Memastikan perubahan bisnis yang diperlukan untuk mendapatkan manfaat dilakukan

• Memastikan bahwa sumber daya pengguna yang tersedia sesuai kebutuhan dan digunakan secara efektif pada proyek-proyek

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Tanggung Jawab: Kelompok Layanan 

Manajemen• Menerjemahkan kebutuhan bisnis ke dalam

persyaratan teknis dan implikasi sumber daya• Memilih cara optimal pertemuan bisnis

kebutuhan• Pemantauan kinerja terhadap anggaran / tingkat

layanan disepakati dengan bisnis• Solusi teknis Memastikan diuji dan kualitas

terjamin untuk menghindari kegagalan aplikasi• Perencanaan pengembangan layanan dan

sumber daya untuk memenuhi kebutuhan yang berkembang

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Tanggung Jawab: Kelompok Teknologi Manajemen

• Memahami perkembangan teknologi, merumuskan dan mengkomunikasikan pilihan implikasi

• Menilai kemampuan teknologi terhadap kebutuhan dikenal dan potensi

• Perencanaan dan pengelolaan pengembangan infrastruktur dan migrasi untuk meminimalkan risiko untuk aplikasi bisnis

• Kelompok layanan Menyelesaikan masalah teknis / masalah dengan pemasokdan memastikan secara efektif didukung

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Mengelola IS Fungsi

3 bertahan dalam tantangan  eksploitasi TI• Tantangan bisnis dan IS / IT visi adalah untuk

mengatasi kebutuhan untuk dua arah b / w keselarasan bisnis dan teknologi

• Tantangan pengiriman IS layanan dengan biaya rendah dan kualitas tinggisedang berubah oleh pasar, layanan yang berkembang dinamis

• Tantangan TI desain arsitektur - pilihan platform teknis di mana untuk me-mount ISlayanan

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Kompetensi inti IS

IS/IT leadership Integrating IS/IT effort with business purpose and activity

Business system thinking

Envisioning the business process that technology makes possible

Relationship building

Getting the business constructively engaged in IS/IT issues

Architecture planning

Creating a coherent blueprint for a technical platform that responds to current and future business

Making technology work

Rapidly achieving technical progress by one means or another

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Cont..

Informed buying Managing the IS/IT sourcing strategy that meets the interests of the business

Contract facilitation

Ensuring the success of existing contracts for IS/IT services

Contract monitoring

Protecting the business’s contractual position, current and future

Vendor development

Identifying the potential added value of IS/IT service suppliers

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Other Framework for IS Competencies

Strateg8i

Exploitation Pemasok

Define the IT Capability

Define the IS Capability

Deliver solution

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Cont…• Strategi: kemampuan untuk mengidentifikasi dan

mengevaluasi implikasi TI berbasis peluang sebagai bagian integral dari formulasi strategi bisnis dan mendefinisikan peran IS / IT dalam organisasi.

• Tentukan IS kontribusi: kemampuan untuk menerjemahkan strategi bisnis ke dalam proses, informasi dan investasi sistem dan rencana perubahan yangsesuai dengan prioritas-bisnis strategi IS

• Tentukan kemampuan TI: kemampuan untuk menerjemahkan strategi bisnis ke dalam jangka panjang arsitektur informasi, infrastruktur teknologi dan rencanasumber daya yang memungkinkan pelaksanaan strategi-strategi TI

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Cont…• Exploitasi: the ability to maximize the benefits

realized from the implementation of IS/IT investments through effective use of information, applications and IT services.

• Memberikan Solusi: the ability to deploy resources to develop, implement and operate IS/IT business solutions that exploit the capabilities of the technology.

• Pasokan : the ability to create and maintain an appropriate and adaptable information, technology and application supply chain and resource capacity.

