scholarly journals Perancangan Permainan Simulasi (Game Simulation) Untuk Menilai Tingkat Kematangan Strategi Teknologi Informasi terhadap Strategi Bisnis Dengan Metode IT Balanced Scorecard dan Maturity Model COBIT 4.1

2018 ◽  
Vol 3 (2) ◽  
pp. 111
Author(s):  
Agnes Karina Pritha Atmani
Keyword(s):  
Information Technology ◽  
Experiential Learning ◽  
Balanced Scorecard ◽  
Business Strategy ◽  
Strategic Alignment ◽  
Technology Strategy ◽  
Maturity Model ◽  
Maturity Level ◽  
Alignment Model ◽  
Game Simulation

Keselarasan strategi Teknologi Informasi terhadap strategi bisnis sangat dibutuhkan untuk mencapai tujuan bisnis. Pencapaian keselarasan strategi, sebagai suatu proses yang berkelanjutan, membutuhkan dukungan dari Top Management dan fungsi-fungsi lain dalam perusahaan. Penilaian kematangan tingkat keselarasan strategi TI terhadap strategi bisnis akan digunakan sebagai alat ukur untuk menilai tingkat keselarasan strategi TI terhadap strategi bisnis. Nilai tersebut akan digunakan sebagai langkah awal untuk tindakan perbaikan berkelanjutan.Penggunaan permainan simulasi merupakan gabungan dari dua metode experiential learning, yaitu simulasi (simulation) yang dapat melakukan peniruan dari suatu perilaku atau proses dan permainan (game) yang merupakan aktifitas yang kompetitif. Melaui Experiential Learning pengguna permainan dapat melakukan pembelajaran secara aktif dan memperoleh pengetahuan, pemahaman, dan pandangan baru mengenai suatu hal.Penilaian kematangan tingkat keselarasan strategi TI terhadap strategi bisnis akan mengacu pada konsep Strategic Alignment Model yang diperkenalkan oleh Henderson dan Venkatraman dan IT-Balanced Scorecard yang dikembangkan Grembergen dan Bruggen. Keduanya memberikan panduan mengenai model-model yang dapat diimplementasikan di perusahaan. Sedangkan penilaian kematangannya berdasarkan kriteria Maturity Model COBIT 4.1 (Control Objective on Information and related Technology) Kata kunci: Permainan Simulasi, Experiential Learning, Teknologi Informasi, Strategi TI, Strategi Bisnis, Strategic Alignment Model-Henderson & Venkatraman, IT-Balances Scorecard – Grembergen & Bruggen, dan COBIT 4.1 Maturity Model. AbstractThe alignment of Information Technology strategy with business strategy is important to achieve business objectives. Strategy alignment, as an ongoing process, requires support from Top Management as well as from other functions in the company. The assessment of maturity level on the alignment of Information Technology with business strategy becomes the measuring tool to assess the alignment of Information Technology strategy with business strategy. The score, then, will be used as starting point in accomplishing continuous repair action.The use of game simulation is a combination of two experiential learning methods, namely simulation that can perform the imitation of a behavior or process and game which is a competitive activity. Through Experiential Learning game users can actively learn and gain new knowledge, insights, and insights about things.The assessment of maturity level of the aligment of Information Technology with business strategy which applied Strategic Alignment Model concept introduced by Henderson and Venkatraman and IT-Balanced Scorecard by Grembergen and Bruggen. Both have given guidelines about several models that can be implemented at company. Moreover, in order to assess the maturity level, this research uses Maturity Model COBIT 4.1 (Control Objective on Information and related Technology.Keywords: Information Technology, Game Simulation, Experiential Learning, Information Technology strategy, Business strategy, Strategic Alignment Model-Henderson & Venkatraman, IT-Balanced Scorecard-Grembergen & Bruggen, and COBIT 4.1 Maturity Model.

scholarly journals Assessing Information Technology Strategy Alignment to Business Strategy Utilizing IT Balanced Scorecard Case Study: PT. Pos Indonesia

