Sesi08 Various Approaches to Develop SPIS
Zainal A. Hasibuan, PhD
(zhasibua@cs.ui.ac.id)
By: Zainal A. Hasibuan
Faculty of Computer Science
(2)
Session Objec5ves
•
To understand various approaches in
developing SPIS
•
To understand the use of various methods,
techniques, processes, and procedures in
those approaches
•
To understand various SPIS implementa5on in
many areas
(3)
Session Agenda
•
The meaning of: Approach, Methodology,
Method, and Technique in SPIS
•
Cri5ques to SPIS Methodologies
•
Various SPIS Methodologies
•
The Use of Methods, Techniques, Process, and
Procedures in a Methodology
(4)
The meaning of: Approach, Methodology,
Method, and Technique in SPIS
•
Approach: Ideas or ac5ons intended to deal with a
problem or situa5on;
–
"his approach to every problem is to draw up a list of pros
and cons";
•
Methodology: A formalized approach of doing
something, applied to a specific branch of
knowledge.
•
Method: a way of doing something, especially a
systema5c way; implies an orderly logical
arrangement (usually in steps)
•
Technique: The systema5c procedure by which a
complex or scien5fic task is accomplished.
•
Techniques and methods are used in a methodology
(part of methodology)
(5)
Cri5ques to SPIS Methodology
•
Inefficiency of IT investment has been
recognized
the blame goes to lack of SPIS
•
IT manager alone can not established the SPIS,
hence a more comprehensive IT plan is
needed
–
The coverage of SPIS methodology
•
Inconsistency of SPIS methodology due to
various natures of organiza5on, etc.
–
Lack of agreed depthness of SPIS
(6)
Various business areas where SPIS is
needed
Education Industry
Fast moving industry due to globalization
Competitors are going global
Various products and services
Complex internal business processes
Manufacturing Industry
Supply-chain management
Customer Management
Robust production, accounting, and marketing systems
Tourism Industry
Improve customer services
Improve images (security, coordination, etc)
Involve a lot of stakeholders (travel agent, restaurant, hotels, etc)
(7)
Different Nature of Various Business Areas That
Leads to Different SPIS SeVngs
•
Characteris5cs of each organiza5on may be differ in
nature
•
Size of the organiza5ons are varies in term of number of
employees, number of division, and length of hierarchy,
etc.
•
Specificity core business of each organiza5on
•
Corporate culture or value system of an organiza5on may
be unique
•
Environmental seVng is different
•
Internal and external forces may differ among
organiza5ons
(8)
Various SPIS Methodologies
1.
Ward dan Peppard
2.
James Mar.n
3. Be Vissta Planning
4.
Tozer
5.
Wetherbe
(9)
Characteris5cs of A Methodology
•
Different methodology may have different
approach (different steps)
•
Each methodology may stressed one or more
certain aspects whilst other stressed one or more
different aspects
•
Each methodology may employ different method,
technique, process, procedure, tools, etc
•
Certain methodology may be more suitable in
one organiza5on as compare to other
organiza5on. (Why?)
•
Certain organiza5on may need a modified
methodology of SPIS to be employed.
(10)
Ward & Peppard’s Methodology
IS/IT Management Strategy
IT Strategy Business IS
Strategy
IS/IT STRATEGY
PROCESS
External IS/IT Environment External Business
Environment Internal Business
Environment
Internal IS/IT Environment
Current Application Portfolio
Future Application Portfolio
(11)
James Martin’s Methodology
1. Tinjauan Model Perusahaan
2. Analisis Strategi Bisnis
3. Analisis Sasaran dan Masalah
4. Analisis CSF
5. Analisis Dampak Teknologi
6. Pandangan Strategis Sistem
7. Evaluasi Sistem Saat ini
TAHAP ANALISIS
1.
