Sistem informasi
Sistem Informasi
IF35317
Teknik Informatika
UNIVERSITAS KOMPUTER
INDONESIA
IF35317 – Sistem Informasi
Pengajar
Email
Bobot
Penilaian
•
•
•
•
Kehadiran
Tugas
UTS
UAS
: Irfan Maliki
: sisteminformasi09@gmail.com
: 3 SKS
:
:
:
:
10
20
30
30
% (min hadir 70%)
– 25 %
– 35 %
– 35 %
Mahasiswa masuk ruang kuliah sebelum pengajar
masuk ruang kuliah
Irfan Maliki - IF35317
Text Book
Alter, Steven. (2002). Information System
Foundation of E-Business. Prentice Hall
O’Brien, James A & Marakas, George M. (2008).
Introduction to Information System. McGrawHill.
Jessup & Valacich. (1999). Information System
Foundations. Que E&T.
Stair & Reynolds. (2006). Principles of
Information Systems, 7th Edition.Thomson
Davis & Yen. (1999). System Analysis and
Design. CRC
Langer, Arthur. (2008). Analysis and Design of
Information Systems 3rd Edition. Springer.
Irfan Maliki - IF35317
Rencana Perkuliahan
Pendahuluan
Sistem dan Sistem Informasi
Klasifikasi Sistem dan Tipe IS
Proses Bisnis
Manajemen data
Organisasi
SDLC (Software Development Life
Cycle)
Irfan Maliki - IF35317
Introduction
What is a system?
A system
• Is a set of interrelated components
• With a clearly defined boundary
• Working together to achieve a common
set of objectives
Information System Definition
“...are combination of hardware,
software, and telecommunication
networks wich people build and use to
collect, create, and distribute useful
data typically in organization settings”
(Jessup & Valacich, 1999)
Work System & Information System
A “frame work” is a brief set of ideas and
assumsptions for organizing a thought
process about a particular type of thing or
situation
A “frame work” is typically used to create
model, a useful representation of spesific
situation or thing
Work System & Information System
(Steven Alter, 2002)
Work System is system in which human
participants and/or machines perform a business
process using information, technology, and other
resources to produce products and/or services for
internal or external customers.
Information System is a work system whose
business process is devoted to capturing,
transmitting, storing, retrieving, manipulating, and
displaying information, therby supporting other
work systems.
Information System (IS) versus Information Technology
(IT)
IS is all the components and resources
necessary to deliver information and
functions to the organization
IT is hardware, software, networking and
data management
In theory, IS could be paper based
But we will focus on Computer-Based
Information Systems (CBIS)
IS Knowledge Framework for Business
Professionals
What should a Business Professional know
about IS?
Foundation Concepts: fundamental behavioral,
technical, business and managerial concepts
Information Technology: Hardware, software,
networks, data management and Internet-based
technology
Business Applications: Major uses of the IS in the
organization
Development Processes: How to plan, develop and
implement IS to meet business opportunities
Management Challenges: The challenges of
effectively and ethically managing IT
Role and Goals of IS
1.
2.
3.
4.
5.
6.
Increase Employee Productivity
Enhace Decision Making
Improve Team Collaboration
Create Business Partnerships and
Alliances
Enable Global Reach
Facilitate Organizational Transformation
Increase Employee Productivity
Online Transaction Processing (OLTP) the
gathering of input information, processing that
information, and updating existing information to
reflect the gathered and processed information
Transaction Processing System (TPS)
process transactions that occur within an
organization
Customer Integrated System (CIS)
an extension of a TPS that places technology in the
hands of an organizations’s customers and allows
them to process their own transactions.
Increase Employee Productivity
Enhace Decision Making
Online Analytical Processing (OLAP)
the manipulation of information to support
decision making.
Artificial Intelligence
the science of making machines imitate
human thinking and behaviour.
Neural Network
an artificial intelligence that is capable of
finding and differentiating patterns.
Enhace Decision Making
Executive Information System (EIS)
a highly interactive IT system that allows you to
first view highly summarized information and then
choose how you would like to see greater detail,
wich may alert you to potential problem or
opportunity
Improve Team Collaboration
Collaboration System
designed specifically to improve the
performance of teams by supporting the
sharing and flow of information.
Groupware
software components that supports the
collaborative efforts of a team.
Improve Team Collaboration
Groupware contains support for :
• Team dynamics
• Document management
Group document database – act as a
powerfull storage facility for organizing and
managing all documents related to spesific
teams.
• Applications development
Create Business Partnerships
and Alliances
Interorganizational System (IOS)
automates the flow of information between
organizations to support the planning, design,
development, production, and delivery products
and services.
Electronic Data Interchange (EDI)
the direct computer to computer transfer of
transaction information contained in standard
business documents, such as invoices and
purchase orders, in standard format.
Enable Global Reach
Business today is global business
Culture
the collective personality of nation or
society, encompassing language,
traditions, currency, religion, history,
music, and acceptable behavior, among
other things.
Facilitate Organizational
Transformation
Organizational transformation is
necessary to respond to the everchanging
needs (and wants of today’s marketplace
Blockbuster now provides movies on a
pay-per-view rental basis throug cable
To Gain Competitive Advantage
(Porter, 1980)
What does IS do for a business?
Trends in Information Systems
Types of IS
Operations support systems
What are they?
• Efficiently process business transactions
• Control industrial processes
• Support communications and
collaboration
• Update corporate databases
Types of Operations Support Systems
Transaction Processing Systems
• Record and process data from business
transactions
• Examples: sales processing, inventory systems,
accounting systems
Process Control Systems
• Monitor and control physical processes
• Example: in a petroleum refinery use sensors to
monitor chemical processes
Enterprise Collaboration Systems
• Enhance team and work group communications
• Examples: e-mail, videoconferencing
Two ways to process transactions
Batch Processing:
• Accumulate transactions over time and
process periodically
• Example: a bank processes all checks
received in a batch at night
Online Processing:
• Process transactions immediately
• Example: a bank processes an ATM
withdrawal immediately
Management Support Systems
What are they?
• Provide information and support for
effective decision making by managers
Types of Management Support Systems
Management Information Systems (MIS)
• Provide reports and displays to managers
• Example: daily sales analysis reports
Decision Support Systems (DSS)
• Provide interactive ad hoc support for decision
making
• Example: A what-if-analysis to determine where
to spend advertising dollars
Executive Information Systems (EIS)
• Provide critical information for executives and
managers
• Example: easy access to actions of competitors
Operational or Management Systems
Expert Systems
• Provide expert advice
• Example: credit application advisor
Knowledge Management Systems
• Support creation, organization and
dissemination of business knowledge
throughout company
• Example: Intranet access to best
business practices
Classifications of IS by scope
Functional business systems
• Focus on operational and managerial applications of
basic business functions
• Examples: support accounting, finance or marketing
Strategic information systems
• Help get a strategic advantage over its customers
• Examples: shipment tracking, e-commerce web
systems
Cross-functional information systems
• Systems that are combinations of several types of
information systems
• Provide support for many functions
Challenges and Opportunities of IT
Measuring success of an IS
Efficiency
• Minimize cost, time and use of information
resources
Effectiveness
• Support business strategies
• Enable business processes
• Enhance organizational structure and culture
• Increase the customer and business value
Developing IS Solutions
Ethical challenges of IT applications
Attacks on Businesses and Other
Organizations in One Year
The Cost and Cause of
Computer Attacks
What is a system?
A system
• Is a set of interrelated components
• With a clearly defined boundary
• Working together to achieve a common
set of objectives
• By accepting inputs and producing
outputs in an organized transformation
process
Systems have three basic functions:
Input involves capturing and assembling
elements that enter the system to be
processed
Processing involves transformation process
that convert input into output
Output involves transferring elements that
have been produced by the transformation
process to their ultimate destination
Cybernetic system
All systems have input, processing and output
A cybernetic system, a self-monitoring, selfregulating system, adds feedback and control:
• Feedback is data about the performance of
a system
• Control involves monitoring and evaluating
feedback to determine whether a system is
moving towards the achievement of its goal
A Cybernetic system
A business as a system
Information systems model
Components of an IS
People Resources
• End users: the people who use the IS or the
information from the IS
• IS specialists: the people who develop and operate
IS
Hardware Resources
• All physical devices used in information processing
• Machines, data media, peripherals
Software Resources
• All information processing instructions including
programs and procedures
• System software, application software and
procedures
Components of an IS (cont.)
Data Resources
• Facts about the business transactions
• Processed and organized information
• Databases of organized data
Network Resources
• Communications media
• Network infrastructure: hardware and
software
• The Internet, intranets and extranets
Components of an IS (cont.)
Data versus Information
Data are raw facts about physical phenomena or
business transactions
Information is data that has been converted into
meaningful and useful context for end users
Example:
• Sales data is names, quantities and dollar
amounts
• Sales information is amount of sales by
product type, sales territory or salesperson
Type of Data
Transforming Data into
Information
IS Activities
Input of data resources
• Data entry activities
Processing of data into information
• E.g., calculate, compare, sort, classify, summarize
Output of information products
• Messages, reports, forms and graphic images
Storage of data resources
• Data elements and databases
Control of system performance
• Monitoring and evaluating feedback
Recognizing IS
As a business professional, you should
be able to look at an IS and identify
• The people, hardware, software, data
and network resources they use
• The type of information products they
produce
• The way they perform input, processing,
output, storage and control activities
Tugas
Email dengan nama sebenarnya.
Format subjek :
• Tugas1 Nama Kelas
Kirim ke
:
sisteminformasi09@gmail.com
Tanggal
: Kamis, 1 Oktober 09
Batas waktu
: 23.59’ WIB
Proses Bisnis
SDLC Process
A Brief History Of
Process
Perkembangan Proses
1.
2.
3.
4.
The Age of the Crafts worker
The Age of the Factory
The Age of Specialist
Reengineering
The Age of Crafts Worker
Terjadi pada kurun waktu pertengahan abad 18,
sebelum revolusi Industri
Kebanyakan produk dihasilkan oleh pengrajin
Proses dan produk tidak ada bedanya, sehingga
mengukur pekerjaan sama halnya dengan
mengukur hasil dari pekerjaan itu.
Seluruh pekerjaan dikerjakan di satu tempat.
Satu pekerja dapat mengerjakan keseluruhan
proses, mulai dari membuat produk,
memasarkan, merancang, dan memberi
pelayanan kepada pelanggan.
The Age of Crafts Worker
Kelebihan:
Pekerja mengetahui dengan jelas siapa konsumen produknya, apa
barang dan jasa yang diproduksi, dan apa tujuannya.
Konsumen hanya perlu menghubungi satu kontak untuk
permasalahan apapun.
Perajin mengetahui proses yang terjadi dari awal hingga akhir.
Tidak terjadi miskomunikasi antara spesialisasi yang berbeda.
Kelemahan:
Terdapat satu titik penyebab kegagalan.
Kualitas menurun, pekerja tidak seluruhnya memiliki kemampuan
baik di semua aspek.
Output terbatas,
Perajin baru harus sudah memiliki kemampuan yang baik.
The Age of Factory
Didorong oleh penemuan mesin uap oleh
James Watt.
Mulai ada pembagian pekerjaan
(spesialisasi) dalam organisasi.
Jumlah produksi per pekerja meningkat
drastis. Efisiensi produksi meningkat.
Suksesnya pembagian kerja
meningkatkan efiensi, divisi kerja dibentuk
dengan spesialisasi yang lebih fokus.
