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1/28/2014
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
DSS (Decision Support Systems)
a. PEMBUATAN KEPUTUSAN
b. KONSEP DSS
c. TUJUAN DSS
d. MODEL DSS
e. CARA PENGGUNAAN INFORMASI PADA DSS
f. LAPORAN BERKALA dan KHUSUS
g. PEMODELAN MATEMATIKA
h. SIMULASI
i. CONTOH PEMODELAN
j. KEUNTUNGAN dan KERUGIAN PEMODELAN
k. KOMPUTER GRAFIK
l. GROUP DECISION SUPPORT SYSTEMS
m. PERAN DSS DALAM PEMECAHAN MASALAH

Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
DSS untuk pembuatan specific decisions dalam memecahkan specific problems.
Konsep DSS:
HERBERT SIMON: pembedaan antara keputusan yang di-program/tidak diprogram serta fase-fase pembuatan keputusan
G. ANTHONY GORRY & MICHAEL S. SCOTT MORTON: pembuatan kisi untuk struktur masalah dan level manajemen
STEVEN ALTER: Dukungan empiris untuk pembentukan dasar topologi DSS
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
DSS dikhususkan untuk mendukung manajer:
memecahkan masalah semi terstruktur,
lebih mementingkan efektivitas dibandingkan efisiensi
DSS menyediakan informasi utk memecahkan masalah serta kemampuan komunikasi.
Informasi diperoleh dari: laporan berkala dan spesial, output model matematik dan output sistem pakar.
Komunikasi dilakukan saat suatu grup manajer melakukan problem solving.
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Komponen DSS:
Pemodelan matematik merupakan komponen integral DSS yang menguntungkan manajer (walau masih terkandung beberapa kekurangan)
- Komputer grafik: berdasar suatu penelitian grafik cocok utk situasi tertentu; pada situasi tersebut grafik lebih efektif dibanding yang lainnya.
Group DSS (GDSS): meningkatkan komunikasi antar anggota grup dengan menyediakan lingkungan yang menarik (mencakup pemodelan matematik dan sistem pakar)
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
a. PEMBUATAN KEPUTUSAN
a.1. TINGKAT KEPUTUSAN (Herbert A. Simon):
Programmed Decision NonProgrammed Decision
- Programmed Decisions:
Berulang dan rutin pada tahap dimana prosedur yang pasti telah ditetapkan untuk menanganinya.
- Nonprogrammed Decisions:
Novel, tidak terstruktur, dan tidak consequential.
Tidak ada metode pasti untuk menangani problem krn:
problem belum pernah muncul sebelumnya,
struktur dan jenis problem kompleks, atau
sangat penting utk mendpt perlakuan custom-tailored.
kontinyu
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
a.2. Empat FASE PEMBUATAN KEPUTUSAN (Herbert A. Simon)
a. INTELLIGENCE ACTIVITY - searching the environment for conditions calling for solution,
b. DESIGN ACTIVITY - menemukan, mengembangkan, & menganalisis berbagai jenis tindakan,
c. CHOICE ACTIVITY - memilih jenis tindakan tertentu yang tersedia pada ad. b.
d. REVIEW ACTIVITY- memeriksa pilihan yang dibuat
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
ISYU & TREND SISTEM INFORMASI
1. JUSTIFIKASI EKONOMI
2. JUSTIFIKASI NON EKONOMI
3. PENINGKATAN PENTINGNYA JUSTIFIKASI SUMBERDAYA INFORMASI
4. STRATEGI MENURUNKAN BIAYA INFORMATION SERVICES
5. REDESAIN PROSES BISNIS
6. FAKTOR-FAKTOR YG MEMPENGARUHI REDESAIN PROSES BISNIS
7. “SAFEGUARDING” SUMBERDAYA INFORMASI
8. KEAMANAN SISTEM (SYSTEMS SECURITY)
9. CONTINGENCY PLAN
10. PENTINGNYA ETIKA
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
1. JUSTIFIKASI EKONOMI
TIGA PENDEKATAN JUSTIFIKASI EKONOMI:
1. BREAK-EVEN ANALYSIS
membandingkan biaya (cost) dari sistem baru terhadap yg ada saat ini dan mengidentifikasi break-even point (cost kedua sistem bernilai sama)
2. PAYBACK ANALYSIS
membandingkan biaya kumulatif (cummulative costs) dari sistem baru terhadap keuntungan kumulatif (cummulative benefits)
3. NET PRESENT VALUE
is the discounted current value of money that will be received in the future, taking into account a particular interest rate.