Pembuatan Arsitektur Informasi
2. Pembuatan Matriks Fungsional
3. Pembuatan Jaringan Infrastruktur
& aturan
4. Pembuatan ERD
(12)
Be Vissta Planning Methodology
DETERMINE BUSINESS and INFORMATIONS NEEDS
Pre renstra, Identifikasi informasi organisasi, Analisis internal/eksternal
bisnis organisasi, Analisis internal/eksternal S/TI organisasi
DEFINE IS TARGETS
Identifikasi: Masalah & solusi bisnis internal, Peluang bisnis dari
eksternal organisasi, Pemanfaatan S/TI dari lingkungan eksternal
organisasi,
Analisis GAP Kebutuhan Informasi,
Membuat: Landasan
kebijakan S/TI, Strategi S/TI, Prinsip dasar / landasan bagi operasional
strategi S/TI, Strategi manjemen S/TI
DEFINE and SELECT IS STRATEGY
Menggali value bisnis, Prioritas dan pemilihan strategi S/TI,
Pendetilan strategi S/TI
DEVELOP IMPLEMENTATION PLAN
Membuat Rencana Pendukung Strategi S/TI, Pembuatan Jadwal Waktu
Kerja, Pembuatan Rencana Pelaksanaan
(13)
Tozer’s Methodology
FASE-1 :
Menentukan Informasi Bisnis & Kebutuhan Pendukung
Persiapan Pengumpulan Informasi, Menentukan informasi Bisnis & Pendukungnya
Mengevaluasi Aplikasi dan Kondisi Teknis saat ini, Membangun Arsitektur Informasi, Membuat Pilihan Awal Untuk Solusi Strategis, Membangun Kasus Bisnis untuk
Memenuhi Kebutuhan Bisnis
Identifikasi dan Memulai Kegiatan yang Mendesak, Menentukan solusi aplikasi
dan database, Evaluasi kondisi TI, Pengembangan Kasus Bisnis
FASE-4:
Menyiapkan dan Melakukan Rencana Implementasi
Menyiapkan Rencana Teknis Proyek Aplikasi dan Database,Mempersiapkan Rencana Pengembangan SDM dan Organisasi, Menyusun dan Menyeimbangkan Kasus-kasus
Bisnis dengan semua Pengembangan, Menampilkan Rencana dan Mengatur Implementasinya
(14)
Wetherbe’s Methodology
Perencanaan
Proyek
Analisis
Kebutuhan
Informasi
Alokasi
Sumber
Daya S/TI
1. Business System Planning 2. Strategic of IT Growth 3. End/Mean Analysis 4. Critical Sucsess Factor
Perencanaan
Strategis IT
(15)
(16)
Meta-Model: The Result of SPIS Should Be
A Documented Project That Includes:
Business process models for an existing and
reengineered organisation,
Business data models,
Models of programs and procedures,
Technical resources models,
(17)
Top
Executive
Managerial
(Berbagai Bidang)
Operational
Bisnis Proses Dalam Hirarki Organisasi
Menerapkan Arahan Strategis:
Cost Leadership
Product Leadership
Market Leadership
Memonitor proses yang efektif & efisien
dalam setiap pelayanan.
Melaksanakan system anggaran yang
fleksibel.
Mengusulkan program kegiatan tepat guna
Melaksanakan layanan yang
prima
Melakukan perekaman data
yang akurat
(18)
Kerangka PSSI: RSMM
Target Area
Aplikasi
Target
Aplikasi
Target
Prioritas
Apl.