The Age of the Specialists
Revolusi industri menyebabkan kebutuhan akan spesialis
pada organisasi meningkat. Spesialis yang dibutuhkan tidak
hanya pada bidang manufaktur, tapi juga pada area-area
seperti keuangan, akuntansi, hukum, sumber daya
manusia, pemasaran, dan lainnya.
Mulai dilakukan usaha penyempurnaan produk dengan
pemanfatan research & development, teknik, dan
perencanaan manufaktur.
Mulai ada manajer professional yang bertugas untuk
melakukan perencanaaan, pengorganisasian, dan
pengontrolan.
Organisasi mulai dibangun dengan struktur yang
berdasarkan pembagian fungsi (organisasi fungsional).
The Age of Factory & The Age
of Specialists
Kelebihan :
Output bertambah dengan kualitas yang tetap konsisten.
Lebih mudah mengatur pekerja.
Pekerja memiliki keahlian yang baik pada spesialisasi yang
bersangkutan.
Spesialisasi dapat dikurangi/ ditambah dengan mudah.
Organisasi diatur dengan manajemen professional.
Kelemahan:
Fokus pada efisiensi lokal
Pelayanan menurun karena customer tidak dapat melihat proses.
Kurang komunikasi
Merendahkan akuntabilitas individual
Pekerjaan dapat menjadi membosankan.
Kelemahan Organisasi
Fungsional
Organisasi adalah struktur yang mengelompokan
manusia dan sumber daya untuk mencapai
tujuan umum.
Fungsionalitas adalah bidang usaha menyangkut
kerja, menggunakan keahlian tertentu, dan
pengetahuan.
Organisasi memiliki tujuan umum, sedangkan
orientasi fungsionalitas tidak memiliki tujuan
umum. Timbul masalah “sumbu kompor /
stovepipe”. Setiap bagian hanya peduli pada
dirinya sendiri, tidak saling mendukung dan tidak
menyadari keterkaitan satu sama lain.
Kelemahan Organisasi
Fungsional
Organisasi dengan
orientasi
fungsionalitas
memiliki beberapa
kerugian :
• Proses yang kontinyu
terbagi – bagi
(fragmented) antara
fungsionalitas kerja.
Masalah ini sering
disebut “functional silo /
stovepipe”
Kelemahan Organisasi
Fungsional
Organisasi dengan orientasi
fungsionalitas memiliki beberapa
kerugian :
• Pekerjaan pada suatu divisi dapat
dinegasikan oleh divisi lain atau tidak
menghasilkan nilai tambah apapun.
• Terjadi waktu tunda pada proses ketika
pekerjaan pindah dari satu
fungsionalitas / divisi ke divisi lain.
Enter Reengineering : 19851993
Reengineering dilakukan dengan mengidentifikasi dan
merancang ulang proses bisnis dari awal hingga akhir
secara radikal untuk meningkatkan performansinya.
Organisasi berorientasi proses mengurangi akumulasi
inefisiensi dan irrasionalitas.
“Reengineering is undoing the Industrial Revolution”
(Hammer). Dalam reengineering, proses-proses yang
telah dibreakdown menjadi fungsi dalam organisasi
fungsional yang muncul pada Revolusi Industri
disatukan kembali. Reengineering dilakukan dengan
berorientasi pada proses, bukan fungsi.
Exit Reengineering : 1994-1995
BPR tidak semenjajikan yang diharapkan.
Perancangan ulang proses memang
mudah, tetapi implementasinya sangat
sulit.
Banyak terjadi kegagalan, hampir 70 – 80
% proyek BPR gagal
Bisa disimpulkan orientasi proses tidak
bagus dan tidak juga buruk. Begitu pula
orientasi fungsionalitas
Orientasi Proses
Kelebihan:
Fokus yang cukup terhadap customer dan outcome
Keberulangan proses terdefinisi berarti proses terukur dan
dapat disempurnakan.
Efisiensi meningkat jauh
Birokrasi lebih sederhana sehingga persentase usaha yang
lebih besar dapat digunakan untuk memenuhi kebutuhan
customer
Kelemahan:
Lebih sulit diatur.
Pekerjaan individu lebih luas
Sulit diimplementasikan
Membutuhkan investasi teknologi yang besar.
Definition
Business
“… a course of action or a procedure … a
series of stages in manufacture or some other
operation…” [the concise oxford dictionary]
• A collection of activities that, taken
together, create value for customer
e.g. new product for customer. This
tasks are inter-related tasks
“… a series of actions, changes, or functions
bringing about a result.” [dictionary.com]
Business
Business entity is any organization
whose aim is to create results of value
for someone who cares about those
results.
Purpose of any business entity is to act
as a transformation mechanism.
• When appropriate events and conditions trigger action,
customer requirements and consumable resources (raw
materials, money & information) are transformed into
goods, services, business outcomes for the customers’
benefit.
• The results can have a physical component or
informational/knowledge based one, such as a report, book,
or expertise provided .
Business
• At the same time that businesses are serving
their customer and consumer markets, their
performance is measured in terms of
appropriate key performance indicators
(KPIs) and evaluated against the
requirements of the business owners and
investors
• Satisfying customers and owners
concurrently while recognizing the multiple
outside pressures and regulatory constraints
is difficult, given the potential conflict among
these guiding factors.
Business
Business
The business applies a number of reusable resources to
enable this transformation. These capabilities include:
• Cross-functional business processes. Interestingly,
businesses might not recognize them as processes.
• Physical facilities. These include offices, factories,
equipment, and tools.
• Computing and communications technology. These
enable information flow, knowledge sharing, and
communications.
• Human resources.
Process
A process is set of logically related
tasks performed to achieve a
defined business outcome
Process definition
A process is a set of actions that take inputs,
and then add value to provide desirable
outputs.
Customers
Inputs
Suppliers
Resources
Process
Internet
Product
Outputs
Kind of Process
Core – these are value added activities
that meet business and customer
needs.
Support – these are activities that
enable core activities to take place
Business Process
A business process as a series of tasks or activities
to achieve a given purpose or goal, which can be
completed either in sequence or in parallel, by
people or systems, either inside or outside an
organization. [Butler Group]
The task are pre-defined, and the process can be
repeated.
The sequence of tasks in any process is usually
important.
Process Flow
CEO
Marketing
Customer Request
Operation
Finance/ Admin
Order Fulfillment
Frame the Process
Frame the Process
Langkah pertama dari metodologi
Paling penting
Kesalahan di tahap ini akan terbawa
terus sampai akhir
Kesalahan-kesalahan Umum
Terjebak pada fungsi
• struktur organisasi
• functional silo
• local efficiency
Lingkup proses yang terlalu sempit
atau terlalu luas
Review Proses
Proses bisnis selanjutnya akan disebut
sebagai proses saja atau proses bisnis
Proses bisnis: “A business process is a
collection of interrelated work tasks,
initiated in response to an event, that
achieves a specific result for the
customer of the process.”
...that achieves a specific
result...
proses ada karena diperlukan untuk
menghasilkan sesuatu: result
hasil bisa berupa produk atau jasa
result: countable dan identifiable
contoh proses:
• develop new product; hasilnya new
product
• resolve service problem; hasilnya
resolved service problem
...that achieves a specific
result...
Bukan proses:
• Research and development
• Help desk
Apakah Research and development
yang sudah diselesaikan bisa
dihitung?
Apakah Help desk yang sudah
dilakukan bisa dihitung?
...for the customer of the
process...
Customer adalah pihak yang
memperoleh hasil dari proses
Customer dapat menilai seberapa
memuaskan suatu proses
Contoh proses:
• Menerbitkan SIM
Bukan proses:
• Menangani formulir aplikasi
...initiated in response to a
specific event...
proses seperti mesin yang diam
sebelum dinyalakan
harus ada event yang memicu
dimulainya proses
contoh:
• resolve service problem dipicu oleh event
customer reports service problem
...work tasks...
kumpulan dari aktivitas, langkah,
task, aksi
aktivitas atau langkah akan sering
digunakan
aktivitas dikerjakan oleh aktor
aktor dapat berupa orang, fungsi
kerja, departemen, atau sistem
komputer
jangan terjebak hanya melihat
aktivitas satu aktor
...a collection of interrelated...
aktivitas atau langkah dalam proses
harus terkait, langsung maupun tidak
langsung
ada urutan mulai event pemicu
sampai ke customer
Karakteristik proses lainnya
Measurable
• customer mengukur result
• aktor mengukur produktivitas
• owner/manager mengukur biaya,
kepuasan pelanggan, dll
Karakteristik proses lainnya
Otomasi
• proses bisnis mencakup aktivitas yang
dilakukan manual maupun yang otomatis
Level
• proses dapat dijelaskan dalam berbagai
level kedetilan
Karakteristik proses lainnya
Customer
• internal atau eksternal
• proses yang melayani customer
eksternal biasanya core process
• proses yang melayani customer internal
biasanya support process
Karakteristik proses lainnya
Proses tersembunyi dalam organisasi
Karakteristik proses lainnya
Kesalahan identifikasi proses:
• Capture service order
• Assign Facilities
• Install Service
• Update Customer Records
Seharusnya:
Karakteristik proses lainnya
Bigger is (usually) better
Framing the Process
Langkah-langkah
• Identify process and name in verbnoun format;
• Event that triggers the business
process;
• Result achieved by the process;
• Customer that receives the result;
• Other stakeholders and the result(s)
they expect;
Framing the Process
• About five to seven major activities or
milestones within the process;
• Actors with a role in the process;
• Mechanisms (systems, forms, equipment,
etc.) that support the process;
• Process timing and frequency;
• Related (but out-of-scope) processes
depicted on an overall process map.
• Assessment of current process performance;
• Performance objectives for the new process
Identifikasi Proses
Lakukan secara bottom-up
• Identifikasi aktivitas atau milestone
yang ada
Lakukan dengan brainstorming
• Untuk memperoleh bahan
• Ingat aturan brainstorming: jangan ada
kritik dan evaluasi
• Olah ide-ide yang diperoleh:
kelompokkan ide sejenis, hapus yang
tidak wajar dan mustahil
Identifikasi Proses
Lakukan Brainstorm milestone
• Milestone adalah jika ada sesuatu yang
dihasilkan, baik antar aktivitas atau
pada akhir proses, contoh:
Product is reserved
Shipment is packed
Inventory replenished
Order is accepted
Order is submitted
Identifikasi Proses
Identifikasi Proses
Ubah milestone menjadi aktivitas
• Reserve Product;
• Pack Shipment;
• Replenish Inventory;
• Accept Order;
• Submit Order.