Economic justification ( cost-benefit analysis) is the comparison of monetary costs and benefits as a means of justifying an action
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
2. JUSTIFIKASI NON EKONOMI
Is the use of data other than that expressed in monetary terms as a basis for an action
Pendekatan Justifikasi Non Ekonomi:
1. PORTFOLIO
evaluation should not be limited to a single application, but rather, should consider the firm‟s entire portfolio of applications
2. INFORMATION ECONOMICS
recognizes that a system has the potential to achieve a wide range of values, and incur a wide range of risks
3. SURROGATE MEASURES
use 4 levels of nonmonetary benefits that can be observed after implementation of a new application
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
2.1. PORTFOLIO
Certain components perform better or worse than others; the combined performance of all components is what is count
Tiga strategy Portfolio Analysis:
1. Minimize the number of high risk projects
2. Include some sure winners, even if their expected payoffs are not large
3. Scrap a project just as soon as the risk appears to be greater than the expected reward
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
2.2. INFORMATION ECONOMICS
POTENTIAL SYSTEM VALUES:
Provide information to the elements in the firm‟s environment
Support the firm‟s long-term strategy
Provide the firm with a competitive advantage
Enable management to track its critical activities
Enable management to respond quickly to competitive actions
Support the firm‟s strategic plan for information resources
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
POTENTIAL SYSTEM RISKS
A proposed system should not:
Support a risky business strategy
Depend on unproven capabilities within the firm
Depend on cooperation from multiple functional areas of the firm when that cooperation might be difficult to achieve
Be based on poorly defined user needs
Depend on new and untried technology
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
2.3. SURROGATE MEASURES
The use of the computer as an information system can lead to:
1. Management Action; as a result of receiving information from the computer
2. Management Change; the managers change the ways that they perform their functions & play their roles
3. Increased Use of Decision Support Tools; managers acquire terminal/PC, learn & use softwares to solve problems
4. Organization Change; the computer provides information that is used to change the organization‟s structure or the makeup of its personnel.
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
3. PENINGKATAN PENTINGNYA JUSTIFIKASI SUMBERDAYA INFORMASI
Eksekutif harus melakukan justifikasi untuk keseluruhan information services operations
Pemicu situasi:
Depresi Ekonomi
computer service companies anxious to take over the firm‟s computing operations
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
4. STRATEGI MENURUNKAN BIAYA INFORMATION SERVICES
Ada empat strategi:
KONSOLIDASI
mengurangi banyaknya lokasi information resources, mis. Menjadi INFORMATION CENTER.
Alasan: a few large concentration of resoures can operate more efficiently
DOWNSIZING
the transfer of computer-based applications from large equipment configurations, mis. Mainframe, ke konfigurasi yg lebih kecil, mis. Microcomputers.
OUTSOURCING
INSOURCING
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
OUTSOURCING
Meng-kontrak-kan seluruh/sebagian operasi komputer ke outside service organization
Di-mulai akhir tahun 1960-an:
excess time ditawarkan ke organisasi lain dalam bentuk timesharing services
sharing computer utilities (electricity, water, & gas)
Antara 1970-1980 perhatian beralih ke distributed processing, tapi outsourcer tetap provide computer services
OUTSOURCER = a computer service firm that performs part or all of a customer firm’s computing for a long period of time, kontrak 5-10 tahun)
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Outsourcing Services:
Data entry & simple processing
Contract programming
Facilities management:
is the complete operation of a computing center
System‟s integration:
is the performance of all the tasks of the system development life cycle
Once the system is implemented, then outsourcer turns it over to the customer
Support operations for maintenance, service, or disaster recovery
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Objective of Outsourcing:
1. To do a better job of controlling costs: reducing costs, containing costs, and predicting costs
2. To relief management from the problems of system maintenance so that attention can be given to systems that provide strategic value
3. To acquire access to leading edge technology and knowhow
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
INSOURCING
is the action of a firm to regain the processing that previously was farmed out to an outsourcer
Alasan Insourcing:
outsourcers have no interest in controlling costs since they make money when costs go up
turning over of the processing to people who don’t really know your business
a loss of control
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
5. REDESAIN PROSES BISNIS
a. REVERSE ENGINEERING
b. RESTRUCTURING
c. REENGINEERING
d. MODEL REDESAIN PROSES BISNIS BERBASIS KOMPUTER
e. SELEKSI KOMPONEN-KOMPONEN REDESAIN PROSES BISNIS
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
a. REVERSE ENGINEERING
Terkait dengan business intelligence  membeli sampel dari produk pesaing dan “di-bongkar”
Reverse engineering:
is the process of analyzing a system to identify the elements and their interrelationships, and
to create documentation in a higher level of abstraction than currently exists.
Tdd. Dua sub-areas:
REDOCUMENTATION
DESIGN RECOVERY
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
REDOCUMENTATION
Penyiapan dokumentasi sistem dgn menggunakan system sebagai dasarnya
Dimulai dgn analisis program code agar bisa dibuatkan dokumentasi detail dalam bentuk structured English dan program flowchart.
Dokumentasi detail dianalisis agar bisa dibuatkan abstract descriptions dalam bentuk data flow diagram (DFD) dan system flowchart
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
DESIGN RECOVERY
Jadi, REVERSE EGINEERING does not seek to change systems, rather it seeks only to understand the system
Perubahan system dilakukan melalui RESTRUCTURING atau REENGINEERING
Penerapan human knowledge & reasoning pada hasil redocumentation in order to completely understand it
Information specialist dan users fill in the gaps left by the doumentation
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
b. RESTRUCTURING
Restructuring ialah transformasi suatu sistem menjadi bentuk lain tanpa mengubah fungsinya pada saat pertama kali didesain.
Contohnya:
program yang dibuat tak beraturan diubah kedalam format yang lebih terstruktur tanpa mengubah fungsi aslinya.
Contoh lainnya ialah proses normalisasi database.
Restructuring dilakukan perusahaan untuk memutakhirkan sistem akibat munculnya teknik pemrograman yang lebih terstruktur.