Bisnis
Proses
Analisis
Kesenjangan
Dukungan
Data
Visi, Misi
RSMM
Indikator
Sukses
Peran SI
Kerangka Teknologi
Kerangka Organisasi
Program Pengembangan TI
Rencana
Strategis
Kegiatan-2
Strategi SI
Kerangka
pengelolaan TI
Program
pengembangan
(19)
(20)
Example of SPIS in Education Industry
The University of Colorado at Boulder
2002 Information Technology Strategic Planning Report
Document structure
Acknowledgments
Executive Summary
IT Strategic Planning Process
2002 IT Strategic Vision
Current Situation (Trends)
Chapter 1: Educational Technology
Chapter 2: Web-based Services
Chapter 3: Network and Middleware
Chapter 4: Central Services
Chapter 5: Leadership, Coordination, and Governance of IT
Evaluation Matrix
Financials – Top Recommendations
(21)
Common Characteristics of SPIS Methodology
(modified from Josip Brumec)
The starting point of SPIS methodology is an
analysis of the present business system and a
definition of its future and goals;
Examines the function areas where new IT could
make the best contribution to the efficiency of
business processes;
Present an evaluation of the effects of the new IS
on future business processes. This evaluation
should be performed on a simulation model before
starting the long-term and complex project of
maintaining the IS.
Controls and confirms the effects of investment in
(22)
SPIS Methodology and its Connection Methods and
Techniques (1)
Problem/stepin SPIS/
IS design
Methods and techniques
(§-strategic, #-structured, ¤-object oriented)
Inputs and deliverables
Inputs/Output
Usability
Very powerful,
Powerful,
Useful
1. Description of business system (BS)
Interviewing Mission and goals of current BS/ Business strategy;
Business processes (BP) 2. Evaluation of the
impact of new IT on Business system
§ Balanced Scorecard § BCG-matrix
§ 5F-model
§ Value-chain model
BP/Performances of existing BS
Business strategy/IS development
priorities
Business strategy/Information for top-management
BP/Primary and Supporting business process (BBP)
V P
U
V
3. Redefinition of business process
# BSP-decomposition # Life cycle analysis for the resources
BBP/ New organisational units (OU)
Basic system resources/Business
process portfolio
P
P
4. Business system reengineering
§ BPR § SWOT
Business Processes portfolio/New
business process (NBP)
Business Process Portfolio/SWOT
analysis for NBP
P
V 5. Estimation of critical
information
§ CFS analysis (Rockart) # Ends-means analysis
NBP/critical information for NBP
NBP/Information for efficiency and effectivity improvement
P U
(23)
6. Optimisation of new IS architecture
# Matrix process-entities # Affinity analysis, Genetic algorithms
NBP/Business process
relationships
Business process relationships/
Clusters; Subsystems of new IS
V
P
7. Modeling of new “Business
Technology” (BT)
# Work flow diagram (WFD) # Organisational flow
diagram (OFD)
Activity flow diagram (AFD)
NBP/Responsibility for NBP
New OU/Flow between new OU
NBP/Activities for NBP
V
P
U
8. Modeling of new business processes, supported by IT
# Data flow diagram (DFD) #Action diagram (AD)
NBP/ NBP supported by IT (IS processes); Data flows; Business Data
IS Process/ Internal logic of IS processes
V
P
9. Evaluation of IS effects
# Simulation modelling IS processes/ Guidelines for BP improvements
U
10. Business data modeling
# ERA- model
¤ Object-model
Business Data/ERA model
Business Data/ Object model
V P
(24)
11. Software design # HIPO-diagram
¤ Transition diagram
IS Processes/ Logical design of
programs (SW)
Data flow/ Events and transactions
V
P
12. Detail design of program and procedures
# Action diagram ¤ Object scenario
Logical design of program
procedures (SW)/ Model of
program logic
Object model; Events/ Object
behavior
P
P
13. Data model development
# Relational model; Normalisation
ERA model/Relational model V
14. Software development
# CASE tools and 4GL ¤ OO-CASE tools
Model of program logic; Relational
model/programs and
procedures
Object behaviour /OO-procedures
P
P
15. implementation of IS
Case-study: Business games Programs and procedures/
Performance of new IS
P
16. Evaluation of new BS performances
# Balanced Secorecard Performance of existing BS; Performances of new IS/
Measures for success
(25)
Q/A
•
How do methodologies to develop SPIS differ
from one to another?
•
How do methods, techniques, processes, and
procedures are used in a SPSI methodology?
•
Names several methods, techniques that you
are familiar with, and explain how to use
them.