Identifikasi Proses
Urutkan Proses
Identifikasi rasio
Kelompokkan proses berdasarkan
rasio
Identifikasi Proses
Identifikasi Proses
Beri nama proses dan aktivitas dengan
bentuk verb-noun
Pemodelan Proses
Bisnis
Pemodelan
Menuangkan proses bisnis dalam
bentuk diagram, sehingga:
• Terdokumentasi
• Dapat disampaikan kepada orang lain
• Memudahkan pemahaman
Pemodelan dilakukan terhadap as-is
dan to-be
Standar Pemodelan
Tujuan standar pemodelan adalah agar
mudah dikomunikasikan dengan pihak lain
yang juga mengerti tentang standar itu
Ada beberapa contoh standar:
• ASME (American Association of Mechanical
Engineering)
• Flowchart/Flowmap
• IDEF0 (Integration Definition For Function
Modeling)
• IGOE (Input, guide, output, enabler)
• BPMN (Business Process Modeling Notation)
• UML (Unified Modeling Language)
IGOE
Manage
projects
Manage
Projects
Understand existing
commitments
External Roles
Project Priorities
Request Details to skilled
resources
Review
Request
Request Recipient
Strategic Partner
Resource Assigner
Guiding Factor
Rejected
request
Validated
request
Analyze
Priorities
Flowchart
Flowmap
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Jari (àBerkas)
Passpor
Passpor
Pengesahan
(Ditandatangani)
Berkas
PERDIM 11
Passpor
Pemohon
Bukti Bayar
Photo
Selesai
Page 1
IDEF0
Pengendalian Kebijakan perusahaan, hukum dll
Input
Material
Informasi
dll
Output
Produk
Informasi
dll
Proses
Mekanisme
SDM
Sistem
Sarana
dll
IDEF0
ASME (American Society of Mechanical Engineers)
Operation
V
Indicates the main steps in a process – we use 2
types; one for value-adding and one for non
value-adding steps
Inspection Indicates a check on
quality or quantity
Steps
Steps A
Transport Indicates movement of Steps B
people, materials,
paper, information, etc Steps C
Steps D
Delay
Indicates a temporary
Steps E
storage, delay or holdup between consecutive Steps F
operations
Steps G
Storage Indicates a controlled storage, such
a filing, which is not a delay
V
Time
Comment
ASME
No
Aktivitas
Waktu
V
1
Periksa
kelengkapan
Berkas
PERDIM 11
5
menit
2
Input Data
Pemohon
10
menit
3
Cetak Bukti
Terima
PERDIM 11
2
menit
4
Penyerahan
Bukti Terima
PERDIM 11 ke
Pemohon
2
menit
5
Pemohon
Menunggu
Berkas
diproses
1
bulan
Keterangan
BPMN
BPMN
Pemohon
Proses Pembuatan SIUP menggunakan BPMN
Start
Isi Formulir dan
Berkas
Permohonan
Tidak Lengkap
Sub Dinas
Start
Cek Berkas
permohonan
Lengkap
Buat
Permohonan
Pengesahan
penandatanganan
SIUP
Pemeriksaan
Permohonan
Kasie
Pengesahan
Permohonan
Kadin
Data Valid
Pengesahan
Permohonan
Tata Usaha
Dinas Pemerintah Daerah
Tim SIUP
Data Tidak Valid
Pembayaran
(bank jabar)
Pengesahan
penandatanganan
SIUP
Pengesahan
penandatanganan
SIUP
Penomoran
Swimlane
Swimlane yang digunakan di buku
mirip dengan IGOE dan BPMN
Ada penyederhanaan notasi
• Hanya menggunakan kotak dan panah
• Lebih menekankan pada deskripsi pada
proses
Tujuannya agar lebih mudah
dipelajari, digambarkan, dan
dipahami
Komponen
3R
• Roles: aktor yang melakukan proses
• Responsibilities: task yang dilakukan
oleh aktor
• Routes: workflow atau jalur yang
merupakan urutan langkah
Aktor
Penamaan Proses
Urutan Langkah
Percabangan
Langkah opsional
Jika urutan tidak jadi masalah
Paralel
Bentuk percabangan lain
Tambahan trigger waktu
Studi Kasus
PT XYZ adalah sebuah perusahaan
asuransi, yang bisnis utamanya
adalah manajemen resiko dan return
akibat dari ketidakpastian masa
depan. Resiko selalu melibatkan dua
istilah, yaitu :
• Ketidakpastian
• Kerugian, entah kerugian fisik maupun
finansial.
Batasan Masalah
Proses bisnis yang dimodelkan
adalah berdasarkan proses
pengajuan klaim asuransi yang ada
di PT XYZ.
Proses bisnis dimodelkan dilihat dari
sudut pandang perusahaan asuransi
bukan dari sudut pandang customer
atau sudut pandang perusahaan
reasuransi.
Lazimnya perusahaan asuransi akan
menghadapi klaim pertanggungan
dari para anggota pada waktu yang
tidak terkirakan sebelumnya
Ketika perusahaan berupaya untuk
meminimalisir jumlah kerugian,
perusahaan akan mengambil suatu
jumlah tertentu sebagai jaminan atas
resiko yang ditanggung, jumlah
inilah yang disebut dengan retensi.
Jika batas retensi yang telah
ditetapkan ternyata lebih rendah dari
jumlah klaim yang harus dibayarkan,
maka perusahaan akan menghadapi
resiko reputasi sekaligus resiko
default yaitu perusahaan tidak
mampu menutup klaim yang
diajukan oleh anggota secara penuh
Suatu perusahaan asuransi pasti
akan mereasuransikan sebagian
resiko tersebut kepada perusahaan
reasuransi selama biayanya lebih
tinggi dibandingkan dengan yang
dibebankan oleh perusahaan
reasuransi, dengan kata lain jika
expected loss nya lebih tinggi dari
pada yang diperkirakan oleh
perusahaan reasuransi
Hirarki Perusahaan
Head Office (HO)
Regional Office (RO)
Regional Office (RO)
Regional Office (RO)
Branch Office (BO)
Branch Office (BO)
Branch Office (BO)
Branch Office (BO)
Branch Office (BO)
Branch Office (BO)
Branch Office (BO)
Branch Office (BO)
Branch Office (BO)
Batasan Masalah (3)
Proses pengajuan klaim yang
dimodelkan hanya klaim yang menjadi
wewenang Head Office (HO) meliputi
klaim kematian untuk polis kadaluarsa,
polis medikal, cacat tetap total, rawat
inap, klaim dari polis yang diajukan di
HO, klaim dengan nilai pertanggungan
diatas 50 juta rupiah (US$ 5000).
Proses pengajuan klaim dilakukan di
Branch Office (BO) tempat objek
pertanggungan
Brainstorming Milestone
Klaim Diterima
Dokumen
ter-validasi
Surat
Pemberitahuan
Pembayaran
Mafaat Asuransi
dikirimkan
Manfaat Asuransi
Dibayarkan
Desisi Klaim
diterbitkan
Klaim Reasuransi
diajukan
Manfaat Asuransi
terkalkulasi
Rekomendasi
Medis diterima
Manfaat
Reasuransi
diterima
1:1
Penerimaan
Klaim
1:1
Validasi
Dokumen
1:1
Penerimaan
Rekomendasi
Medis
1:1
Kalkulasi
Manfaat Asuransi
1:1
1:1
1:1
Pengajuan Klaim
Reasuransi
1:1
1:1
Pembayaran
Manfaat Asuransi
1:1
Pengiriman Surat
Pemberitahuan
Pembayaran
Manfaat Asuransi
Penerimaan
Manfaat
Reasuransi
Penerbitan Desisi
Klaim
1:1
Framing Process
Klaim Asuransi
Event
Klaim
diajukan
Subprocesses
Valida
si
Doku
men
Penerimaan
Rekomendasi
Medis
Kalkulasi
Manfaat
Asuransi
Pengajuan
Klaim
Reasuransi
Penerimaan
Manfaat
Reasuransi
Result
Penerbitan
Desisi
Klaim
Pengiriman
Pemberitahuan
Pembayaran Manfaat
Asuransi
Pembayaran
Manfaat
Asuransi
Case for Action
- Pengecekan berkas dilakukan berulang-ulang sehingga
membuang waktu pemrosesan
klaim
- Pengiriman berkas klaim dilakukan dengan cara batch pada
akhir bulan sehingga klaim
yang diajukan di awal bulan harus menunggu hingga akhir
bulan untuk diproses
- Klaim reasuransi expired akibat waktu pemrosesan klaim
melewati batas expirasi yang
ditetapkan oleh reasuradur
- Divisi Aktuaria menangani klaim asuransi yang merupakan
tanggung jawab dari Divisi
Underwriting
- Informasi klaim yang direasuransikan tidak dimiliki kantor
cabang sehingga identifikasi
klaim reasuransi tidak bisa dilakukan sejak awal
Vision
- Meningkatkan jumlah klaim yang diproses dan dibayarkan
- Mengurangi rata-rata pengeluaran untuk pembayaran klaim
- Mengurangi jumlah dan total biaya proses hukum akibat tuntutan
hukum terkait dengan klaim
- Mengurangi biaya total pemrosesan klaim
- Mendokumentasikan klaim dengan baik
- Memperbaiki rasio antara jumlah klaim dengan polis yang
dikeluarkan
- Memperbaiki rasio antara klaim yang dibayarkan dengan klaim
yang diterima
- Mengurangi komplain konsumen
- Mengurangi dampak penipuan asuransi
Actor
Pegawai seksi pelayanan nasabah
Kepala seksi pertanggungan BO
Dokter penasihat medis
perusahaan
Kepala bagian pertanggungan RO
Kepala divisi underwriting
Kepala divisi keuangan
Perusahaan reasuransi
(reasuradur)
Kepala divisi aktuaria
Tertanggung
Metrics
- Pengecekan berkas hanya dilakukan satu kali
- Pembayaran klaim yang dikeluarkan perusahaan dibawah batas
retensi
- Klaim yang direasuransikan dikirimkan dan diproses pada hari yang
sama
- Waktu penanganan reasuransi klaim dibawah batas ekspirasi
reasuradur
- Pembayaran klaim yang direasuransikan harus berasal dari dana
yang diterima dari reasuradur
Mechanism
Perbaikan proses bisnis
Pengembangan Sistem
Informasi Reasuransi
Perbaikan Standard
Operational Procedure
Analisis as-is
Analisis as-is
Breakdown Process
To-be
Tugas Kelompok
Lakukan analisis proses bisnis
terhadap perusahan/ organisasi
Tugas dikumpulkan dalam bentuk
print out dan file laporan+PPT dikirim
ke sisteminformasi09@gmail.com
Tugas dikerjakan selama < 2 minggu
(dikumpulkan Kamis minggu ke 2)
Data Resource
Management
Case 1: Amazon, eBay, and Google:
Unlocking and Sharing Business Databases
Companies such as Amazon, eBay and Google
are unlocking their databases and sharing their
data with developers, entrepreneurs and their
business partners.
In the hands of top Web innovators, this data
could be the dynamo of new Web sites and
businesses that would expand the company’s
online footprint and ultimately drive more
sales.
This also involves risk in terms of misuse of
company’s data and companies will have to
take steps in safeguarding their data.
Examples of logical data elements
Fundamental Data Concepts
Character: single alphabetic, numeric or other
symbol
Field or data item: a grouping of related
characters
• Represents an attribute (a characteristic or
quality) of some entity (object, person,
place or event)
• Example: salary
Record: grouping of all the fields used to
describe the attributes of an entity
• Example: payroll record with name, SSN
and rate of pay
Fundamental Data Concepts
File or table: a group of related
records
Database: an integrated collection of
logically related data elements
Electric Utility Database
Source: Adapted from Michael V. Mannino, Database Application Development and Design
(Burr Ridge, IL: McGraw-Hill/Irwin, 2001), p. 6.