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Cont…Strategy• strategi bisnis• inovasi teknologi• investasi kriteria• informasi pemerintahan strategi

Define the IS contribution• Prioritas• IS keselarasan strategi• Bisnis proses desain• Peningkatan kinerja bisnis• Sistem dan inovasi proses• Tentukan kemampuan TI

Define the IT capability• Pembangunan infrastruktur• Teknologi analisis• Sourcing strategi

Exploitation• Manfaat perencanaan• Manfaat pengiriman• Mengelola perubahanDeliver solutions• pengembangan aplikasi

layanan manajemen• Informasi manajemen aset

pelaksanaan manajemenmenerapkan teknologi

• Kelangsungan bisnis dan keamanan

Supply• Hubungan pemasok• Teknologi standar• Teknologi akuisisi• Aset dan manajemen biaya

IS / IT pengembangan staf

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Pemetaan Lokasi Sumber Daya melawan ISKomponen

Sumber dari IS fungsi

Sumber dari 'bisnis'

Fokus Teknologi

Fokus Bisnis

PasokanTentukan

kemampuan TI

Pengiriman Solusi

Exploitasi

Tentukan contribusi IT

Strategi

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Kompetensi IS

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Menjaga Kebersihan Faktor Staf Kunci

• Pelatihan baru direkrut dari sekolah atau universitas, yang mahal

• Merekrut staf yang berpengalaman dari organisasi lain, yang dapat berisiko

• Pelatihan yang ada non-IS orang, terutama dalam keterampilan aplikasi di daerahpengguna, yang mungkin memerlukan pengembangan peran pekerjaan baru

• Menggunakan sumber daya eksternal, baik pada jangka pendek untuk mengatasibeban puncak, atau jangka panjang untuk memberikan organisasi denganketerampilan tertentu

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Penggunaan Sumber DayaSTRATEGIC Potensi tinggi

KUNCI OPERASIONAL DUKUNGAN

Melatih pengguna dalam aplikasi

berbasis keterampilan

(menggunakan sumber daya

sendiri)

Beli dalam membantu ahli

dan transfer pengetahuan

IS / IT profesional

Melatih pengguna dalam eksploitasi paket perangkat

lunak untuk menggantikan profesional TI

Pengguna

PenggunaMerekrut dan / atau

kereta spesialis

Spesialis Teknologi

Outsource to release resources

Penyedia layanan aplikasifasilitas manajemenkontraktorpengembangan perangkat lunak

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Keen Kategori 4 Peran Utama

• Layanan Bisnis - membutuhkan bisnis yang kuat, keterampilan organisasi dan perencanaan

• Bisnis dukungan - bisnis dan organisasi serta beberapa keterampilan teknis

• Pengembangan dukungan - yang kuat teknis dan keterampilan bisnis yang baik

• Layanan Teknis - keterampilan teknis yang kuat

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Mengelola Hubungan: 3 Hubungan Kunci (Venkatraman & Loh)

• Dengan TI pemasok luar, yang pasti akan melakukan pekerjaan semakin lebih melalui pengaturan outsourcing.

• Dengan manajer bisnis dan pengguna sistem, untuk memungkinkan bisnis untuk mengidentifikasi dan menyadari manfaat dari investasi aplikasi dan untuk mendapatkan nilai maksimum dari layanan yang disediakan.

• Dengan spesialis IT di perusahaan lain, mitra terutama perdagangan

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Hubungan internal Organisasi

• Organisasi mengandung subkultur sering dikaitkan dengan spesialisasi fungsional atau lokasi geografis.

• Subkultur ini dapat dyfunctional.• TI sebagai spesialisasi fungsional telah memperkenalkan

subkultur baru dansalah satu yang sering sulit untuk berdamai dengan budaya yang dominan dalam organisasi .=> kesenjangan budaya

• Ini berarti bahwa kelangsungan hidup strategi IS akan tergantung pada sejauh mana itu berasal dari 'nilai-nilai bersama' dari mereka yang harus menerapkan strategi.