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
c. REENGINEERING
Reengineering ialah redesain menyeluruh dari suatu sistem dengan tujuan untuk mengubah fungsi dari sistem tersebut. Pendekatan reegineering dapat mempengaruhi keseluruhan perusahaan.
Tahapan reengineering:
REVERSE ENGINEERING  RESTRUCTURING  FORWARD ENGINEERING.
Forward engineering ialah nama lain untuk proses yang menerapkan SDLC.
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
d. MODEL REDESAIN PROSES BISNIS BERBASIS KOMPUTER
ForwardEngineeringReverseEngineeringReengineeringRestructuring FesePerencanaan FaseAnalisisFase Desain FaseImplementasiForwardEngineeringForwardEngineeringForwardEngineeringReverseEngineeringReverseEngineeringReverseEngineeringReengineeringReengineeringReengineeringRestructuringRestructuringRestructuring
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SISTEM INFORMASI MANAJEMEN - D3
Pada bagian atas Gambar21.1:
Forward engineering dan reverse engineering menempuh SDLC secara berlawanan arah.
Walaupun reverse engineering difokuskan pada aktivitas yang bergerak dari fase implementasi ke fase design, namun pergerakan ke fase sebelumnya masih dapat dilakukan.
Reengineering dimulai dari fase implementasi bergerak fase per fase sampai ke fase perencanaan dimana SDLC yang baru mulai berlangsung.
Pada pergerakan balik ke fase-fase SDLC, reengineering dapat memanfaatkan reverse engineering dan restructuring sebagai alat untuk memperbaiki dokumentasi.
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Restructuring dapat difokuskan pada fase mana saja dalam SDLC.
Model pada Gambar 21.1 mengilustrasikan dua hal penting dalam BPR, yaitu bahwa:
1. BPR yang berbasis komputer tidak terbatas hanya pada aktivitas fase implementasi tetapi dapat berlaku untuk seluruh fase-fase SDLC,
2. Komponen-komponen BPR dapat diterapkan secara kombinasi tergantung derajat perubahan yang diinginkan.
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e. SELEKSI KOMPONEN-KOMPONEN REDESAIN PROSES BISNIS
Seleksi komponen yang akan digunakan dalam BPR dipengaruhi oleh kondisi sistem saat ini secara kualitas fungsional dan teknis (Gambar 21.2).
Reverse Engineer
Restructure
Tidak ada
Tindakan
Forward
Engineer
Reengineer
Reverse Engineer
Jelek
Bagus
Jelek
Bagus
Kualitas Teknis (HOW?)
Kualitas Fungsional
(WHAT?)
Gb.21.1 Seleksi Komponen BPR berdasar Kulaitas Fungsional & teknis
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SISTEM INFORMASI MANAJEMEN - D3
KUALITAS FUNGSIONAL
ialah pengukuran apa yang dilakukan sistem - yaitu task yang dilaksanakan.
KUALITAS TEKNIS
ialah pengukuran bagaimana task tersebut dilaksanakan.
Pada intinya, kualitas teknis berkaitan dengan seberapa jauh sistem merefleksikan teknik-teknik modern yang terstruktur
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STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Kuadran kiri bawah menunjukkan bahwa bila kualitas fungsional dan teknis keduanya tidak baik maka perlu dilakukan forward engineering. Artinya, akan lebih baik bila proses diulang lagi dari awal.
Kuadran kiri atas (kualitas fungsional baik tetapi kualitas teknis buruk): dilakukan reverse engineering yang diikuti dengan restructuring. Sistem tidak perlu di-refokus, yang penting ialah modernisasi cara sistem melakukan task.
Kuadran kanan bawah (kualitas fungsional buruk tetapi kualitas teknis baik): dilakukan reverse engineering dan reengineering. Hal ini terjadi karena sistem merefleksikan teknik-teknik modern tetapi hasilnya tidak sesuai.
Kuadran kanan atas tidak memerlukan tindakan apapun karena kualitas fungsional dan teknis keduanya dalam kondisi baik.
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
6. FAKTOR-FAKTOR YG MEMPENGARUHI REDESAIN PROSES BISNIS
6.1. WARISAN SISTEM (LEGACY SYSTEM)
Sistem warisan ialah sistem yang dikembangkan sebelum teknik-teknik terstruktur muncul.
Tiga hal penyebab information services pada warisan sistem tidak efektif, yaitu:
pemeliharaan semakin lama semakin kompleks & mahal,
timbul berbagai masalah moral berkaitan dgn tingkatan spesialis informasi yang melakukan maintenance,
sumberdaya informasi yang digunakan sangat banyak sehingga menyulitkan information services untuk mengubah kebutuhan bisnis.
Masalah sistem warisan akhirnya dpt ditangani dengan munculnya berbagai software utk BPR.
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STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Tool untuk analisis program digunakan untuk identifikasi kandidat terbaik program untuk digunakan pada BPR.
Contohnya, COBOL/Metrics dari Computer Data Systems, Inc. berfungsi untuk membuat ranking tingkat kesulitan maintenance dan prioritas dari usaha reenginering dari program-program.
COBOL/SF dari IBM memiliki fasilitas untuk restructuring, yaitu mengkonversi program yang tak terstruktur menjadi program ekivalen yang terstruktur. Software ini menghasilkan hirarki top-down dari modul-modul terstruktur dengan satu titik entry dan exit dan tanpa GOTO
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SISTEM INFORMASI MANAJEMEN - D3
InterCASE dari Interport Software Corporation digunakan untuk reverse engineering dengan cara:
menghasilkan output yang dapat menjadi input untuk CASE tool dan menyimpan outputnya dalam tempat penyimpanan (repository).