Database Structures
Hierarchical
Network
Relational
Object-oriented
Multidimensional
Hierarchical Structure
Early DBMS structure
Records arranged in tree-like
structure
Relationships are one-to-many
Hierarchical Structure
Network Structure
Used in some mainframe DBMS
packages
Many-to-many relationships
Network Structure
Relational Structure
Most widely used structure
Data elements are viewed as being
stored in tables
Row represents record
Column represents field
Can relate data in one file with data in
another file if both files share a
common data element
Relational Structure
Relational Operations
Select:
• Create a subset of records that meet a
stated criterion
• Example, select employees who make
more than $30,000
Join
• Combine two or more tables temporarily
• Looks like one big table
Project
• Create a subset of columns in a table
Multidimensional Structure
Variation of relational model
Uses multidimensional structures to
organize data
Data elements are viewed as being in
cubes
Popular for analytical databases that
support Online Analytical Processing
(OLAP)
Multidimensional Model
Object-oriented Structure
Object consists of
• Data values describing the attributes of an
entity
• Operations that can be performed on the
data
Encapsulation:
• Combine data and operations
Inheritance:
• New objects can be created by replicated
some or all of the characteristics of parent
objects
Object-oriented Structure
Source: Adapted from Ivar Jacobsen, Maria Ericsson, and Ageneta Jacobsen, The Object Advantage: Business Process
Reengineering with Object Technology (New York: ACM Press, 1995), p. 65.
Copyright @ 1995, Association for Computing Machinery. By permission.
Object-oriented Structure
Used in Object-oriented database
management systems (OODBMS)
Supports complex data types
• Examples, graphic images, video clips,
web pages
Evaluation of Database Structures
Hierarchical
• Worked for structured routine transaction
processing
• Can’t handle many-to-many relationships
Network
• More flexible than hierarchical
• Unable to handle ad hoc requests
Relational
• Easily respond to ad hoc requests
• Easier to work with and maintain
• Not as efficient or quick as hierarchical or network
Database Development
Database Administrator (DBA)
• In charge of enterprise database development
Data Definition Language (DDL)
• Develop and specify the data contents,
relationships and structure
• These specifications are stored in data
dictionary
Data dictionary
• Data base catalog containing metadata
• Metadata – data about data
Database Development
Data Planning Process
Enterprise Model
• Defines basic business process of the
enterprise
• Defined by DBAs and designers with end
users
Data Modeling
• Relationships between data elements
• Entity Relationship Diagram (ERD)
common tool for modeling
Entity Relationship Diagram
Database Design Process
Logical design
• Schema – overall logical view of
relationships
• Subschema – logical view for specific
end users
• Data models for DBMS
Physical design
• How data are to be stored and accessed
on storage devices
Logical and Physical Database Views
Data Resource Management
Managerial activity
Applies IS technologies like data
management and data warehousing to
manage data resources to meet the
information needs of business
stakeholders
Types of databases
Operational Databases
Store detailed data to support
business processes
Examples, customer database,
inventory database
Distributed Databases
Copies or parts of databases on servers at a
variety of locations
Challenge: any data change in one location must
be made in all other locations
Replication:
• Look at each distributed database and find changes
• Apply changes to each distributed database
• Very complex
Duplication
• One database is master
• Duplicate that database after hours in all locations
• Easier
External Databases
Databases available for a fee from
commercial online services or
For free from World Wide Web
Examples, statistical databanks,
bibliographic and full text databases
Hypermedia Database
Website database
Consists of hyperlinked pages of
multimedia (text, graphics, video
clips, audio segments)
Data Warehouse
Stores data that has been extracted from the
operational, external and other databases
Data has been cleaned, transformed and cataloged
Used by managers and professionals for
•
•
•
•
•
Data mining,
Online analytical processing,
Business analysis,
Market research,
Decision support
Data mart is subset of warehouse for specific use
of department
Data Warehouse
Source: Adapted courtesy of Hewlett-Packard.
Data Mining
Data in data warehouse are analyzed
to reveal hidden patterns and trends
Examples:
• Perform market-basket analysis to
identify new business processes
• Find root causes to quality problems
• Cross sell to existing customers
• Profile customers with more accuracy
Traditional File Processing
Data stored in independent files
Problems:
• Data redundancy
• Lack of data integration
• Data dependence – files, storage
devices, and software are dependent on
each other
• Lack of data integrity or standardization
Traditional File Processing
Database Management Approach
Consolidate data into databases that
can be accessed by different
programs
Use a database management system
(DBMS)
DBMS serves as interface between
users and databases
Database Management Approach
DBMS Major Functions
Database Interrogation
End users use a DBMS by asking for information
via a query or a report generator
Query language – immediate responses to ad hoc
data requests
• SQL (Structured Query Language) an
international standard query language
• Graphical Queries -- Point-and-click methods
• Natural Queries – similar to conversational
English
Report generator – quickly specify a report format
for information you want printed in a report
Natural Language versus SQL
Graphical Query
Source: Courtesy of Microsoft Corp.
Database Maintenance
Updating database to reflect new
business transactions such as a new
sale
Done by transaction processing
systems with support of DBMS
Application Development
Use DBMS software development tools
to develop custom application
programs
Data Manipulation Language (DML)
System Development
Life Cycle
Major Attributes of the Life Cycle
The Project
• Moves systematically through phases
where each phase has a standard set of
outputs
• Produces project deliverables
• Uses deliverables in implementation
• Results in actual information system
• Uses gradual refinement
Project Phases
Planning (Why build the system?
How should the team go about
building it?)
Analysis (Who uses system, what will
it do, where and when will the
system be used?)
Design (How will the system work?)
Implementation (System delivery)
Simple Process of Making Lunch
Planning
Identifying business value
Analyze feasibility
Develop work plan
Staff the project
Control and direct project
Analysis
Analysis strategy
Gathering business requirements
Requirements definition use cases
Process modeling
Data modeling
Design
Design selection
Architecture design
Interface design
Data storage design
Program design
Implementation
Construction
• Program building
• Program and system testing
Installation
• Conversion strategy
• Training plan
• Support plan
Processes and Deliverables
Process
Planning
Analysis
Design
Implementation
Product
System Request
Feasibility Analysis
Workplan
System Proposal
System
Specification
New System and
Maintenance Plan
System Development
Methodologies
A formalized approach to
implementing the SDLC
• A series of steps and deliverables
Methodology Categories
•Process-Centered
•Data-Centered
•Object-Oriented
•Structured Design
•Rapid Application Development
•Agile Development
Waterfall Development Methodology
Pros and Cons of the Waterfall
Methodology
Pros
Identifies systems
requirements long
before programming
begins
Minimizes changes to
requirements as
project progresses
Cons
Design must be
specified on paper
before programming
begins
Long time between
system proposal and
delivery of new
system
Parallel Development Methodology
Pros and Cons of Parallel
Development Methodology
Pros
Cons
Reduces Schedule
Time
Still Uses Paper
Documents
Less Chance of
Rework
Sub-projects May Be
Difficult to Integrate
Rapid Application Development
Incorporate special techniques and
tools:
• CASE tools
• JAD sessions
• Fourth generation/visualization
programming languages
• Code generators
Three RAD Categories
Phased development
• A series of versions developed
sequentially
Prototyping
• System prototyping
Throw-away prototyping
• Design prototyping
Phased Development
Methodology
Pros and Cons of Phased
Development Methodology
Pros
Users Get a System
To Use Quickly
Users Can Identify
Additional Needs
For Later Versions
Cons
Users Work with a
System that is
Intentionally
Incomplete
How Prototyping Works
Pros and Cons of Prototyping
Methodology
Pros
Cons
Users Interact with
Prototype Very Quickly
Tendency to do
Superficial Analysis
Users Can Identify
Needed Changes
And Refine Real
Requirements
Initial Design
Decisions May
Be Poor
Throwaway Prototyping
Pros and Cons of Throwaway
Prototyping Methodology
Pros
Risks are Minimized
Important Issues are
Understood Before the
Real System is Built
Cons
May Take Longer
Than Prototyping
Agile Development: Extreme
Programming
Pros and Cons of Agile
Methodologies
Pros
Fast Delivery of Results
Works Well in Projects
With Undefined or
Changing Requirements
Cons
Requires Discipline
Works Best in
Small Projects
Requires Much
User Input
Criteria for Selecting the
Appropriate Methodology
Clear user requirements
Familiarity with technology
Complexity of system
Reliability of system
Time schedule
Schedule visibility
Team Roles and Skills
Information Systems Roles
Business analyst
Systems analyst
Infrastructure analyst
Change management analyst
Project manager
Project Initiation
How Do Projects Begin?
Business needs should drive
projects.
Project sponsor recognizes business
need for new system and desires to
see it implemented.
Business needs determine the
system’s functionality (what it will
do).
The project’s business value should
be clear.
System Request
A document describing business
reasons for project and system’s
expected value.
Lists project’s key elements
• Project sponsor
• Business need
• Business requirements
• Business value
• Special issues or constraints
System Request Examples
Project sponsor – VP of Marketing
Business need – Reach new customers
and improve service to existing customers
Business requirements – Provide webbased shopping capability
Business value - $750,000 in new
customer sales; $1.8M in existing
customer sales
Special issues or constraints – System
must be operational by holiday shopping
season
Preliminary Project Acceptance
System request is reviewed by
approval committee
Based on information provided,
project merits are assessed.
Worthy projects are accepted and
undergo additional investigation –
the feasibility analysis.
Feasibility Analysis
Feasibility Analysis
Detailed business case for the
project
• Technical feasibility
• Economic feasibility
• Organizational feasibility
Compiled into a feasibility study
Feasibility is reassessed throughout
the project
Technical Feasibility:
Can We Build It?
Users’ and analysts’ familiarity with
the business application area
Familiarity with technology
• Have we used it before? How new is it?
Project size
• Number of people, time, and features
Compatibility with existing systems
Economic Feasibility
Should We Build It?
Identify costs and benefits
Assign values to costs and benefits
Determine cash flow
Assess financial viability
• Net present value
• Return on investment
• Break even point
Identify Costs and Benefits
Costs
Tangible
Intangible
Benefits
*
*
*
*
*
*
*
*
*
*
*
*
Assign Cost and Benefit Values
Difficult, but essential to estimate
Work with people who are most
familiar with the area to develop
estimates
Intangibles should also be quantified
If intangibles cannot be quantified,
list and include as part of supporting
material
Assess Financial Viability –
Net Present Value
NPV =
PV(future cash inflows) –
PV(future cash outflows)
PV = Cash flow amount
(1 + interest rate)n ,
•
•
where
interest rate = required return
n = number of years in future
Determine NPV
If NPV >= 0,
Project is OK
If NPV < 0,
Project is
unacceptable
Assess Financial Viability –
Return on Investment
ROI = NPV
PV(cash outflows)
Assess Financial Viability –
Break Even Point
How long before the project’s returns
match the amount invested
The longer it takes to break even,
the higher the project’s risk.
Organizational Feasibility
If we build it, will they come?
Strategic alignment
• How well do the project goals align with
business objectives?
Stakeholder analysis
• Project champion(s)
• Organizational management
• System users
Project Selection
Project Selection Issues
Approval committee works from the
system request and the feasibility
study
• Project portfolio – how does the project
fit within the entire portfolio of projects?
• Trade-offs must be made to select
projects that will form a balanced
p
IF35317
Teknik Informatika
UNIVERSITAS KOMPUTER
INDONESIA
IF35317 – Sistem Informasi
Pengajar
Bobot
Penilaian
•
•
•
•
Kehadiran
Tugas
UTS
UAS
: Irfan Maliki
: sisteminformasi09@gmail.com
: 3 SKS
:
:
:
:
10
20
30
30
% (min hadir 70%)
– 25 %
– 35 %
– 35 %
Mahasiswa masuk ruang kuliah sebelum pengajar
masuk ruang kuliah
Irfan Maliki - IF35317
Text Book
Alter, Steven. (2002). Information System
Foundation of E-Business. Prentice Hall
O’Brien, James A & Marakas, George M. (2008).
Introduction to Information System. McGrawHill.
