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Strategic Management of IS/IT

Strategic Management of IS/IT. Context of This Session. External Business Environment. Internal Business Environment. Internal IS/IT environment. Current Applications Portfolio. Strategic IS/IT Planning Process. External IS/IT Environment. Planning Approaches, Tools and Techniques.

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Strategic Management of IS/IT

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  1. Strategic Management of IS/IT

  2. Context of This Session External Business Environment Internal Business Environment Internal IS/IT environment Current Applications Portfolio Strategic IS/IT Planning Process External IS/IT Environment Planning Approaches, Tools and Techniques We are here … IS/IT Management Strategy Business IS Strategies IT Strategy Applications Portfolio Model & Matrices

  3. Fokus pada pembuatan keputusan tentang strategi yang optimal Suatu proses analitik Fokus kepada variabel-variabel bisnis, ekonomi dan teknologi Fokus kepada hasil dari penerapan strategi Suatu proses aksi Fokusnya diperluas sehingga mencakup juga variabel-variabel psikologi, sosiologi dan politik Strategic Planning Vs. Strategic Management

  4. Strategic Management Requirement • Strategic Management is a combination of formal planning, creativity, innovation, informal thinking and opportunism. • Requires some feedback or control mechanism to ensure that plans and their implementation are appropriate for the strategic direction or to enable changes of direction should achievement prove impossible. (See Figure 8.2) • Many organizations have suffered the consequences of lack of coordination in IS/IT Management, which can cause the existing (and potential) application portfolios effectively to disintegrate (see Figure 8.3).

  5. The Impact of IS/IT Strategy Failure • The systems that are developed and implemented do not meet overall business needs; • Resources are misused; • Strategy formulation is essentially a retrofitting process, producing enormous rework. The causesof IS/IT Strategy Failure Lack of alignment between the business and IS strategies; Uncoordinated management of IS demand and IT supply; Over-centralization or decentralization of responsibility

  6. Aspects of IS/IT Management • Managing the information and data resource of the organization to ensure that its business value is fully exploited and protected • Managing applications as investments, development projects and operational systems from the establishment of requirements to successful long-term use in the business • Managing information technology: introduction, development, utilization, replacement • Organizational management of IS/IT: related to resources, activities, administration.

  7. IS/IT Organization Strategies • Written-formal: the approach is very structured and procedural • Applied to key operational and support • Personal-formal: the approach is partially structured which relies on individuals reaching agreement within a formally constituted group process • Personal-informal: no formal planning relationship exists between IS, senior and line managers

  8. Central Objectives of the IS/IT Management Strategy

  9. The Roles of IT Division • User services: delivery services, systems development, support center, information center • Architecture management: planning, technology diffusion, data management • Technology development: research and development • General: administration, quality assurance

  10. Imperatives for the Management of IS/IT • Achieve two-way alignment between the business and IS/IT strategy; • Develop effective relationships with line management; • Deliver and implement new systems; • Build and manage IT infrastructure; • Re-skill the IS function with new competencies and knowledge; • Manage vendor partnerships; • Redesign and manage the federal IS organization

  11. Four Components Reflects the Strategic Role for IT • The cost centre has an operational focus that minimizes risks with an emphasis on operational efficiency. Cost-centre activities are good candidates for outsourcing. • The service centre, although still minimizing risk, aims to create an IT-enabled business capability to support current strategies. • The investment centre has a long-term focus and aims to create new IT-based business capabilities. It seeks to maximize business opportunity from IT resources. • The profit centre is designed to deliver IT services to the external marketplace for incremental revenue and for gaining valuable experience in becoming a world-class IS function.

  12. Five Key Competencies • IT leadership, which includes IT envisioning, fusing IT strategy with business strategy, and managing IS resources. • Architecture development, which is concerned with developing a blueprint for the overall IT technical design. • Business enhancement, which includes business process analysis and design, project management and managing relationships with users. • Technology advancement, which is application design and development. • Vendor management, which includes managing and developing relationships with vendors and suppliers, negotiating and monitoring contracts and purchasing.

  13. Five Roles Critical to Success of Today’s CIO • Leadership; • Visionary; • Relationship builder; • Politician; • Deliverer.

  14. Establishing IS/IT Committees • Ensuring top management involvement in IS planning; • Ensuring the fit between IS and business strategy; • Improving communication with top and middle management; • Changing user attitudes to IT.

  15. The Culture Gap • Lack of shared values • No agreed strategy • Failed projects and systems

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