Produk-produk dari Bachman, terdiri atas Bachman Data Analyst dan Bachman Database Administrator, memiliki beberapa kemampuan untuk reengineering, diantaranya yaitu:
melaksanakan fungsi reverse engineering dari struktur data IMS, DB2 dan COBOL,
menghasilkan diagram entity-relationship
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STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
7. “SAFEGUARDING” SUMBERDAYA INFORMASI
Perusahaan mengatasi kriminalitas komputer dengan menerapkan keamanan sistem (systems security) dan meminimisasi kerusakan akibat segala macam ancaman melalui contingency planning
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
8. KEAMANAN SISTEM (SYSTEMS SECURITY)
Keamanan sistem ialah proteksi untuk segala sumberdaya informasi dr penggunaan pihak-pihak yg tak berwenang.
Perusahaan menerapkan systems security yg efektif dgn cara mengidentifikasi sumberdaya informasi yg rawan gangguan & menerapkan tolok ukur & cara pengamanan.
Minat terhadap systems security makin meningkat karena beberapa alasan berikut ini:
a. Operasi kritis/penting perusahaan sangat tergantung pada sistem informasi,
b. Aplikasi electronic data interchange (EDI) memungkinkan organisasi untuk mengakses sumberdaya informasi perusahaan yang berharga,
c. Sistem saat ini umumnya memiliki akses online dari user yang berlokasi di seluruh perusahaan,
d. Kebanyakan end user umumnya lalai dalam mengamankan dan menjaga sistem.
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STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
8.1. TUJUAN KEAMANAN
Systems security diarahkan untuk mencapai tiga tujuan utama, yaitu kerahasiaan, ketersediaan, dan integritas (Gambar 21.3).
Kerahasiaan (confidentiality).
Perusahaan berupaya melindungi data & informasi dari penyusupan orang yang tak berwenang.
Sistem Informasi Sumberdaya Manusia (HRIS) bertanggung jawab thd informasi ttg kepegawaian.
Sistem-sistem lainnya seperti account receivable, purchasing, dan account payable bertanggung jawab menjaga rahasia perorangan dari elemen-elemen lingkungan perusahaan.
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Ketersediaan (availability).
Tujuan sistem informasi berbasis komputer (CBIS) ialah menyediakan data dan informasi untuk orang-orang yang berwenang menggunakannya.
Tujuan ini sangat penting terutama untuk subsistem-subsistem pada CBIS yang berorientasi informasi.
Integritas (Integrity).
Semua subsistem pada CBIS harus menyediakan refleksi akurat dari sistem fisik yang diwakilinya.
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Eduardus Suharto, MM(banking) .
KETERSEDIAAN
INTEGRITAS
KERAHASIAAN
SECURITY
INFORMASI
Penyusupan Tak Sah
Penggunaan Tak Sah
Destruksi Tak Sah
Modifikasi Tak Sah
Gb.21.3. Tindakan Tak Sah Mengancam Tujuan System Security
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STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
9. CONTINGENCY PLAN
Operasi komputer yang tidak terganggu oleh kriminal komputer atau bencana alam akan dapat dicapai melalui eksekusi strategi-strategi yang telah direncanakan sebelumnya.
Perencanaan ini disebut sebagai disaster planning atau sekarang lebih dikenal sebagai contingency planning.
Teknik yang lebih dipercaya perusahaan ialah membuat beberapa subplan yang berkaitan dengan contingency, yaitu EMERGENCY PLAN, BACKUP PLAN, dan VITAL RECORDS PLAN.
Organisasi information services skala besar memiliki manager of contingency planning yang tugas utamanya ialah contingency planning.
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STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
9.1. EMERGENCY PLAN
Emergency plan menetapkan pengukuran-pengukuran untuk keselamatan peagwai saat terjadi bencana, diantaranya yaitu
sistem alarm,
prosedur evakuasi, dan
fire suppression systems
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9.2. BACKUP PLAN
Perusahaan harus mengatur backup fasilitas computing agar dapat digunakan saat terjadi kerusakan atau musnah. Backup dilakukan melalui kombinasi REDUNDANCY, DIVERSITY, dan MOBILITY.
a. REDUNDANCY. Hardware, software, dan data dibuat duplikasinya agar pada saat „down‟ dapat digunakan backup-nya sehingga prosesing tidak terhenti.
b. DIVERSITY. Sumberdaya informasi tidak seluruhnya diinstall pada lokasi yang sama. Perusahaan besar umumnya memisahkan pusat computing untuk area operasi yang berbeda.
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c. MOBILITY. Perusahaan-perusahaan kecil bekerja sama menyediakan backup dengan user lainnya yang memiliki tipe peralatan yang sama. Perusahaan besar dapat memobilitaskan pusat computingnya dengan mengontrakkan sumberdayanya untuk jasa backup secara hot site atau cold site.
HOT SITE ialah fasilitas computing lengkap yang disediakan suplier untuk konsumennya untuk digunakan pada saat darurat.