Jessup & Valacich. (1999). Information System
Foundations. Que E&T.
Stair & Reynolds. (2006). Principles of
Information Systems, 7th Edition.Thomson
Davis & Yen. (1999). System Analysis and
Design. CRC
Langer, Arthur. (2008). Analysis and Design of
Information Systems 3rd Edition. Springer.
Irfan Maliki - IF35317
Rencana Perkuliahan
Pendahuluan
Sistem dan Sistem Informasi
Klasifikasi Sistem dan Tipe IS
Proses Bisnis
Manajemen data
Organisasi
SDLC (Software Development Life
Cycle)
Irfan Maliki - IF35317
Introduction
What is a system?
A system
• Is a set of interrelated components
• With a clearly defined boundary
• Working together to achieve a common
set of objectives
Information System Definition
“...are combination of hardware,
software, and telecommunication
networks wich people build and use to
collect, create, and distribute useful
data typically in organization settings”
(Jessup & Valacich, 1999)
Work System & Information System
A “frame work” is a brief set of ideas and
assumsptions for organizing a thought
process about a particular type of thing or
situation
A “frame work” is typically used to create
model, a useful representation of spesific
situation or thing
Work System & Information System
(Steven Alter, 2002)
Work System is system in which human
participants and/or machines perform a business
process using information, technology, and other
resources to produce products and/or services for
internal or external customers.
Information System is a work system whose
business process is devoted to capturing,
transmitting, storing, retrieving, manipulating, and
displaying information, therby supporting other
work systems.
Information System (IS) versus Information Technology
(IT)
IS is all the components and resources
necessary to deliver information and
functions to the organization
IT is hardware, software, networking and
data management
In theory, IS could be paper based
But we will focus on Computer-Based
Information Systems (CBIS)
IS Knowledge Framework for Business
Professionals
What should a Business Professional know
about IS?
Foundation Concepts: fundamental behavioral,
technical, business and managerial concepts
Information Technology: Hardware, software,
networks, data management and Internet-based
technology
Business Applications: Major uses of the IS in the
organization
Development Processes: How to plan, develop and
implement IS to meet business opportunities
Management Challenges: The challenges of
effectively and ethically managing IT
Role and Goals of IS
1.
2.
3.
4.
5.
6.
Increase Employee Productivity
Enhace Decision Making
Improve Team Collaboration
Create Business Partnerships and
Alliances
Enable Global Reach
Facilitate Organizational Transformation
Increase Employee Productivity
Online Transaction Processing (OLTP) the
gathering of input information, processing that
information, and updating existing information to
reflect the gathered and processed information
Transaction Processing System (TPS)
process transactions that occur within an
organization
Customer Integrated System (CIS)
an extension of a TPS that places technology in the
hands of an organizations’s customers and allows
them to process their own transactions.
Increase Employee Productivity
Enhace Decision Making
Online Analytical Processing (OLAP)
the manipulation of information to support
decision making.
Artificial Intelligence
the science of making machines imitate
human thinking and behaviour.
Neural Network
an artificial intelligence that is capable of
finding and differentiating patterns.
Enhace Decision Making
Executive Information System (EIS)
a highly interactive IT system that allows you to
first view highly summarized information and then
choose how you would like to see greater detail,
wich may alert you to potential problem or
opportunity
Improve Team Collaboration
Collaboration System
designed specifically to improve the
performance of teams by supporting the
sharing and flow of information.
Groupware
software components that supports the
collaborative efforts of a team.
Improve Team Collaboration
Groupware contains support for :
• Team dynamics
• Document management
Group document database – act as a
powerfull storage facility for organizing and
managing all documents related to spesific
teams.
• Applications development
Create Business Partnerships
and Alliances
Interorganizational System (IOS)
automates the flow of information between
organizations to support the planning, design,
development, production, and delivery products
and services.
Electronic Data Interchange (EDI)
the direct computer to computer transfer of
transaction information contained in standard
business documents, such as invoices and
purchase orders, in standard format.
Enable Global Reach
Business today is global business
Culture
the collective personality of nation or
society, encompassing language,
traditions, currency, religion, history,
music, and acceptable behavior, among
other things.
Facilitate Organizational
Transformation
Organizational transformation is
necessary to respond to the everchanging
needs (and wants of today’s marketplace
Blockbuster now provides movies on a
pay-per-view rental basis throug cable
To Gain Competitive Advantage
(Porter, 1980)
What does IS do for a business?
Trends in Information Systems
Types of IS
Operations support systems
What are they?
• Efficiently process business transactions
• Control industrial processes
• Support communications and
collaboration
• Update corporate databases
Types of Operations Support Systems
Transaction Processing Systems
• Record and process data from business
transactions
• Examples: sales processing, inventory systems,
accounting systems
Process Control Systems
• Monitor and control physical processes
• Example: in a petroleum refinery use sensors to
monitor chemical processes
Enterprise Collaboration Systems
• Enhance team and work group communications
• Examples: e-mail, videoconferencing
Two ways to process transactions
Batch Processing:
• Accumulate transactions over time and
process periodically
• Example: a bank processes all checks
received in a batch at night
Online Processing:
• Process transactions immediately
• Example: a bank processes an ATM
withdrawal immediately
Management Support Systems
What are they?
• Provide information and support for
effective decision making by managers
Types of Management Support Systems
Management Information Systems (MIS)
• Provide reports and displays to managers
• Example: daily sales analysis reports
Decision Support Systems (DSS)
• Provide interactive ad hoc support for decision
making
• Example: A what-if-analysis to determine where
to spend advertising dollars
Executive Information Systems (EIS)
• Provide critical information for executives and
managers
• Example: easy access to actions of competitors
Operational or Management Systems
Expert Systems
• Provide expert advice
• Example: credit application advisor
Knowledge Management Systems
• Support creation, organization and
dissemination of business knowledge
throughout company
• Example: Intranet access to best
business practices
Classifications of IS by scope
Functional business systems
• Focus on operational and managerial applications of
basic business functions
• Examples: support accounting, finance or marketing
Strategic information systems
• Help get a strategic advantage over its customers
• Examples: shipment tracking, e-commerce web
systems
Cross-functional information systems
• Systems that are combinations of several types of
information systems
• Provide support for many functions
Challenges and Opportunities of IT
Measuring success of an IS
Efficiency
• Minimize cost, time and use of information
resources
Effectiveness
• Support business strategies
• Enable business processes
• Enhance organizational structure and culture
• Increase the customer and business value
Developing IS Solutions
Ethical challenges of IT applications
Attacks on Businesses and Other
Organizations in One Year
The Cost and Cause of
Computer Attacks
What is a system?
A system
• Is a set of interrelated components
• With a clearly defined boundary
• Working together to achieve a common
set of objectives
• By accepting inputs and producing
outputs in an organized transformation
process
Systems have three basic functions:
Input involves capturing and assembling
elements that enter the system to be
processed
Processing involves transformation process
that convert input into output
Output involves transferring elements that
have been produced by the transformation
process to their ultimate destination
Cybernetic system
All systems have input, processing and output
A cybernetic system, a self-monitoring, selfregulating system, adds feedback and control:
• Feedback is data about the performance of
a system
• Control involves monitoring and evaluating
feedback to determine whether a system is
moving towards the achievement of its goal
A Cybernetic system
A business as a system
Information systems model
Components of an IS
People Resources
• End users: the people who use the IS or the
information from the IS
• IS specialists: the people who develop and operate
IS
Hardware Resources
• All physical devices used in information processing
• Machines, data media, peripherals
Software Resources
• All information processing instructions including
programs and procedures
• System software, application software and
procedures
Components of an IS (cont.)
Data Resources
• Facts about the business transactions
• Processed and organized information
• Databases of organized data
Network Resources
• Communications media
• Network infrastructure: hardware and
software
• The Internet, intranets and extranets
Components of an IS (cont.)
Data versus Information
Data are raw facts about physical phenomena or
business transactions
Information is data that has been converted into
meaningful and useful context for end users
Example:
• Sales data is names, quantities and dollar
amounts
• Sales information is amount of sales by
product type, sales territory or salesperson
Type of Data
Transforming Data into
Information
IS Activities
Input of data resources
• Data entry activities
Processing of data into information
• E.g., calculate, compare, sort, classify, summarize
Output of information products
• Messages, reports, forms and graphic images
Storage of data resources
• Data elements and databases
Control of system performance
• Monitoring and evaluating feedback
Recognizing IS
As a business professional, you should
be able to look at an IS and identify
• The people, hardware, software, data
and network resources they use
• The type of information products they
produce
• The way they perform input, processing,
output, storage and control activities
Tugas
Email dengan nama sebenarnya.
Format subjek :
• Tugas1 Nama Kelas
Kirim ke
:
sisteminformasi09@gmail.com
Tanggal
: Kamis, 1 Oktober 09
Batas waktu
: 23.59’ WIB
Proses Bisnis
SDLC Process
A Brief History Of
Process
Perkembangan Proses
1.
2.
3.
4.
The Age of the Crafts worker
The Age of the Factory
The Age of Specialist
Reengineering
The Age of Crafts Worker
Terjadi pada kurun waktu pertengahan abad 18,
sebelum revolusi Industri
Kebanyakan produk dihasilkan oleh pengrajin
Proses dan produk tidak ada bedanya, sehingga
mengukur pekerjaan sama halnya dengan
mengukur hasil dari pekerjaan itu.
Seluruh pekerjaan dikerjakan di satu tempat.
Satu pekerja dapat mengerjakan keseluruhan
proses, mulai dari membuat produk,
memasarkan, merancang, dan memberi
pelayanan kepada pelanggan.
The Age of Crafts Worker
Kelebihan:
Pekerja mengetahui dengan jelas siapa konsumen produknya, apa
barang dan jasa yang diproduksi, dan apa tujuannya.
Konsumen hanya perlu menghubungi satu kontak untuk
permasalahan apapun.
Perajin mengetahui proses yang terjadi dari awal hingga akhir.
Tidak terjadi miskomunikasi antara spesialisasi yang berbeda.
Kelemahan:
Terdapat satu titik penyebab kegagalan.
Kualitas menurun, pekerja tidak seluruhnya memiliki kemampuan
baik di semua aspek.
Output terbatas,
Perajin baru harus sudah memiliki kemampuan yang baik.
The Age of Factory
Didorong oleh penemuan mesin uap oleh
James Watt.
Mulai ada pembagian pekerjaan
(spesialisasi) dalam organisasi.
Jumlah produksi per pekerja meningkat
drastis. Efisiensi produksi meningkat.
Suksesnya pembagian kerja
meningkatkan efiensi, divisi kerja dibentuk
dengan spesialisasi yang lebih fokus.
The Age of the Specialists
Revolusi industri menyebabkan kebutuhan akan spesialis
pada organisasi meningkat. Spesialis yang dibutuhkan tidak
hanya pada bidang manufaktur, tapi juga pada area-area
seperti keuangan, akuntansi, hukum, sumber daya
manusia, pemasaran, dan lainnya.
Mulai dilakukan usaha penyempurnaan produk dengan
pemanfatan research & development, teknik, dan
perencanaan manufaktur.
Mulai ada manajer professional yang bertugas untuk
melakukan perencanaaan, pengorganisasian, dan
pengontrolan.
Organisasi mulai dibangun dengan struktur yang
berdasarkan pembagian fungsi (organisasi fungsional).
The Age of Factory & The Age
of Specialists
Kelebihan :
Output bertambah dengan kualitas yang tetap konsisten.
Lebih mudah mengatur pekerja.