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Cont…

Tahap 4 'Demokrat dialektika dan kerjasama'

Spesialis TI menyadari kebutuhan untuk bekerja sama dengan manajer bisnis untuk mencapai tujuan bisnis, tapi masih berharap bisnis untuk bekerja sama dengan TI set nilai

Tahap 5 'Wirausaha kesempatan'

Pengakuan dalam bisnis yang dapat memberikan TI baru, yang berpotensi strategis, manfaat melalui penggunaan inovatif sering membuat departemen TI menjaga warisan dan berjuang untuk memberikan nilai apapun untuk yang baru 'dibebaskan' pengguna

Tahap 6 'hubungan yang harmonis Terpadu'

Jarang dicapai, karena kesulitan dalam merekonsiliasi nilai-nilai yang berbeda, mengatasi preseden sejarah dan prasangka, dan membutuhkan keterbukaan baru dalam semua aspek aktivitas TI

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Bridging the Gap

Leadership

Structure and Processes

Roles

Relationships

Behaviours

CIOCEO

The business

IS Function

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6 Bertahap Mengenai Model Nilai Bersama

Tahap 1 Adhocracy

Sangat sedikit nilai-nilai bersama sejak fokus TI internal dan mereka tidak mampu atau tidak mau untuk mencari hubungan koheren dengan bisnis. Mereka berhubungan lebih erat dengan pemasok TI

Tahap 2 'Mulai yayasan

The 'imamat "TI mulai berkembang dan staf TI mungkin menumbuhkan budaya yang unik didasarkan pada ibadah teknologi - sering bertentangan dengan serius bisnis

Tahap 3 'Sentralisasi kediktatoran'

Ketika manajemen TI sering bereaksi untuk bisnis manajer 'keprihatinan atas' belanja berlebihan 'pada IT dan pandangan kinerja pengiriman yang buruk dengan menjadi defensif dan mengerahkan kontrol atas apa yang dilakukannya untuk memperbaiki keseimbangan

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Model untuk Meningkatkan Hubungan b / w IS Fungsi & Bisnis

• Earl dan Sampler-Kenali disekuilibrium-Menekankan manajemen pasokan-Menekankan manajemen permintaan-menjaga keseimbangan

• Peppard-Mendapatkan dasar-dasar yang tepat-Mintalah pengaruh utama-membangun kredibilitas-Carilah keterlibatan awal dalam proyek-Tempat tanggung jawab untuk IS dengan bisnis-Memupuk dan memelihara kemitraan

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Earl dana Sampler:  Mengenali Disequilibrium 

• Organisasi mengartikulasikan, mengeksplorasi dan menganalisa krisis atau kehilangan kepercayaan di IT pada umumnya dan IS fungsi pada khususnya.

• Gejala dan resep-Bisnis kebutuhan tidak puas-Teknologi masalah-Manajemen penilaian-Mulai dari rezim baru

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Earl dan Sampler:Tekankan Supply Management

• Organisasi ini bertujuan peningkatan kinerja radikal dari sisi penawaran dengan menetapkan tujuan pengiriman dan mulai membangun kembali platform teknologi.

• Resep-Menetapkan target kinerja yang ambisius-Mulai membangun platform teknis-Mencari awal, hasil nyata-Mengatur aplikasi prioritas

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Earl dan Sampler: Tekankan Supply Management

• Organisasi ini bertujuan peningkatan kinerja radikal dari sisi penawaran dengan menetapkan tujuan pengiriman dan mulai membangun kembali platform teknologi.

• Resep-Menetapkan target kinerja yang ambisius-Mulai membangun platform teknis-Mencari awal, hasil nyata-Mengatur aplikasi prioritas

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Earl dan Sampler:Menjaga Keseimbangan

• Organisasi melengkapi proses transformasi dengan menerapkan perubahan radikal akhir di kedua sisi permintaan dan penawaran.