2017 ◽  
Vol 4 (02) ◽  
Author(s):  
Albi Fitransyah
Keyword(s):  
Information Technology ◽  
Business Process ◽  
Balanced Scorecard ◽  
Business Strategy ◽  
Maturity Model ◽  
Maturity Level ◽  
Level 3 ◽  
It Performance ◽  
User Orientation ◽  
Operational Excellence

PT Pos Indonesia as an organization that provides mail, goods, and money delivery services has been implementing Information Technology (IT) to support the business process, such as: SOPP (System Online Payment Point), Post Remittance, Reserve Online, Agent (Westrn Union, Money Gray), and I-Post (Integrated Post) is handled by the Division of Information Technology (IT). But until now its implementation has not been fully able to support existing business processes, and can not contribute the maximum to the business. PT Pos Indonesia should not only apply IT as a business process support activities, but must also be implemented as part of business strategy. The implementation of IT should be the optimal power of life and competitiveness of the organization. The implementation of IT must also provide the opportunity for changes in the productivity of a business that has been running. This is what underlie the study required that can analyze the various factors that affect founded IT strategic planning that is able to adapt, fit, and balanced with business strategy way of the organization. On this thesis, assessed the alignment of the IT strategy to business strategy in PT Pos Indonesia. IT Balanced Scorecard framework is used: (a) to help translate IT strategy into the actions of IT, and (b) assess the performance of IT in PT Pos Indonesia. IT Balanced Scorecard have a role as a performance management IT system. With the IT Balanced Scorecard, IT vision, strategy, and organization associated balanced againts the objective of financial, customer, business process, and learning and growth perspective. Each perspective is changes to the contribution companies, end-user orientation, operational excellence, and the readiness of the future. Alignment Maturity Level developed by Luftman used to know the maturity level of alignment between IT and business organization in good condition at this time, and conditions that are expected. Competency/value criteria on the maturity model Luftman, examine the IT values that contribute to corporation business. The contribution of IT values to business measured by mapping IT performance in the four IT Balanced Scorecard perspectives. Importance Performance Analysis (IPA) method is used to measure IT performance, both for current conditions and expected conditions. Capability Maturity Model (CMM) is used to measure the level of internal process maturity in IT division of PT Pos Indonesia, as part of follow-up the operational excellence perspective analysis of IT Balanced Scorecard. Analytical Hierarchy Process method is used to find the weight of performance indicator each perspective. The results of the analysis is designed to be able to create a solution design in the form of a proposal to the direction of improvement. Alignment level between IT and business, for the current condition (as is) are on the maturity level 3 or established process, and for conditions that are expected (to be) are at maturity level 4 or managed process. With the IPA method, the IT performance based on the company contribution perspective is located to the C quadrant position coordinates with as is - to be coordinates position (3.14, 3.54). IT performance based on end-user orientation perspective is located in the C quadrant with as is - to be the coordinates position (3.10, 3.93). IT performance based on operational excellence perspective lies in the quadrant B with as is - to be coordinates position (3.41, 4.35). With the CMM analysis, the maturity of IT division internal of PT Pos Indonesia, to the condition at this time (as is) are on the maturity level 3 or defined process and conditions that are expected to be on level 4 or managed process. IT performance based on the future readiness perspective lies in the quadrant A with as is - to be position coordinates (3.13, 4.05). Importance sequence will be the beginning point for cause effect relationship on the IT Balanced Scorecard as a solution design. With the AHP method, is that the performance indicators with the most importance is the development of activity / IT processes.

scholarly journals Assessing The Maturity Level Of Information Technology Management Process In A Romanian Company

2014 ◽  
Vol 18 (3) ◽  
pp. 201 ◽  
Author(s):  
Minodora Ursacescu
Keyword(s):  
Information Technology ◽  
Business Strategy ◽  
Practical Implication ◽  
It Management ◽  
Management Approach ◽  
Management Process ◽  
Maturity Model ◽  
Maturity Level ◽  
Capability Maturity ◽  
Functional Perspective