(1)
Example of SPIS in Education Industry
The University of Colorado at Boulder
2002 Information Technology Strategic Planning Report
Document structure
Acknowledgments
Executive Summary
IT Strategic Planning Process
2002 IT Strategic Vision
Current Situation (Trends)
Chapter 1: Educational Technology
Chapter 2: Web-based Services
Chapter 3: Network and Middleware
Chapter 4: Central Services
Chapter 5: Leadership, Coordination, and Governance of IT
Evaluation Matrix
Financials – Top Recommendations
(2)
Common Characteristics of SPIS Methodology
(modified from Josip Brumec)
The starting point of SPIS methodology is an
analysis of the present business system and a
definition of its future and goals;
Examines the function areas where new IT could
make the best contribution to the efficiency of
business processes;
Present an evaluation of the effects of the new IS
on future business processes. This evaluation
should be performed on a simulation model before
starting the long-term and complex project of
maintaining the IS.
Controls and confirms the effects of investment in
(3)
SPIS Methodology and its Connection Methods and
Techniques (1)
Problem/step in SPIS/ IS design
Methods and techniques
(§-strategic, #-structured, ¤-object oriented)
Inputs and deliverables
Inputs/Output
Usability
Very powerful,
Powerful,
Useful
1. Description of business system (BS)
Interviewing Mission and goals of current BS/
Business strategy;
Business processes (BP) 2. Evaluation of the
impact of new IT on Business system
§ Balanced Scorecard § BCG-matrix
§ 5F-model
§ Value-chain model
BP/Performances of existing BS
Business strategy/IS development priorities
Business strategy/Information for top-management
BP/Primary and Supporting business process (BBP)
V P U V 3. Redefinition of
business process
# BSP-decomposition # Life cycle analysis for the resources
BBP/ New organisational units (OU)
Basic system resources/Business process portfolio
P P 4. Business system
reengineering
§ BPR § SWOT
Business Processes portfolio/New business process (NBP)
Business Process Portfolio/SWOT analysis for NBP
P
V 5. Estimation of critical
information
§ CFS analysis (Rockart) # Ends-means analysis
NBP/critical information for NBP
NBP/Information for efficiency and
effectivity improvement
P U
(4)
6. Optimisation of new IS architecture
# Matrix process-entities # Affinity analysis, Genetic algorithms
NBP/Business process relationships
Business process relationships/ Clusters; Subsystems of new IS
V
P
7. Modeling of new “Business
Technology” (BT)
# Work flow diagram (WFD) # Organisational flow
diagram (OFD)
Activity flow diagram (AFD)
NBP/Responsibility for NBP
New OU/Flow between new OU
NBP/Activities for NBP
V P U
8. Modeling of new business processes, supported by IT
# Data flow diagram (DFD) #Action diagram (AD)
NBP/ NBP supported by IT (IS
processes); Data flows; Business Data
IS Process/ Internal logic of IS processes
V
P
9. Evaluation of IS effects
# Simulation modelling IS processes/ Guidelines for BP
improvements
U
10. Business data modeling
# ERA- model
¤ Object-model
Business Data/ERA model
Business Data/ Object model
V P
(5)
11. Software design # HIPO-diagram
¤ Transition diagram
IS Processes/ Logical design of programs (SW)
Data flow/ Events and transactions
V P
12. Detail design of program and procedures
# Action diagram ¤ Object scenario
Logical design of program
procedures (SW)/ Model of program logic
Object model; Events/ Object behavior
P
P
13. Data model development
# Relational model; Normalisation
ERA model/Relational model V
14. Software development
# CASE tools and 4GL ¤ OO-CASE tools
Model of program logic; Relational model/programs and
procedures
Object behaviour /OO-procedures
P
P 15. implementation of
IS
Case-study: Business games Programs and procedures/
Performance of new IS
P
16. Evaluation of new BS performances
# Balanced Secorecard Performance of existing BS;
Performances of new IS/
Measures for success
(6)