• Jika bisnis atau teknologi diskontinuitas terjadi dan perusahaan tidak berurusan dengan mereka, dapat memulai proses transformasi baru dengan kembali keTahap 1.resep

• Menyadari bahwa itu merupakan perjalanan yang berkesinambunganRethinking pemerintahan

Pelatihan ulang personil TI

Menciptakan kemitraan dengan bisnis dan vendor

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Peppard Model

• Mendapatkan dasar-dasar yang tepat

Kepemimpinan TIDapatkan bisnis yang

terfokusFokus pada kualitasinternal organisasi TIMemeriksa struktur internal

dan prosesTentukan nilai tambahaspek IS / ITDapatkan dukungan dan

komitmen dari semua IS staf

• Mintalah pengaruh utama

Dapatkan pengaruh utama pada papan

Setuju peran organisasi TIDengarkan bisnisMenentukan area prioritas

utamaMenetapkan peran

hubungan dalam organisasi TI

Membangun kesepakatan tingkat layanan

Membuka saluran komunikasi

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Cont…• Membangun kredibilitas

-Membangun dialog dengan bisnis-Alamat nilai-nilai dan kepercayaan dari manajemen bisnis-Menunjukkan nilai bisnis-Memprakarsai program pendidikan untuk penyumbatan 'mindset' alamat-Memulai program pemasaran internal

• Carilah keterlibatan awal dalam proyek-Fokus pada manfaat pengiriman-Pastikan TI keterlibatan awal dalam proyek bisnis dan visa-versa

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Mengelola Hubungan dengan Vendor

• 4 daerah kritis yang memerlukan perhatian-Fungsi CIO-Pengukuran kinerja-Campur dan koordinasi tugas-Pelanggan-vendor antarmuka

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Cont…

• Tempat tanggung jawab untuk IS dengan bisnis-Memindahkan tanggung jawab IS permintaan ke bisnis-Membingkai ulang IS / IT struktur tata kelola-Buat IT / proses bisnis-Mendefinisikan peran informasi

• Memupuk dan memelihara kemitraan-Penekanan terus-menerus komunikasi-Kembali tahap sebelumnya

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Fungsi CIO • Kemitraan / kontrak

manajemen– Sebuah informasi CIO yang

memonitor kinerja terhadap kontrak dan rencana untuk dan berurusan dengan isu-isu yang muncul aliansi outsourcing membantu beradaptasi dengan perubahan.

• Perencanaan arsitektur. – Staf Seorang CIO harus

memvisualisasikan dan mengkoordinasikan pendekatan jangka panjang untuk standar jaringan, HW dan SW dan arsitektur basis data

-

• Emerging technologies– Perusahaan harus

mengembangkan suatu pemahaman yang jelas teknologi muncul dan aplikasi potensi mereka

– Menilai alternatif teknologi tidak dapat didelegasikan kepada pihak ketigaterus menerus belajarContinuous learn

– Sebuah perusahaan harus menciptakan lingkungan TI internal belajar untuk membawa pengguna ke kecepatan sehingga mereka merasa nyaman dalam iklim perubahan terus-menerus

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Pengukuran Kinerja

• Perusahaan harus mengembangkan standar kinerja, mengukur hasil.

• Langkah paling penting dari keberhasilan yang tidak berwujud dan memainkan jangka waktu yang panjang

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Campur dan Koordinasi Tugas

• Jika tidak hati-hati dikelola, baik kontrak dan lokasi geografis yang berbeda dari staf pengembangan outsourcing vendor mungkin menghambat diskusi dan mengakibatkan biaya tambahan

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Pelanggan-Vendor Antarmuka

• Interface b / w pelanggan dan vendor sangat kompleks dan biasanya harus terjadi pada berbagai tingkat.

• Tingkat senior, harus ada link untuk menangani isu-isu utama dari kebijakan restrukturisasi dan hubungan

• Tingkat yang lebih rendah, harus ada mekanisme untuk mengidentifikasi dan menangani isu yang lebih operasional dan taktis.

• CEO kebijakan tingkat-diskusi• Kedua sisi membutuhkan manajer hubungan reguler

penuh waktu dan kelompok koordinasi yang lebih rendah dalam organisasi untuk menangani isu-isu operasional dan potensi kesulitan