COLD SITE, sering disebut empty shell, perusahaan menyediakan site terpisah dari main computing facility dan hanya menyediakan fasilitas bangunan saja tanpa komputer. Komputernya sendiri diperoleh dari supplier dan diinstall pada empty shell.
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9.3. VITAL RECORDS PLAN
Record-record vital perusahaan ialah dokumentasi tercetak, microform, dan magnetic storage media yang diperlukan untuk menjalankan bisnis.
Record-record pada computer site harus dijaga, selain itu backup copies pada remote location juga harus tersedia.
Semua tipe record secara fisik dapat dtransportasikan ke remote location atau ditransfer secara elektronik
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•Tiga jenis electronic transmission service yang tersedia ialah:
1. ELECTRONIC VAULTING, mulai digunakan tahun 1988, ialah transmisi elektronik file-file backup secara batch.
2. REMOTE JOURNALING mirip dengan electronic vaulting tetapi transmisi hanya dilakukan saat transaksi terjadi.
3. DATABASE SHADOWING yaitu duplikasi database pada remote sites yang dijaga tetap up-to-date.
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10. PENTINGNYA ETIKA
1. ETIKA SEBAGAI PARAMETER PERILAKU
2. EMPAT ISYU ETIKA
3. PERJANJIAN SOSIAL PENGGUNAAN KOMPUTER
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10.1. ETIKA SEBAGAI PARAMETER PERILAKU
Perilaku manusia dituntun oleh hukum, moral, dan etika.
Hukum terlihat jelas karena biasanya tertulis;
moral ialah standard betul atau salah yang secara umum dapat diterima; sedangkan
etika ialah ekspresi moral dalam bentuk aturan-aturan yang digunakan sebagai panduan.
 Beberapa aturan etika bersifat informal (diperoleh berdasarkan pengalaman), beberapa aturan lainnya bersifat formal yaitu didokumentasikan secara tertulis.
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Organisasi-organisasi professional computing telah membuat lima aturan etika yaitu:
Nama OrganisasiEtikaAssociation for ComputingMachineryProfessional Conduct and Proceduresfor the Enforcement of the ACM CodeData Processing ManagementAssociation (DPMA)Code of Ethics, Standards of Conductand Enforcement ProceduresBritish Computer Society (BCS)Code of ConductThe Institute of Electrical andElectronics Engineers (IEEE)Code of EthicsThe Institute for Certification ofComputer Professionals (ICCP)Codes of Ethics and Good Practices
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10.2. EMPAT ISYU ETIKA
Prof. Richard O‟Mason (Southern Methodist University) mengidentifikasi empat isyu etika (diakronimkan sebagai PAPA) berkenaan dengan era informasi.
PAPA, akronim dari
PRIVACY,
ACCURACY,
PROPERTY, dan
ACCESSIBILITY,
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1. PRIVACY. Informasi apa yang berkaitan dengan seseorang atau asosiasi yang boleh diungkapkan kepada orang lain; pada kondisi apa dan dengan perlindungan apa? Apa yang boleh tetap dirahasiakan seseorang yang tidak dipaksa untuk diungkapkan kepada orang lain?
2. ACCURACY. Siapa yang bertanggung jawab terhadap otentik, kebenaran, dan akurasi (ketepatan) informasi? Siapa yang bertanggung jawab akibat error informasi dan bagaimana korban menerimanya?
3. PROPERTY. Siapa yang memiliki informasi? Apa dan berapa nilai tukar yang pantas? Siapa yang memiliki saluran transmisi informasi? Bagaimana akses ke sumberdaya yang jarang (scarce) ini dialokasikan?
4. ACCESSIBILITY. Informasi apa yang seseorang/organisasi mempunyai hak memeprolehnya, pada kondisi apa dan dengan perlindungan apa?
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10.3. PERJANJIAN SOSIAL PENGGUNAAN KOMPUTER
Lima prinsip dasar (Prof. Richard O‟Mason) agar teknologi informasi dan informasi yang tanganinya digunakan untuk meningkatkan harkat hidup manusia. Perusahaan harus memenuhi perjanjian sosial penggunaan komputer dengan cara memastikan bahwa informasi sistem perusahaan:
tidak akan melanggar privacy seseorang,
akurat
melindungi penyalahgunaan transmisi sumberdaya informasi,
melindungi intellectual property
dapat diakses utk menghindari penghinaan information illiteracy & pencabutan HAM.
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Executive Information Systems
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Marketing
information
system
Manufacturing information system
Financial information system
Human
resource
information
system
Environmental information and data
Top-level
managers
A Firm Without An EIS
Environmental Information and data
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Environmental Information and data
Environmental Information and data
Marketing
information
system
Manufacturing information system
Financial information system
Human
resource
information
system
Executive information system
A Firm With An EIS
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What Do Executives Do? - Definition of Executive
Executive manager on the upper level of the organizational hierarchy who exerts a strong influence on the firm.
"Company" attitude, long term attitude
Fayol's Management Functions
Plan - especially important
Organize
Staff
Direct
Control
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Mintzberg's Managerial Roles
Different levels of management perform the same managerial roles but the relative time spent on roles is different at different levels
Long-range, entrepreneurial improvements and responding to unanticipated situations is the focus of high level managers
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Kotter's Agenda and Networks
John P. Kotter, Harvard professor
Executives follow a three step strategy
Agenda -- long-range strategy and short
Networks -- cooperative relationships
Hundreds or thousands
Inside and outside the firm
Environment -- norms and values
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How Do Executives Think?