Pekerja memiliki keahlian yang baik pada spesialisasi yang
bersangkutan.
Spesialisasi dapat dikurangi/ ditambah dengan mudah.
Organisasi diatur dengan manajemen professional.
Kelemahan:
Fokus pada efisiensi lokal
Pelayanan menurun karena customer tidak dapat melihat proses.
Kurang komunikasi
Merendahkan akuntabilitas individual
Pekerjaan dapat menjadi membosankan.
Kelemahan Organisasi
Fungsional
Organisasi adalah struktur yang mengelompokan
manusia dan sumber daya untuk mencapai
tujuan umum.
Fungsionalitas adalah bidang usaha menyangkut
kerja, menggunakan keahlian tertentu, dan
pengetahuan.
Organisasi memiliki tujuan umum, sedangkan
orientasi fungsionalitas tidak memiliki tujuan
umum. Timbul masalah “sumbu kompor /
stovepipe”. Setiap bagian hanya peduli pada
dirinya sendiri, tidak saling mendukung dan tidak
menyadari keterkaitan satu sama lain.
Kelemahan Organisasi
Fungsional
Organisasi dengan
orientasi
fungsionalitas
memiliki beberapa
kerugian :
• Proses yang kontinyu
terbagi – bagi
(fragmented) antara
fungsionalitas kerja.
Masalah ini sering
disebut “functional silo /
stovepipe”
Kelemahan Organisasi
Fungsional
Organisasi dengan orientasi
fungsionalitas memiliki beberapa
kerugian :
• Pekerjaan pada suatu divisi dapat
dinegasikan oleh divisi lain atau tidak
menghasilkan nilai tambah apapun.
• Terjadi waktu tunda pada proses ketika
pekerjaan pindah dari satu
fungsionalitas / divisi ke divisi lain.
Enter Reengineering : 19851993
Reengineering dilakukan dengan mengidentifikasi dan
merancang ulang proses bisnis dari awal hingga akhir
secara radikal untuk meningkatkan performansinya.
Organisasi berorientasi proses mengurangi akumulasi
inefisiensi dan irrasionalitas.
“Reengineering is undoing the Industrial Revolution”
(Hammer). Dalam reengineering, proses-proses yang
telah dibreakdown menjadi fungsi dalam organisasi
fungsional yang muncul pada Revolusi Industri
disatukan kembali. Reengineering dilakukan dengan
berorientasi pada proses, bukan fungsi.
Exit Reengineering : 1994-1995
BPR tidak semenjajikan yang diharapkan.
Perancangan ulang proses memang
mudah, tetapi implementasinya sangat
sulit.
Banyak terjadi kegagalan, hampir 70 – 80
% proyek BPR gagal
Bisa disimpulkan orientasi proses tidak
bagus dan tidak juga buruk. Begitu pula
orientasi fungsionalitas
Orientasi Proses
Kelebihan:
Fokus yang cukup terhadap customer dan outcome
Keberulangan proses terdefinisi berarti proses terukur dan
dapat disempurnakan.
Efisiensi meningkat jauh
Birokrasi lebih sederhana sehingga persentase usaha yang
lebih besar dapat digunakan untuk memenuhi kebutuhan
customer
Kelemahan:
Lebih sulit diatur.
Pekerjaan individu lebih luas
Sulit diimplementasikan
Membutuhkan investasi teknologi yang besar.
Definition
Business
“… a course of action or a procedure … a
series of stages in manufacture or some other
operation…” [the concise oxford dictionary]
• A collection of activities that, taken
together, create value for customer
e.g. new product for customer. This
tasks are inter-related tasks
“… a series of actions, changes, or functions
bringing about a result.” [dictionary.com]
Business
Business entity is any organization
whose aim is to create results of value
for someone who cares about those
results.
Purpose of any business entity is to act
as a transformation mechanism.
• When appropriate events and conditions trigger action,
customer requirements and consumable resources (raw
materials, money & information) are transformed into
goods, services, business outcomes for the customers’
benefit.
• The results can have a physical component or
informational/knowledge based one, such as a report, book,
or expertise provided .
Business
• At the same time that businesses are serving
their customer and consumer markets, their
performance is measured in terms of
appropriate key performance indicators
(KPIs) and evaluated against the
requirements of the business owners and
investors
• Satisfying customers and owners
concurrently while recognizing the multiple
outside pressures and regulatory constraints
is difficult, given the potential conflict among
these guiding factors.
Business
Business
The business applies a number of reusable resources to
enable this transformation. These capabilities include:
• Cross-functional business processes. Interestingly,
businesses might not recognize them as processes.
• Physical facilities. These include offices, factories,
equipment, and tools.
• Computing and communications technology. These
enable information flow, knowledge sharing, and
communications.
• Human resources.
Process
A process is set of logically related
tasks performed to achieve a
defined business outcome
Process definition
A process is a set of actions that take inputs,
and then add value to provide desirable
outputs.
Customers
Inputs
Suppliers
Resources
Process
Internet
Product
Outputs
Kind of Process
Core – these are value added activities
that meet business and customer
needs.
Support – these are activities that
enable core activities to take place
Business Process
A business process as a series of tasks or activities
to achieve a given purpose or goal, which can be
completed either in sequence or in parallel, by
people or systems, either inside or outside an
organization. [Butler Group]
The task are pre-defined, and the process can be
repeated.
The sequence of tasks in any process is usually
important.
Process Flow
CEO
Marketing
Customer Request
Operation
Finance/ Admin
Order Fulfillment
Frame the Process
Frame the Process
Langkah pertama dari metodologi
Paling penting
Kesalahan di tahap ini akan terbawa
terus sampai akhir
Kesalahan-kesalahan Umum
Terjebak pada fungsi
• struktur organisasi
• functional silo
• local efficiency
Lingkup proses yang terlalu sempit
atau terlalu luas
Review Proses
Proses bisnis selanjutnya akan disebut
sebagai proses saja atau proses bisnis
Proses bisnis: “A business process is a
collection of interrelated work tasks,
initiated in response to an event, that
achieves a specific result for the
customer of the process.”
...that achieves a specific
result...
proses ada karena diperlukan untuk
menghasilkan sesuatu: result
hasil bisa berupa produk atau jasa
result: countable dan identifiable
contoh proses:
• develop new product; hasilnya new
product
• resolve service problem; hasilnya
resolved service problem
...that achieves a specific
result...
Bukan proses:
• Research and development
• Help desk
Apakah Research and development
yang sudah diselesaikan bisa
dihitung?
Apakah Help desk yang sudah
dilakukan bisa dihitung?
...for the customer of the
process...
Customer adalah pihak yang
memperoleh hasil dari proses
Customer dapat menilai seberapa
memuaskan suatu proses
Contoh proses:
• Menerbitkan SIM
Bukan proses:
• Menangani formulir aplikasi
...initiated in response to a
specific event...
proses seperti mesin yang diam
sebelum dinyalakan
harus ada event yang memicu
dimulainya proses
contoh:
• resolve service problem dipicu oleh event
customer reports service problem
...work tasks...
kumpulan dari aktivitas, langkah,
task, aksi
aktivitas atau langkah akan sering
digunakan
aktivitas dikerjakan oleh aktor
aktor dapat berupa orang, fungsi
kerja, departemen, atau sistem
komputer
jangan terjebak hanya melihat
aktivitas satu aktor
...a collection of interrelated...
aktivitas atau langkah dalam proses
harus terkait, langsung maupun tidak
langsung
ada urutan mulai event pemicu
sampai ke customer
Karakteristik proses lainnya
Measurable
• customer mengukur result
• aktor mengukur produktivitas
• owner/manager mengukur biaya,
kepuasan pelanggan, dll
Karakteristik proses lainnya
Otomasi
• proses bisnis mencakup aktivitas yang
dilakukan manual maupun yang otomatis
Level
• proses dapat dijelaskan dalam berbagai
level kedetilan
Karakteristik proses lainnya
Customer
• internal atau eksternal
• proses yang melayani customer
eksternal biasanya core process
• proses yang melayani customer internal
biasanya support process
Karakteristik proses lainnya
Proses tersembunyi dalam organisasi
Karakteristik proses lainnya
Kesalahan identifikasi proses:
• Capture service order
• Assign Facilities
• Install Service
• Update Customer Records
Seharusnya:
Karakteristik proses lainnya
Bigger is (usually) better
Framing the Process
Langkah-langkah
• Identify process and name in verbnoun format;
• Event that triggers the business
process;
• Result achieved by the process;
• Customer that receives the result;
• Other stakeholders and the result(s)
they expect;
Framing the Process
• About five to seven major activities or
milestones within the process;
• Actors with a role in the process;
• Mechanisms (systems, forms, equipment,
etc.) that support the process;
• Process timing and frequency;
• Related (but out-of-scope) processes
depicted on an overall process map.
• Assessment of current process performance;
• Performance objectives for the new process
Identifikasi Proses
Lakukan secara bottom-up
• Identifikasi aktivitas atau milestone
yang ada
Lakukan dengan brainstorming
• Untuk memperoleh bahan
• Ingat aturan brainstorming: jangan ada
kritik dan evaluasi
• Olah ide-ide yang diperoleh:
kelompokkan ide sejenis, hapus yang
tidak wajar dan mustahil
Identifikasi Proses
Lakukan Brainstorm milestone
• Milestone adalah jika ada sesuatu yang
dihasilkan, baik antar aktivitas atau
pada akhir proses, contoh:
Product is reserved
Shipment is packed
Inventory replenished
Order is accepted
Order is submitted
Identifikasi Proses
Identifikasi Proses
Ubah milestone menjadi aktivitas
• Reserve Product;
• Pack Shipment;
• Replenish Inventory;
• Accept Order;
• Submit Order.
Identifikasi Proses
Urutkan Proses
Identifikasi rasio
Kelompokkan proses berdasarkan
rasio
Identifikasi Proses
Identifikasi Proses
Beri nama proses dan aktivitas dengan
bentuk verb-noun
Pemodelan Proses
Bisnis
Pemodelan
Menuangkan proses bisnis dalam
bentuk diagram, sehingga:
• Terdokumentasi
• Dapat disampaikan kepada orang lain
• Memudahkan pemahaman
Pemodelan dilakukan terhadap as-is
dan to-be
Standar Pemodelan
Tujuan standar pemodelan adalah agar
mudah dikomunikasikan dengan pihak lain
yang juga mengerti tentang standar itu
Ada beberapa contoh standar:
• ASME (American Association of Mechanical
Engineering)
• Flowchart/Flowmap
• IDEF0 (Integration Definition For Function
Modeling)
• IGOE (Input, guide, output, enabler)
• BPMN (Business Process Modeling Notation)
• UML (Unified Modeling Language)
IGOE
Manage
projects
Manage
Projects
Understand existing
commitments
External Roles
Project Priorities
Request Details to skilled
resources
Review
Request
Request Recipient
Strategic Partner
Resource Assigner
Guiding Factor
Rejected
request
Validated
request
Analyze
Priorities
Flowchart
Flowmap
PROSES PEMBUATAN PASSPOR DI KANTOR IMIGRASI BANDUNG
PEMOHON
LOKET 1
Mulai
Lengkapi
PERDIM 11
+Lampiran
PERDIM 11
+Lampiran
LENGKAP?