Since the 1990s, organizations have gradually become involved in the transformation of their information technology (IT) management process. In order to determine the direction of IT development in correlation with business needs, a consolidated management approach is imposed. This paper aims to provide a comprehensive assessment of the maturity level of IT management process in an organization. For this purpose, an empirical study in a Romanian public service company was done by using the benchmarking technique and Capability Maturity Model to describe the maturity level of IT management process. Four benchmarking classes, including a number of 24 benchmarks, were taken into account to focus on the main key issues - IT management strategy and IT planning; alignment of business strategy, IT strategy, organizational structure, and IT infrastructure; and information systems security management. The study reveals that the IT management process is mainly focused on technological dimension and less on the managerial one. It was observed that IT managers have a low awareness of managerial skills in planning, organizing, controlling, and leading the IT activities. Practical implication of the study presents two major issues: 1) on one hand, the need to approach a transversal vision in managing the IT process by aligning it to a complex set of choices, reflecting both a strategic and functional perspective and, 2) on the other hand, this study may be useful for managers looking to improve management of the IT department as well as the quality of their services. The study also indicates specific recommendations to refine the IT management process of Romanian companies.

Strategic Alignment for Electronic Commerce

2001 ◽  
pp. 258-272 ◽  
Author(s):  
Christian Bauer
Keyword(s):  
Information Technology ◽  
Electronic Commerce ◽  
Business Strategy ◽  
Banking Industry ◽  
Strategic Alignment ◽  
Retail Banking ◽  
Competitive Environment ◽  
Dynamic Nature ◽  
Management Level ◽  
Alignment Model

The dynamic nature and flexibility of electronic commerce increases the importance of the alignment of business strategy and information technology further. This chapter presents an extension of the strategic alignment model with an integration of the external domains of business and information technology strategy, thus keeping the focus on the competitive environment and shifting the responsibility for information technology to top management level. The application of the proposed hypothesis through a framework of the competitive environment is demonstrated within the context of the retail banking industry.

A DSS Model that Aligns Business Strategy and Business Structure with Advanced Information Technology

2011 ◽  
pp. 157-176
Author(s):  
Petros Theodorou
Keyword(s):  
Information Technology ◽  
Board Of Directors ◽  
Waiting Time ◽  
Business Strategy ◽  
Investment Program ◽  
Entry Time ◽  
The Board Of Directors ◽  
Front Office ◽  
Alignment Model ◽  
Advanced Information Technology

This case discusses the development of an alignment model utilizing strategy; structure and information technology after a CIO in the 1990’s suggested to the board of directors the need for an investment program on a barcode system at the front office. The purpose was to decrease entry time of cashier and waiting time of customer’s, in order to increase competitive advantage.

Developing Business Aligned Knowledge Management Strategy

2011 ◽  
pp. 2631-2645
Author(s):  
El-Sayed Abou-Zeid
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Business Strategy ◽  
Strategic Alignment ◽  
Strategic Choices ◽  
Knowledge Management Strategy ◽  
Knowledge Strategy ◽  
Alignment Model ◽  
Knowledge Strategies ◽  
The Relationship

With the growing awareness of the crucial role that knowledge can play in gaining competitive advantage, several issues with regard to knowledge management (KM) initiatives have challenged executives. The articulation of the relationship between an organization’s competitive strategy and its knowledge strategy is the most eminent. This chapter addresses the issue of how to align knowledge strategy with enterprise business strategy. Based on the premise that the realization of business value from KM investments requires alignment between business and knowledge strategies, the issue is addressed by developing a strategic alignment model for KM. This model, which is based on the Henderson-Venkatraman strategic alignment model, includes the external domains (opportunities/threat) and internal domains (capabilities/arrangements) of both business (B-) and knowledge (K-) strategies and the relationships between them. Furthermore, it provides alternative strategic choices. The model is used to study a KM initiative at Buckman Laboratories.