Daniel J. Isenberg, Harvard professor
Studied more than one dozen executives over a 2-year period
What they think about
1. How to get things done
2. A few overriding issues
More concerned with the process than the solution
Thought processes do not always follow the step-by-step patterns of the systems approach
Intuition is used at each step
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Unique Information Needs Mintzberg Study
Mintzberg was first to conduct a formal study of executive information needs
Studied 5 executives in early 1970s
Five basic activities
desk work
telephone calls
unscheduled meetings
scheduled meetings
tours
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Distribution of Hours - Mintzberg
Legend: Interpersonal Communication
Desk Work
22%
Unscheduled
Meetings
10%
Telephone
Calls
6%
Scheduled
Meetings
59%
Tours
3%
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Unique Information Needs Jones & McLeod Study
Studied 5 executives in early 1980s
Objectives : How much information ? Value ? Sources ? Media ? Use ?
How much information reaches the executive
A transaction - a communication involving any medium
Daily volume
Varies from executive to executive
Varies from day to day
Daily value
The vice president of tax probably had a preceptive information gathering style, accounting for the low values
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HIGH
HIGH
HIGH
HIGH
HIGH
AVG
LOW
AVG
LOW
AVG
LOW
AVG
LOW
Bank CEO
Vice President of Tax
The Volume of Information Reaching the Executives
0
10
20
30
40
50
60
Retail Chain
CEO
Insurance
President
Vice
President of
Finance
AVG
LOW
Number of Transactions
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0
5
10
15
20
25
30
0 1 2 3 4 5 6 7 8 9 10
All five
executives
Vice President
of tax
Bank CEO
Value
Percentage of transactions
The Value of Information Reaching Executives
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Sources
 Some executives went down 7 levels to
gather information
 Sources were internal and external
 External sources provided the most volume
but also the lowest average value
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Media Used for Communication
Written media accounts for 61% of the transactions
Computer reports
Letters and memos
Periodicals
Oral media is preferred by executives
Tours
Business meals
Telephone calls
The Executive Does not Control:
•Letters
•Memos
•Telephone calls
•Unscheduled meetings
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Information Use by Decisional Role
Disturbance handler (.42)
Entrepreneur (.32)
Resource allocator (.17)
Unknown (.06)
Negotiator (.03)
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Jones & McLeod Study Findings
Environmental sources - highest volume
Internal sources - highest value
Written media- highest volume
Oral media -highest value
Little information direct from computer
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Unique Information Needs Rockart and Treacy Study
John Rockart and Michael Treacy, both of MIT
Studied 16 companies in early 1980s
Found many computer users
Found some executives interested in detail
Coined the term „executive information system‟
Rockart and Treacy Study EIS
A central purpose
A common core of data
Two principal methods of use
A support organization
-EIS coach
-EIS chauffeur
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Rockart and Treacy Study EIS Characteristics
Used for planning and controlling
Importance of database
Internal/environmental
Past/present/future
Rockart and Treacy Study EIS Characteristics (continued)
Two principal methods of use
-Retrieve reports
-Conduct analyses
Support organization
-EIS coach
-EIS chauffeur
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Putting Computer Use in Perspective
Two key points:
1.Computer use is personal
2.Computer produces only a portion of the
executive's information
A Suggested Program
1. Take an inventory
2. Stimulate high-value sources
3. Take advantage of opportunities
4. Tailor the system to the executive
5. Take advantage of technology
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Personal
computer
Make corporate information available
Information
requests
Executive database
Corporate database
Electronic mailboxes
Software library
Current news, explanations
External
data and
information
Information displays
Executive workstation
Corporate mainframe
To other executive workstation
To other executive workstation
An EIS Model
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Dialogue Between the Executive and the EIS
Typically by a series of menus, keyboarding is minimized
Drill down to specific information needed from the overview level
Incorporation of Management Concepts
Critical success factors
Management by exception
Mental model
-Information compression
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EIS Implementation Decisions Three Key Questions:
1. Do we need an EIS?
2. Is there application-development software available?
3. Should we purchase prewritten EIS
software?
Advantages of Prewritten Software
1. Fast
2. Doesn't strain information services
3. Tailored to executives
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EIS Critical Success Factors -Rockart and David DeLong
1. Committed/informed executive sponsor
2. Operating sponsor
3. Appropriate information services staff
4. Appropriate information technology (IT)
5. Data management
6. Link to business objectives
7. Manage organizational resistance
8. Manage the spread and evolution
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Prerequisite Activities for the EIS
Purchasing and
Performance
Systems
Information
technology standards
Information
needs
Analysis of Organization
Information
Systems Plan
Corporate
data model
EIS
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Future EIS Trends
Use will become commonplace
Decreasing software prices
Will influence MIS/DSS
The computer will always play a support role
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Marketing Information Systems
Copyright 1998 Prentice-Hall, Inc.