Tidak
Bukti Terima
PERDIM 11
1 bulan
Kasi WASDAKIM
KAKANIM
LOKET 2
LOKET 3
LOKET 4
PERDIM 11
+Lampiran
Berkas
PERDIM 11
Berkas
PERDIM 11
Berkas
PERDIM 11
Berkas
PERDIM 11
Berkas
PERDIM 11
Input data
pemohon
Wawanc
ara cek
dg dok
asli
Passpor
Ya
Cetak Bukti
Terima
PERDIM 11
Bukti Terima
PERDIM 11
Bukti Terima
PERDIM 11
Form Bayar
Passpor
Bukti Terima
PERDIM 11
Cari
Berkas
Pemohon
Bayar Ke
Kasir 1
Berkas
PERDIM 11
Bukti Bayar
Passpor
Form Bayar
Photo
Bayar Ke
Kasir 1
Kasi FORSAKIM
Persetujuan
(Ditandatangani)
Ada dalam
daftar
cegah?
Cetak Form
Bayar Photo
Form Bayar
Photo
Bukti Bayar
Photo
Cetak Form
Bayar Passpor
Berkas
PERDIM 11
Form Bayar
Passpor
Bukti Bayar
Passpor
Update Data
Pemohon +
photo
Cetak Passpor
Passpor
Pengambilan
Contoh
Sidik Jari
Berkas
PERDIM 11
Contoh Sidik
Jari (àBerkas)
Passpor
Passpor
Pengesahan
(Ditandatangani)
Berkas
PERDIM 11
Passpor
Pemohon
Bukti Bayar
Photo
Selesai
Page 1
IDEF0
Pengendalian Kebijakan perusahaan, hukum dll
Input
Material
Informasi
dll
Output
Produk
Informasi
dll
Proses
Mekanisme
SDM
Sistem
Sarana
dll
IDEF0
ASME (American Society of Mechanical Engineers)
Operation
V
Indicates the main steps in a process – we use 2
types; one for value-adding and one for non
value-adding steps
Inspection Indicates a check on
quality or quantity
Steps
Steps A
Transport Indicates movement of Steps B
people, materials,
paper, information, etc Steps C
Steps D
Delay
Indicates a temporary
Steps E
storage, delay or holdup between consecutive Steps F
operations
Steps G
Storage Indicates a controlled storage, such
a filing, which is not a delay
V
Time
Comment
ASME
No
Aktivitas
Waktu
V
1
Periksa
kelengkapan
Berkas
PERDIM 11
5
menit
2
Input Data
Pemohon
10
menit
3
Cetak Bukti
Terima
PERDIM 11
2
menit
4
Penyerahan
Bukti Terima
PERDIM 11 ke
Pemohon
2
menit
5
Pemohon
Menunggu
Berkas
diproses
1
bulan
Keterangan
BPMN
BPMN
Pemohon
Proses Pembuatan SIUP menggunakan BPMN
Start
Isi Formulir dan
Berkas
Permohonan
Tidak Lengkap
Sub Dinas
Start
Cek Berkas
permohonan
Lengkap
Buat
Permohonan
Pengesahan
penandatanganan
SIUP
Pemeriksaan
Permohonan
Kasie
Pengesahan
Permohonan
Kadin
Data Valid
Pengesahan
Permohonan
Tata Usaha
Dinas Pemerintah Daerah
Tim SIUP
Data Tidak Valid
Pembayaran
(bank jabar)
Pengesahan
penandatanganan
SIUP
Pengesahan
penandatanganan
SIUP
Penomoran
Swimlane
Swimlane yang digunakan di buku
mirip dengan IGOE dan BPMN
Ada penyederhanaan notasi
• Hanya menggunakan kotak dan panah
• Lebih menekankan pada deskripsi pada
proses
Tujuannya agar lebih mudah
dipelajari, digambarkan, dan
dipahami
Komponen
3R
• Roles: aktor yang melakukan proses
• Responsibilities: task yang dilakukan
oleh aktor
• Routes: workflow atau jalur yang
merupakan urutan langkah
Aktor
Penamaan Proses
Urutan Langkah
Percabangan
Langkah opsional
Jika urutan tidak jadi masalah
Paralel
Bentuk percabangan lain
Tambahan trigger waktu
Studi Kasus
PT XYZ adalah sebuah perusahaan
asuransi, yang bisnis utamanya
adalah manajemen resiko dan return
akibat dari ketidakpastian masa
depan. Resiko selalu melibatkan dua
istilah, yaitu :
• Ketidakpastian
• Kerugian, entah kerugian fisik maupun
finansial.
Batasan Masalah
Proses bisnis yang dimodelkan
adalah berdasarkan proses
pengajuan klaim asuransi yang ada
di PT XYZ.
Proses bisnis dimodelkan dilihat dari
sudut pandang perusahaan asuransi
bukan dari sudut pandang customer
atau sudut pandang perusahaan
reasuransi.
Lazimnya perusahaan asuransi akan
menghadapi klaim pertanggungan
dari para anggota pada waktu yang
tidak terkirakan sebelumnya
Ketika perusahaan berupaya untuk
meminimalisir jumlah kerugian,
perusahaan akan mengambil suatu
jumlah tertentu sebagai jaminan atas
resiko yang ditanggung, jumlah
inilah yang disebut dengan retensi.
Jika batas retensi yang telah
ditetapkan ternyata lebih rendah dari
jumlah klaim yang harus dibayarkan,
maka perusahaan akan menghadapi
resiko reputasi sekaligus resiko
default yaitu perusahaan tidak
mampu menutup klaim yang
diajukan oleh anggota secara penuh
Suatu perusahaan asuransi pasti
akan mereasuransikan sebagian
resiko tersebut kepada perusahaan
reasuransi selama biayanya lebih
tinggi dibandingkan dengan yang
dibebankan oleh perusahaan
reasuransi, dengan kata lain jika
expected loss nya lebih tinggi dari
pada yang diperkirakan oleh
perusahaan reasuransi
Hirarki Perusahaan
Head Office (HO)
Regional Office (RO)
Regional Office (RO)
Regional Office (RO)
Branch Office (BO)
Branch Office (BO)
Branch Office (BO)
Branch Office (BO)
Branch Office (BO)
Branch Office (BO)
Branch Office (BO)
Branch Office (BO)
Branch Office (BO)
Batasan Masalah (3)
Proses pengajuan klaim yang
dimodelkan hanya klaim yang menjadi
wewenang Head Office (HO) meliputi
klaim kematian untuk polis kadaluarsa,
polis medikal, cacat tetap total, rawat
inap, klaim dari polis yang diajukan di
HO, klaim dengan nilai pertanggungan
diatas 50 juta rupiah (US$ 5000).
Proses pengajuan klaim dilakukan di
Branch Office (BO) tempat objek
pertanggungan
Brainstorming Milestone
Klaim Diterima
Dokumen
ter-validasi
Surat
Pemberitahuan
Pembayaran
Mafaat Asuransi
dikirimkan
Manfaat Asuransi
Dibayarkan
Desisi Klaim
diterbitkan
Klaim Reasuransi
diajukan
Manfaat Asuransi
terkalkulasi
Rekomendasi
Medis diterima
Manfaat
Reasuransi
diterima
1:1
Penerimaan
Klaim
1:1
Validasi
Dokumen
1:1
Penerimaan
Rekomendasi
Medis
1:1
Kalkulasi
Manfaat Asuransi
1:1
1:1
1:1
Pengajuan Klaim
Reasuransi
1:1
1:1
Pembayaran
Manfaat Asuransi
1:1
Pengiriman Surat
Pemberitahuan
Pembayaran
Manfaat Asuransi
Penerimaan
Manfaat
Reasuransi
Penerbitan Desisi
Klaim
1:1
Framing Process
Klaim Asuransi
Event
Klaim
diajukan
Subprocesses
Valida
si
Doku
men
Penerimaan
Rekomendasi
Medis
Kalkulasi
Manfaat
Asuransi
Pengajuan
Klaim
Reasuransi
Penerimaan
Manfaat
Reasuransi
Result
Penerbitan
Desisi
Klaim
Pengiriman
Pemberitahuan
Pembayaran Manfaat
Asuransi
Pembayaran
Manfaat
Asuransi
Case for Action
- Pengecekan berkas dilakukan berulang-ulang sehingga
membuang waktu pemrosesan
klaim
- Pengiriman berkas klaim dilakukan dengan cara batch pada
akhir bulan sehingga klaim
yang diajukan di awal bulan harus menunggu hingga akhir
bulan untuk diproses
- Klaim reasuransi expired akibat waktu pemrosesan klaim
melewati batas expirasi yang
ditetapkan oleh reasuradur
- Divisi Aktuaria menangani klaim asuransi yang merupakan
tanggung jawab dari Divisi
Underwriting
- Informasi klaim yang direasuransikan tidak dimiliki kantor
cabang sehingga identifikasi
klaim reasuransi tidak bisa dilakukan sejak awal
Vision
- Meningkatkan jumlah klaim yang diproses dan dibayarkan
- Mengurangi rata-rata pengeluaran untuk pembayaran klaim
- Mengurangi jumlah dan total biaya proses hukum akibat tuntutan
hukum terkait dengan klaim
- Mengurangi biaya total pemrosesan klaim
- Mendokumentasikan klaim dengan baik
- Memperbaiki rasio antara jumlah klaim dengan polis yang
dikeluarkan
- Memperbaiki rasio antara klaim yang dibayarkan dengan klaim
yang diterima
- Mengurangi komplain konsumen
- Mengurangi dampak penipuan asuransi
Actor
Pegawai seksi pelayanan nasabah
Kepala seksi pertanggungan BO
Dokter penasihat medis
perusahaan
Kepala bagian pertanggungan RO
Kepala divisi underwriting
Kepala divisi keuangan
Perusahaan reasuransi
(reasuradur)
Kepala divisi aktuaria
Tertanggung
Metrics
- Pengecekan berkas hanya dilakukan satu kali
- Pembayaran klaim yang dikeluarkan perusahaan dibawah batas
retensi
- Klaim yang direasuransikan dikirimkan dan diproses pada hari yang
sama
- Waktu penanganan reasuransi klaim dibawah batas ekspirasi
reasuradur
- Pembayaran klaim yang direasuransikan harus berasal dari dana
yang diterima dari reasuradur
Mechanism
Perbaikan proses bisnis
Pengembangan Sistem
Informasi Reasuransi
Perbaikan Standard
Operational Procedure
Analisis as-is
Analisis as-is
Breakdown Process
To-be
Tugas Kelompok
Lakukan analisis proses bisnis
terhadap perusahan/ organisasi
Tugas dikumpulkan dalam bentuk
print out dan file laporan+PPT dikirim
ke sisteminformasi09@gmail.com
Tugas dikerjakan selama < 2 minggu
(dikumpulkan Kamis minggu ke 2)
Data Resource
Management
Case 1: Amazon, eBay, and Google:
Unlocking and Sharing Business Databases
Companies such as Amazon, eBay and Google
are unlocking their databases and sharing their
data with developers, entrepreneurs and their
business partners.
In the hands of top Web innovators, this data
could be the dynamo of new Web sites and
businesses that would expand the company’s
online footprint and ultimately drive more
sales.
This also involves risk in terms of misuse of
company’s data and companies will have to
take steps in safeguarding their data.
Examples of logical data elements
Fundamental Data Concepts
Character: single alphabetic, numeric or other
symbol
Field or data item: a grouping of related
characters
• Represents an attribute (a characteristic or
quality) of some entity (object, person,
place or event)
• Example: salary
Record: grouping of all the fields used to
describe the attributes of an entity
• Example: payroll record with name, SSN
and rate of pay
Fundamental Data Concepts
File or table: a group of related
records
Database: an integrated collection of
logically related data elements
Electric Utility Database
Source: Adapted from Michael V. Mannino, Database Application Development and Design
(Burr Ridge, IL: McGraw-Hill/Irwin, 2001), p. 6.