Introduction to Strategic Alignment

2001 ◽  
pp. 1-24 ◽  
Author(s):  
Ratmond Papp
Keyword(s):  
Information Technology ◽  
Strategic Alignment ◽  
Business Environment ◽  
Business Strategies ◽  
Theoretical Construct ◽  
Single Industry ◽  
Alignment Model ◽  
Technology Strategies

The concept of strategic alignment is more than two decades old (McLean and Soden, 1977; IBM, 1981; Earl, 1983; Mills, 1986; Brancheau and Wetherbe, 1987; Parker and Benson, 1988; Henderson and Venkatraman, 1990; Dixon and John, 1991; Niederman, et. al., 1991; Watson and Brancheau, 1991; Liebs, 1992; Luftman, Lewis and Oldach, 1993; Goff, 1993), however it has never been more timely than in today’s fast-paced, dynamic business environment (Papp, 1998; Rogers, 1997). The original alignment model was a largely theoretical construct that studied only a single industry (Henderson & Venkatraman, 1990; Henderson & Thomas, 1992) but has since been adapted for use by virtually any industry looking to integrate their business strategies with their information technology strategies (Papp, 1995; Luftman, Papp, & Brier, 1995).

The Matching and Evolutionary Path Model of IT and Business Alignment Based on Dynamic Capabilities

2014 ◽  
Vol 519-520 ◽  
pp. 1463-1467
Author(s):  
Chao Su ◽  
Li Tao Zhang ◽  
Peng Fei Liu
Keyword(s):  
Business Strategy ◽  
Path Dependence ◽  
Dynamic Capabilities ◽  
Strategic Alignment ◽  
Path Model ◽  
Maturity Model ◽  
Dynamic Feedback ◽  
Enterprise Information ◽  
Evolutionary Path ◽  
Business Alignment

The good match of IT and business is an important prerequisite to ensure business strategy and the value of enterprise information investments. With the intensive application of IT and the rapidly changing of environment, the match of IT and business should be more concerned about its dynamic characteristics and evolution law. Based on the research analysis of IT and business matching, the strategic alignment model (SAM model) and the business-IT strategic alignment maturity model (LAM model), the paper introduces the dynamic capabilities to build an IT and business matching and evolutionary path model under the action of dynamic capabilities. In the model, nine paths and four steps are proposed to describe the matching and evolution of IT and business. The roles of dynamic capabilities are explained in describing the matching and evolution paths, such as perception, capital-and technology path dependence, learning, dynamic feedback, resource restructuring and reconfiguration, team, coordination and innovation etc. It has a strong reference to the deep research of IT and business alignment, matching and evolutionary path and the enterprise information technology applications.

scholarly journals Evaluation of Information Technology Governance in Banking Companies Using BSC and COBIT 4.1

2021 ◽  
Vol 2 (2) ◽  
pp. 23-27
Author(s):  
Elvis Pawan
Keyword(s):  
Information Technology ◽  
Balanced Scorecard ◽  
Industrial Revolution ◽  
Maturity Level ◽  
The Balanced Scorecard ◽  
Average Value ◽  
Technology Governance ◽  
Business Change ◽  
Information Technology Governance ◽  
A Company

Abstract - The era of industrial revolution 4.0, the progress of companies to achieve their vision and mission goals, is largely determined by the role of information technology, especially banking companies such as BPR PMM, the problem is that BPR PPM has not fully realized the importance of managing a business change, in order to maintain the company's existence. To determine the maturity level of the application of information technology in a company, it is necessary to conduct a thorough evaluation. In this study, there are seventeen processes in Cobit 4.1 that are solved on an internal balanced scorecard perspective. Cobit is a framework that is very well used in measuring the effectiveness of the application of information technology, while the balanced scorecard (BSC) is a framework that is very suitable to be applied to measure or assess the performance of a company. The combination of the two frameworks can provide a clear picture of internal perspectives that can be used by company leaders in improving information technology governance. This study resulted in a conclusion that the company maturity level in terms of business change management based on Cobit 4.1 and the internal balanced scorecard perspective has an average value of 2.90 at level 3 with defined categories.

scholarly journals Analisis Tata Kelola Dan Perencanaan Investasi Teknologi Informasi Dengan Metode Cobit Dan Val It

2019 ◽  
Vol 5 (1) ◽  
pp. 105-112
Author(s):  
Yayan Hendrian
Keyword(s):  
Information Technology ◽  
Portfolio Management ◽  
Business Strategy ◽  
Technology Development ◽  
It Governance ◽  
Development Project ◽  
Investment Planning ◽  
Maturity Level ◽  
It Investment ◽  
Technology Governance