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Introduction
Marketing was the first functional area to exhibit an interest in MIS
The marketing information system has three subsystems; the accounting information system, marketing research, and marketing intelligence
Functional information systems: the conceptual systems should be "mirror images" of the physical systems
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Functional information systems
Marketing
information
system
Manufacturing information system
Finance
information
system
Human resource
information
system
Marketing function
Manufacturing
function
Finance function
Human
resources
function
Physical system of the firm
Functional Information Systems Represent Functional Physical Systems
Information resource
information
system
Information Services
function
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Marketing Principles
Marketing mix :Product, Promotion, Place, Price
The Marketing Information System (MKIS)
Kotler's marketing nerve center
3 information flows :Internal, Intelligence (from environment), Communications (to environment)
Firm
Environ- ment
Marketing intelligence
Marketing communications
Internal
marketing
information
Kotler’s Information Flows
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Marketing Information System (MKIS) Definition
A computer-based system that works in conjunction with other functional information systems to support the firm's management in solving problems that relate to marketing the firm's products.
An MKIS Model
Output
–product
–place
–promotion
–price
–integrated mix
Database
Input
–AIS
–marketing research
–marketing intelligence
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Input subsystems
Output subsystems
D
A
T
A
B
A
S
E
Accounting information system
Marketing research subsystem
Marketing intelligence subsystem
Internal sources
Environmental sources
Product subsystem
Place subsystem
Promotion subsystem
Price subsystem
Integrated-mix subsystem
Users
Data
Information
Marketing Information System Model
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Accounting Information System
Sales order data is input.
AIS provides data for
Periodic reports
Special reports
Mathematical models and knowledge-based models
Marketing Research Subsystem
Gathered from customers and prospects
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Primary versus Secondary Data
Primary data are collected by the firm
Examples of primary data
Survey
In-depth interview
Observation
Controlled experiment
Secondary data
Mailing lists
Retail sales statistics
Video retrieval systems
Some secondary must be bought and some is free
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Marketing Research Software
Graphics packages (print maps)
CATI (computer-aided telephone interviewing) where the computer displays the next question to ask
Statistical analysis
Marketing Intelligence Subsystem
Ethical activities aimed at gathering information about competitors
Each functional information system has an intelligence responsibility
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Sales
Volume
STAGES
Introduction
Growth
Maturity
Decline
Should the
product be
introduced
Should the product strategy be changed
Should the
product be
deleted
The Product Life Cycle and Related Decisions
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New Product Evaluation Model
New product committee
Explicitly considers production as well as marketing
Lists decision criteria and their weight
Place Subsystem
Channel of distribution may be short or long
Material, money, and information flow through the distribution channel
–Resource flows
–Feedforward information
–EDI fits in here
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Material, Money, and Information Flow
Two-way information flow
Supplier
Manu- facturer
Whole-saler
Retailer
Consumer
Material
Material
Material
Material
Money
Money
Money
Money
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Integrated-Mix Subsystem
BRANDAID Model
Solid arrows: influences
Dashed arrows: responses
Environmental and retailer influence on the consumer
Individual influences
Combined influences
Unexpected influences
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Product
Price
Advertising
Promotion
Price-off coupons
Premiums
Samplings
Package:
Graphics &
function
Assortment
Sales
Availability
Price
Promotion
Advertising
Product
Price
Advertising
Promotion
Price-off coupons
Premiums
Sampling
Package:
Graphics &
function
Assortment
Seasonal trend
Manufacturer
Retailer
Competitor
Environment
Consumer
BRANDAID
Sales Distribution
Price Trade promotion Salespersons Pacakge assortment
Price Trade promotion Salespersons Pacakge assortment
Sales Distribution
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The MKIS in Fortune 500 Firms
Preprocessed information 71% of 1990 firms
Mathematical modeling
Generally down. Reason is unknown.
Support for management levels
–Models
–Overall
Support for management functions
Support for the marketing mix
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How Managers Use the MKIS
Integrated Product Place Promotion Price Mix
Vice-pres of marketing X X X X X Other executives X X X X X Brand managers X X X X X Sales manager X X Advertising manager X X Manager mktg resrch X X X X X Manager of product planning X Manager of physical distribution X Other managers X X X X X
Subsystem
Subsystem
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Manufacturing Information Systems
Copyright 1998 Prentice-Hall, Inc.
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Computers in the Physical System
CAD (computer-aided engineering)
Design database
CAM
Robotics
The Computer As an Information System
Reorder point (ROP) systems
–Know terms: reorder point, stockout, lead time, safety stock
–ROP formula: R = LU+S
–Still used by many firms. It is especially well suited to retail inventories.
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Reorder Point (ROP) Systems
Know terms: reorder point, stockout, lead time, safety stock
ROP formula: R = LU+S
Still used by many firms. It is especially well suited to retail inventories
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Material Requirements Planning (MRP)
Components:
1. Production scheduling system -- produces a master production schedule that encompasses the longest lead time plus the longest production time.
2. MRP system -- explodes the bill of materials. Converts the gross requirements into the net requirements.
3. Capacity requirements planning system works with MRP system to keep production within plant capacity. Produces outputs: reports and planned order schedule.