Database Structures
Hierarchical
Network
Relational
Object-oriented
Multidimensional
Hierarchical Structure
Early DBMS structure
Records arranged in tree-like
structure
Relationships are one-to-many
Hierarchical Structure
Network Structure
Used in some mainframe DBMS
packages
Many-to-many relationships
Network Structure
Relational Structure
Most widely used structure
Data elements are viewed as being
stored in tables
Row represents record
Column represents field
Can relate data in one file with data in
another file if both files share a
common data element
Relational Structure
Relational Operations
Select:
• Create a subset of records that meet a
stated criterion
• Example, select employees who make
more than $30,000
Join
• Combine two or more tables temporarily
• Looks like one big table
Project
• Create a subset of columns in a table
Multidimensional Structure
Variation of relational model
Uses multidimensional structures to
organize data
Data elements are viewed as being in
cubes
Popular for analytical databases that
support Online Analytical Processing
(OLAP)
Multidimensional Model
Object-oriented Structure
Object consists of
• Data values describing the attributes of an
entity
• Operations that can be performed on the
data
Encapsulation:
• Combine data and operations
Inheritance:
• New objects can be created by replicated
some or all of the characteristics of parent
objects
Object-oriented Structure
Source: Adapted from Ivar Jacobsen, Maria Ericsson, and Ageneta Jacobsen, The Object Advantage: Business Process
Reengineering with Object Technology (New York: ACM Press, 1995), p. 65.
Copyright @ 1995, Association for Computing Machinery. By permission.
Object-oriented Structure
Used in Object-oriented database
management systems (OODBMS)
Supports complex data types
• Examples, graphic images, video clips,
web pages
Evaluation of Database Structures
Hierarchical
• Worked for structured routine transaction
processing
• Can’t handle many-to-many relationships
Network
• More flexible than hierarchical
• Unable to handle ad hoc requests
Relational
• Easily respond to ad hoc requests
• Easier to work with and maintain
• Not as efficient or quick as hierarchical or network
Database Development
Database Administrator (DBA)
• In charge of enterprise database development
Data Definition Language (DDL)
• Develop and specify the data contents,
relationships and structure
• These specifications are stored in data
dictionary
Data dictionary
• Data base catalog containing metadata
• Metadata – data about data
Database Development
Data Planning Process
Enterprise Model
• Defines basic business process of the
enterprise
• Defined by DBAs and designers with end
users
Data Modeling
• Relationships between data elements
• Entity Relationship Diagram (ERD)
common tool for modeling
Entity Relationship Diagram
Database Design Process
Logical design
• Schema – overall logical view of
relationships
• Subschema – logical view for specific
end users
• Data models for DBMS
Physical design
• How data are to be stored and accessed
on storage devices
Logical and Physical Database Views
Data Resource Management
Managerial activity
Applies IS technologies like data
management and data warehousing to
manage data resources to meet the
information needs of business
stakeholders
Types of databases
Operational Databases
Store detailed data to support
business processes
Examples, customer database,
inventory database
Distributed Databases
Copies or parts of databases on servers at a
variety of locations
Challenge: any data change in one location must
be made in all other locations
Replication:
• Look at each distributed database and find changes
• Apply changes to each distributed database
• Very complex
Duplication
• One database is master
• Duplicate that database after hours in all locations
• Easier
External Databases
Databases available for a fee from
commercial online services or
For free from World Wide Web
Examples, statistical databanks,
bibliographic and full text databases
Hypermedia Database
Website database
Consists of hyperlinked pages of
multimedia (text, graphics, video
clips, audio segments)
Data Warehouse
Stores data that has been extracted from the
operational, external and other databases
Data has been cleaned, transformed and cataloged
Used by managers and professionals for
•
•
•
•
•
Data mining,
Online analytical processing,
Business analysis,
Market research,
Decision support
Data mart is subset of warehouse for specific use
of department
Data Warehouse
Source: Adapted courtesy of Hewlett-Packard.
Data Mining
Data in data warehouse are analyzed
to reveal hidden patterns and trends
Examples:
• Perform market-basket analysis to
identify new business processes
• Find root causes to quality problems
• Cross sell to existing customers
• Profile customers with more accuracy
Traditional File Processing
Data stored in independent files
Problems:
• Data redundancy
• Lack of data integration
• Data dependence – files, storage
devices, and software are dependent on
each other
• Lack of data integrity or standardization
Traditional File Processing
Database Management Approach
Consolidate data into databases that
can be accessed by different
programs
Use a database management system
(DBMS)
DBMS serves as interface between
users and databases
Database Management Approach
DBMS Major Functions
Database Interrogation
End users use a DBMS by asking for information
via a query or a report generator
Query language – immediate responses to ad hoc
data requests
• SQL (Structured Query Language) an
international standard query language
• Graphical Queries -- Point-and-click methods
• Natural Queries – similar to conversational
English
Report generator – quickly specify a report format
for information you want printed in a report
Natural Language versus SQL
Graphical Query
Source: Courtesy of Microsoft Corp.
Database Maintenance
Updating database to reflect new
business transactions such as a new
sale
Done by transaction processing
systems with support of DBMS
Application Development
Use DBMS software development tools
to develop custom application
programs
Data Manipulation Language (DML)
System Development
Life Cycle
Major Attributes of the Life Cycle
The Project
• Moves systematically through phases
where each phase has a standard set of
outputs
• Produces project deliverables
• Uses deliverables in implementation
• Results in actual information system
• Uses gradual refinement
Project Phases
Planning (Why build the system?
How should the team go about
building it?)
Analysis (Who uses system, what will
it do, where and when will the
system be used?)
Design (How will the system work?)
Implementation (System delivery)
Simple Process of Making Lunch
Planning
Identifying business value
Analyze feasibility
Develop work plan
Staff the project
Control and direct project
Analysis
Analysis strategy
Gathering business requirements
Requirements definition use cases
Process modeling
Data modeling
Design
Design selection
Architecture design
Interface design
Data storage design
Program design
Implementation
Construction
• Program building
• Program and system testing
Installation
• Conversion strategy
• Training plan
• Support plan
Processes and Deliverables
Process
Planning
Analysis
Design
Implementation
Product
System Request
Feasibility Analysis
Workplan
System Proposal
System
Specification
New System and
Maintenance Plan
System Development
Methodologies
A formalized approach to
implementing the SDLC
• A series of steps and deliverables
Methodology Categories
•Process-Centered
•Data-Centered
•Object-Oriented
•Structured Design
•Rapid Application Development
•Agile Development
Waterfall Development Methodology
Pros and Cons of the Waterfall
Methodology
Pros
Identifies systems
requirements long
before programming
begins
Minimizes changes to
requirements as
project progresses
Cons
Design must be
specified on paper
before programming
begins
Long time between
system proposal and
delivery of new
system
Parallel Development Methodology
Pros and Cons of Parallel
Development Methodology
Pros
Cons
Reduces Schedule
Time
Still Uses Paper
Documents
Less Chance of
Rework
Sub-projects May Be
Difficult to Integrate
Rapid Application Development
Incorporate special techniques and
tools:
• CASE tools
• JAD sessions
• Fourth generation/visualization
programming languages
• Code generators
Three RAD Categories
Phased development
• A series of versions developed
sequentially
Prototyping
• System prototyping
Throw-away prototyping
• Design prototyping
Phased Development
Methodology
Pros and Cons of Phased
Development Methodology
Pros
Users Get a System
To Use Quickly
Users Can Identify
Additional Needs
For Later Versions
Cons
Users Work with a
System that is
Intentionally
Incomplete
How Prototyping Works
Pros and Cons of Prototyping
Methodology
Pros
Cons
Users Interact with
Prototype Very Quickly
Tendency to do
Superficial Analysis
Users Can Identify
Needed Changes
And Refine Real
Requirements
Initial Design
Decisions May
Be Poor
Throwaway Prototyping
Pros and Cons of Throwaway
Prototyping Methodology
Pros
Risks are Minimized
Important Issues are
Understood Before the
Real System is Built
Cons
May Take Longer
Than Prototyping
Agile Development: Extreme
Programming
Pros and Cons of Agile
Methodologies
Pros
Fast Delivery of Results
Works Well in Projects
With Undefined or
Changing Requirements
Cons
Requires Discipline
Works Best in
Small Projects
Requires Much
User Input
Criteria for Selecting the
Appropriate Methodology
Clear user requirements
Familiarity with technology
Complexity of system
Reliability of system
Time schedule
Schedule visibility
Team Roles and Skills
Information Systems Roles
Business analyst
Systems analyst
Infrastructure analyst
Change management analyst
Project manager
Project Initiation
How Do Projects Begin?
Business needs should drive
projects.
Project sponsor recognizes business
need for new system and desires to
see it implemented.
Business needs determine the
system’s functionality (what it will
do).
The project’s business value should
be clear.
System Request
A document describing business
reasons for project and system’s
expected value.
Lists project’s key elements
• Project sponsor
• Business need
• Business requirements
• Business value
• Special issues or constraints
System Request Examples
Project sponsor – VP of Marketing
Business need – Reach new customers
and improve service to existing customers
Business requirements – Provide webbased shopping capability
Business value - $750,000 in new
customer sales; $1.8M in existing
customer sales
Special issues or constraints – System
must be operational by holiday shopping
season
Preliminary Project Acceptance
System request is reviewed by
approval committee
Based on information provided,
project merits are assessed.
Worthy projects are accepted and
undergo additional investigation –
the feasibility analysis.
Feasibility Analysis
Feasibility Analysis
Detailed business case for the
project
• Technical feasibility
• Economic feasibility
• Organizational feasibility
Compiled into a feasibility study
Feasibility is reassessed throughout
the project
Technical Feasibility:
Can We Build It?
Users’ and analysts’ familiarity with
the business application area
Familiarity with technology
• Have we used it before? How new is it?
Project size
• Number of people, time, and features
Compatibility with existing systems
Economic Feasibility
Should We Build It?
Identify costs and benefits
Assign values to costs and benefits
Determine cash flow
Assess financial viability
• Net present value
• Return on investment
• Break even point
Identify Costs and Benefits
Costs
Tangible
Intangible
Benefits
*
*
*
*
*
*
*
*
*
*
*
*
Assign Cost and Benefit Values
Difficult, but essential to estimate
Work with people who are most
familiar with the area to develop
estimates
Intangibles should also be quantified
If intangibles cannot be quantified,
list and include as part of supporting
material
Assess Financial Viability –
Net Present Value
NPV =
PV(future cash inflows) –
PV(future cash outflows)
PV = Cash flow amount
(1 + interest rate)n ,
•
•
where
interest rate = required return
n = number of years in future
Determine NPV
If NPV >= 0,
Project is OK
If NPV < 0,
Project is
unacceptable
Assess Financial Viability –
Return on Investment
ROI = NPV
PV(cash outflows)
Assess Financial Viability –
Break Even Point
How long before the project’s returns
match the amount invested
The longer it takes to break even,
the higher the project’s risk.
Organizational Feasibility
If we build it, will they come?
Strategic alignment
• How well do the project goals align with
business objectives?
Stakeholder analysis
• Project champion(s)
• Organizational management
• System users
Project Selection
Project Selection Issues
Approval committee works from the
system request and the feasibility
study
• Project portfolio – how does the project
fit within the entire portfolio of projects?
• Trade-offs must be made to select
projects that will form a balanced
p