Abstract  - IT Governance and the development of appropriate information technology, aligned with business strategy and in accordance with the target is a priority, but often development projects are not expected to match the even, there are many information technology development project  failure or canceled  in the middle of the road. That's because information technology governance and IT investment planning are not good. It is necessary to analysis  IT  governenace and  planning of  IT investment. The selected sample is PT. Candi Malindo Bangkit with five (5) respondents involved. Tools in this study using the COBIT  framework  for data  and  opinions about IT governance and Val IT  for  IT  investment  planning. The  selected  domain from the COBIT  framework are  DS4 (continuous service),  DS5 (information system security) and  DS11 (data management), and  the domain of Val IT are Value Governance (VG), Portfolio Management (PM) and Investment Management (IM) . Then based  on  the analysis can be known maturity level of IT governance and IT investment  planning. The analysis shows  that  the current  PT. Candi Malindo Bangkit still at maturity level 1 (one) or at the level of the initial/Adhoc which means IT governance and IT investment planning has been no standardization  process, yet organized  and  implemented  based  on  the  needs  of  a  sudden.Keywords: Audit, IT  Governance,  COBIT,  Val IT

scholarly journals Pemodelan Perencanaan Strategis Sistem Informasi Pada Industri Penjualan Otomotif Dengan Pendekatan Balanced Scorecard (Studi Kasus PT Hyundai Mobil Indonesia)

2020 ◽  
Vol 1 (2) ◽  
pp. 123-138
Author(s):  
Andy Achmad Hendharsetiawan
Keyword(s):  
Information Technology ◽  
Information Systems ◽  
Strategic Planning ◽  
Automotive Industry ◽  
Balanced Scorecard ◽  
Value Chain ◽  
Business Strategy ◽  
Great Contribution ◽  
The Right

Automotive sales industries and businesses are businesses that have a great contribution to economic growth in the country.  Competition in the automotive sales business is also getting higher so it requires the need for the right business strategy to survive and grow. Most of these automotive businesses have utilized Information Technology (IT) to support their operations. However, the capability in planning, managing and implementing Information Systems and Information Technology (SI/IT) that is linked to the company's business strategy has not been fully implemented. Therefore, Strategic Planning of Information Systems is currently one of the keys in achieving the company's goals that must be aligned with the business strategy set by the company. The role of SI/IT should not only be an operational automation tool but more than that as an organizational key enabler.  The study was conducted for modeling SI/IT strategy plan based on Hyundai's business strategy using Ward & Peppard methodology, analysis with SWOT, Value Chain, Five Force which then mapped into Critical Succes Factor to obtain possible SI/IT strategies.   Keywords: Strategic Planning, Balanced Scorecard, Automotive Industry   Abstrak   Industri dan bisnis penjualan otomotif merupakan bisnis yang memiliki kontribusi besar terhadap pertumbuhan ekonomi di negeri ini.  Persaingan pada bisnis penjualan otomotif juga makin tinggi sehingga membutuhkan kebutuhan strategi bisnis yang tepat untuk bertahan dan tumbuh berkembang. Sebagian besar bisnis otomotif ini telah memanfaatkan Teknologi Informasi (TI) untuk menunjang operasionalnya. Namun kemampuan dalam perencanaan, pengelolaan serta implementasi Sistem Informasi dan Teknologi Informasi (SI/TI) yang dihubungkan dengan strategi bisnis perusahaan masih belum diterapkan sepenuhnya. Untuk itu Perencanaan Strategis Sistem Informasi saat ini merupakan salah satu kunci dalam pencapaian sasaran perusahaan yang harus diselaraskan dengan strategi bisnis yang ditetapkan oleh perusahaan. Peranan SI/TI yang ada sebaiknya tidak hanya sebagai alat otomasi operasional namun lebih dari itu sebagai key enabler organisasi.  Kajian yang dilakukan untuk pemodelan rencana strategi SI/TI berdasar strategi bisnis Hyundai dengan menggunakan metodologi Ward & Peppard, analisis dengan SWOT, Value Chain, Five Force yang kemudian dipetakan ke dalam Critical Succes Factor untuk mendapatkan strategi-strategi SI/TI yang memungkinkan. Kata kunci: Perencanaan Strategis, Balanced Scorecard, Industri Otomotif

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