4. Order release system produces reports for shop floor and purchasing.
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STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Customer order file
Sales forecast file
Finished- goods inventory file
Produc- tion capacity file
Bill of material file
Planned
order
schedule
Raw materials inventory file
1.Production scheduling system
2. Material requirements planning system
3. Capacity requirements planning
Purchasing system
Order release report
4.Order release system
Order release
report
Shop floor control system
Performance reports
Planning reports
Exception reports
Changes to planned orders
An MRP System
Master produc- tion schedule
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Manufacturing Resource Planning (MRP-II)
The purpose is to integrate MRP with all systems that affect materials management
Organizational systems
Accounting information system
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Material requirements planning
Executive information system
Order entry
Accounts payable
Accounts
receivable
General ledger
An MRP II System
Other functional information systems
Purchasing
Receiving
Billing
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
MRP-II Benefits
More efficient use of resources
Reduced inventories
Less idle time
Fewer bottlenecks
Better priority planning
Quicker production starts
Schedule flexibility
Improved customer service
Meet delivery dates
Improved quality
Lower price possibility
Improved employee moral
Better management information
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Just-In-Time (JIT)
Faster material flow
Small lot size
Timing
Compare JIT to online processing and MRP to batch
Kanban pulls material as opposed to MRP push
Computer not emphasized
Manufacturing Information System
Definition (same components as marketing)
–A computer-based system that works in conjunction with other functional information systems to support the firm's management in solving problems that relate to manufacturing the firm's products
Eduardus Suharto, MM(banking) .
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SISTEM INFORMASI MANAJEMEN - D3
D A T A B A S E
Accounting information system
Industrial engineering system
Manufacturing intelligence subsystem
Production subsystem
Inventory subsystem
Quality subsystem
Cost subsystem
Internal sources
Environmental sources
Input subsystems
Output subsystems
Users
Data Information
A Model of a Manufacturing System
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STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Industrial Engineering Subsystem
The industrial engineer
Studies physical and conceptual systems
Sets production standards
Manufacturing Intelligence Subsystem
Can be viewed in terms of environmental contacts
Labor unions (personnel flow)
–formal and informal systems
–personnel information
–union contract compliance
Suppliers (material and machine flow)
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Labor Unions
•Suppliers
•Employment agencies
•College & universities
•Trade schools
Government
Global community
Competitors
Industrial relations department
Strategic level management
Human resources department
Employees
Manufacturing management
Personnel requests
Applicant data
Union contract
performance
Formal flow
Informal flow
Flow of Labor Information
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STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
A Formal Supplier Selection Process
1. Questionnaire
Production capability
Emphasis on quality
2. Financial analysis
Long-term reliability
3. Buyer tour of supplier's plant
4. Suppliers tour the firm's plant
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Units replaced or repaired because of defective parts, supplier spare parts availability, and so on
Units rejected upon receipt, units rejected during production, reasons for rejection, and so on
Customer service input
Quality
control input
Supplier input
Financial strength, quality control emphasis, past quality and delivery performance, and so on
Supplier file
Input to Supplier Records
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Production Subsystem
Used to:
1. Build production facilities
2. Operate production facilities
Production schedule determines when the production steps are performed
Track expected and actual completion times
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Inventory Subsystem
Importance of determining the inventory level
Maintenance cost (carrying costs)
Purchasing costs
Economic Order Quantity (EOQ)
Economic manufacturing quantity (EMQ)
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Quality Subsystem
Deming‟s fourteen points; maintained that it is not workers but management that determines quality
Total quality management (TQM)
Elements of TQM
zero defects
quality at the source
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
TQM Philosophy *Customer-driven quality standards *Customer-supplier links *Prevention orientation *Quality at the source *Continuous improvement
Total
Quality
Management
Graphical Tools *Process flowcharts *Check sheets *Pareto analysis and histograms *Cause and effect (fishbone) diagrams *Run charts *Scatter diagrams *Control charts
Statistical Tools *Sampling plans *Process capability *Taguchi methods
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
A Quality Environment
Top management commitment
Annual quality targets
A fine-tuned physical system
Maintained machines
Neat facilities
Trained workers
Emphasis on raw material
Cost Subsystem
Periodic reports
Required ingredients 1. Standards 2. Information
Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Subsystem
User Inventory Quality Production Cost
Vice president of manufacturing
Other executives
Plant Superintendent
Manager of planning and control
Manager of Engineering
Manager of quality control
Director of purchasing
Manager of inventory control
Other managers
How Managers Use the Manufacturing Information System
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Computer-Integrated Manufacturing
The philosophy that all production and information technologies must work together
Includes both physical and conceptual systems
CAD is the link
Eduardus Suharto, MM(banking) .
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SISTEM INFORMASI MANAJEMEN - D3
CIM Includes Both Physical and Conceptual Concepts
The Physical Production System
The CBIS
CAM
Robotics
CAD
Executive Information System
Other functional information systems
Manufacturing Information System
Legend : Physical System Conceptual system Both physical and conceptual system
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Eduardus Suharto, MM(banking) .
STMIK JAKARTA STI&K
SISTEM INFORMASI MANAJEMEN - D3
Atre, S. 1988. Database: Structured Technique for Design, Performance, and Management. John Wiley & Sons, New York. Flaatten, O. Per, Donald J. McCubbrey, P.D. O’Riordan, & Keith Burgess. 1992. Foundations of Business Systems. 2nd Ed. Andersen Consulting, Arthur Andersen & Co. S.C., Orlando, FL. McLeod, Raymond Jr. 1995. Management Information Systems: A Study of Computer-Base Information System. 5th Ed. MacMillan Publishing Company, New York. Scott, George M. 1986. Principles of Management Information Systems. McGraw-Hill Book Company, New York.
DAFTAR PUSTAKA