minggu ke 3 analisa dan perancangan sistem informasi · mata kuliah apsi. minggu 3 page 1 minggu ke...

Mata Kuliah APSI. Minggu 3 Page 1

MINGGU Ke 3

Analisa dan Perancangan Sistem Informasi

Pokok Bahasan:Selecting and Developing System Development Project

Tujuan Instruksional Khusus:Explain the relationship between corporate strategic

planning and information systems planning

Referensi:

(1) Hoffer, J.A., Joey F. George, dan Joseph S. Valacich

(2005), Modern Systems Analysis and Design, Edisi ke-4,

Prentice Hall. (2) Kendall, Kenneth.E. dan Julie E. Kendall

(2005), Systems Analysis and Design, Edisi ke-6, Prentice

Hall.

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Learning Objectives

Describe the project identification and

selection process

Describe the corporate strategic planning

and information systems planning process

Explain the relationship between corporate

strategic planning and information systems

planning

5.2

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Learning Objectives

Describe how information systems planning can be used to

assist in identifying and selecting systems development

projects

Analyze information systems planning matrices to

determine affinity between information systems and IS

projects and to forecast the impact of IS projects on

business objectives

Describe the three classes of Internet electronic commerce

applications:

Internet, Intranets and Extranets

5.3

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Identifying and Selecting IS

Development Projects

1.Sources of projects

– Management and business units

– Managers who want to make a system more

efficient or less costly

– Formal planning groups

5.4

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Identifying and Selecting IS Development

Projects...Cont..

2.Projects are identified by

– Top management

– Steering committee

– User departments

– Development group or senior IS staff

3.Top-Down Identification

– Senior management or steering committee

– Focus is on global needs of organization

5.5

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The Process of Identifying and Selecting IS

Development Projects

1.Bottom-up Identification

– Business unit or IS group

– Don’t reflect overall goals of the organization

5.6

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2. Classifying and Ranking IS Development

Projects

– Performed by top management, steering

committee, business units of IS

development group

– Value chain analysis is often used

• Method to analyze an organization’s

activities to determine where value is

added and costs are incurred

5.7

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3.Selecting IS Development Projects

– Process of considering short and long-term projects

– Projects most likely to achieve business objectives are selected

– Decision requires consideration of:

• Perceived and real needs

• Potential and ongoing projects

• Current organizational environment

• Existing and available resources

• Evaluation criteria

5.8

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4.Selecting IS Development Projects

– Outcomes

• Project Acceptance

• Project Rejection

• Delay

• Refocus

• End-User Development

• Proof of Concept

5.9

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4.Deliverables and Outcomes

– Primary Deliverable

• Schedule of specific IS development projects

– Outcomes

• Assurance that careful consideration was given to

project selection

• Clear understanding of project’s relation to

organizational objectives

5.10

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5.Knowledge of overall organizational

business strategy

– Improves project selection and

identification process

– Provides sound guidance throughout the

systems development life cycle

5.11

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Corporate and Information Systems

Planning

1.Traditional Project

Identification and Selection

– Solves isolated

problems

– Focuses on business

processes

– Does not easily allow

for organizational

change

2.Planning-Based Approach

to Project Identification and

Selection

– Focuses on present and

future information

needs

– Information needs

change slower than

business processes

5.12

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3.Need for planning

– Improperly planned projects result in systems

that cannot be shared across an organization

– As business processes change, lack of

integration will hamper strategy and business

process changes

5.13

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4.Corporate Strategic Planning

– Process of developing and refining models of

the current and future enterprise as well as a

transition strategy

– Planning results in several outcomes

• Mission Statement

• Objective Statement

• Competitive Strategy

5.14

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5.Corporate Strategic Planning

– Mission Statement

• A statement that makes it clear what business a

company is in

– Objective Statement

• A series of statements that express an organization’s

qualitative and quantitative goals for reaching a

desired future position

• Objectives are critical success factors

5.15

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6.Corporate Strategic Planning

– Competitive Strategy

• The method by which an organization

attempts to achieve its mission and

objectives

5.16

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7.Information Systems Planning (ISP)

– An orderly means of assessing the information

needs of an organization and defining the

systems, databases and technologies that will

best satisfy those needs

– Three key activities:

a. Describe the Current Situation

b. Describe the Target (or Future) Situation

c. Develop a Transition Plan and Strategy

5.17

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Information Systems Planning

1. Describing the Current Situation

– Top-down Planning

• Generic methodology that attempts to gain a broad understanding of the information system needs of the entire organization

– Bottom-up Planning

• Generic methodology that identifies and defines IS development projects based upon solving operational business problems or taking advantage of some business opportunities

5.18

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a.Describing the Current Situation (Continued)

– Planning team is chartered to model existing situation

– Identification of Organizational:

• Locations

• Units

• Functions

• Processes

• Data

• Information Systems

5.19

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b.Describing the Target Situation

– Update list of organizational locations, functions, etc. to reflect desired locations, functions, etc.

– Matrices are updated to reflect future states

– Planners focus on differences between current lists and matrices and future lists and matrices

5.20

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c. Developing a Transition Strategy and

Plans

– Broad, comprehensive document that looks at

both short and long-term organizational

development needs

– Consists of a series of projects

5.21

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Summary• Project Identification and Selection

– Identifying Potential Development Projects

– Classifying and Ranking Projects

– Selecting Projects for Development

• Top-down and Bottom-up identification process

• Corporate strategic planning

– Process of identifying the mission, objectives and

strategies of an organization

5.22

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Summary

• Information Systems Planning

– Orderly means for assessing the information needs of an organization and defining the systems and databases that will best satisfy those needs

– Top-down process

• Electronic Commerce

– Internet

– Intranets

– Extranets

– Electronic Data Interchange

5.23

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Initiating and Planning System

Development Projects

1.Project Initiation

– Establishment of project team

– Development of relationship with customer

– Project Initiation Plan

– Establishment of Management Procedures

– Establishment of Project Workbook and Project Management Environment

2.Project Planning

– Defining clear, discrete activities and the work needed to complete each activity

6.24

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3.Deliverables and Outcomes

– Baseline Project Plan (BPP)

• Scope

• Benefits

• Costs

• Risks

• Resources

– Statement of Work (SOW)

• Describes deliverables

• Outlines work needed to be performed

6.25

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Assessing Project Feasibility

• Six Categories

– Economic

– Technical

– Operational

– Schedule

– Legal and contractual

– Political

6.26

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Assessing Economic Feasibility

• Cost – Benefit Analysis

• Determine Benefits

– Tangible Benefits

• Can be measured easily

– Examples

» Cost reduction and avoidance

» Error reduction

» Increased flexibility

» Increased speed of activity

» Improved management planning and control

» Opening new markets and increasing sales opportunities6.27

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– Intangible Benefits

• Cannot be measured easily

• Examples

– Increased employee morale

– Competitive necessity

– More timely information

– Promotion of organizational learning and understanding

• Determine Costs

– Tangible Costs

• Can easily be measured in dollars

– Example: Hardware

6.28

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• Determine Costs (Continued)

– Intangible Costs

• Cannot be easily measured in dollars

• Examples:

– Loss of customer goodwill

– Loss of employee morale

6.29

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– One-Time Costs

• Associated with project startup, initiation and

development

• Includes

– System Development

– New hardware and software purchases

– User training

– Site preparation

– Data or system conversion

6.30

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– Recurring Costs

• Associated with ongoing use of the system

• Includes:

– Application software maintenance

– Incremental data storage expense

– New software and hardware releases

– Consumable supplies

– Incremental communications

– Time value of money (TVM)

• The process of comparing present cash outlays to

future expected returns

6.31

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• Technical Feasibility

• Assessment of the development organization’s ability to

construct a proposed system

• Project risk can be assessed based upon:

– Project size

– Project structure

– Development group’s experience with the application

– User group’s experience with development projects and

the application area

6.32

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Assessing Other Project Feasibility

Concerns

• Operational Feasibility

– Assessment of how a proposed system solves business problems or takes advantage of opportunities

• Schedule Feasibility

– Assessment of time frame and project completion dates with respect to organization constraints for affecting change

• Legal and Contractual Feasibility

– Assessment of legal and contractual ramifications of new system

6.33

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• Political Feasibility

– Assessment of key stakeholders in

organization’s view toward proposed system

6.34

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Building the Baseline Project Plan

1.Objectives

– Assures that customer and development group

have a complete understanding of the proposed

system and requirements

– Provides sponsoring organization with a clear

idea of scope, benefits and duration of project

6.35

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Building the Baseline Project Plan

2. Four Sections

– Introduction

– System Description

– Feasibility Assessment

– Management Issues

6.36

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Building the Baseline Project Plan

• Introduction

– Brief overview

– Recommended course of action

– Project scope defined

• Units affected

• Who inside and outside the organization would be involved

• Interaction with other systems

• Range of system capabilities

6.37

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2.System Description

– Outline of possible alternative solutions

– Narrative format

3.Feasibility Assessment

– Project costs and benefits

– Technical difficulties

– High-level project schedules

6.38

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4.Management Issues

– Outlines concerns that management may have

about the project

– Team composition

– Communication plan

– Project standards and procedures

6.39

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Reviewing the Baseline Project Plan

1.Objectives

– Assure conformity to organizational standards

– All parties agree to continue with project

6.40

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2.Walkthrough

– Peer group review

– Participants

• Coordinator

• Presenter

• User

• Secretary

• Standards Bearer

• Maintenance Oracle

6.41

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• Walkthrough (continued)

– Activities

• Walkthrough Review Form

• Individuals polled

• Walkthrough Action List

– Advantages

• Assures that review occurs during project

6.42

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Summary

• Project Initiation

– Forming project initiation team

– Establishing customer relationships

– Developing a plan to get the project started

– Setting management procedures

– Creating an overall project management environment

• Baseline Project Plan (BPP)

– Created during project initiation and planning

6.43

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Summary

– Contains:

• Introduction

• High-level description of system

• Outline of feasibility

• Overview of management issues

• Statement of Work (SOW)

– Describes what project will deliver

– Lists all work to be performed

6.44

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Summary

• Feasibility

– Economic

– Operational

– Technical

– Schedule

– Legal

– Contractual

– Political

6.45

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Summary

• Benefits

– Tangible vs. Intangible

• Costs

– Tangible vs. Intangible

– One-time vs. Recurring

6.46