P-ISSN: 2301-4458

INTERNATIONAL JOURNAL E-ISSN: 2301-8038

OF BASIC AND APPLIED SCIENCE
Vol. 01, No. 01
Insan Akademika
July 2012
Publications
www.insikapub.com

The Implementation of Strategic Planning for Information System in

Educational Foundation
Cepy Slamet
Faculty of Science and Technology,
State Islamic University of Sunan Gunung Djati Bandung, Indonesia
Jl. A.H. Nasution No. 105, Bandung
[email protected]

Key Words Abstract

Strategic policy, In a competitive business environment, The Educational Foundation may decide a
Strategic planning, strategic business policies correlates with information system (IS) and
PEST, information technology (IT) implementation. These are, optimization of IS/IT
BCG, implementation for increasing services quality and its utilization as a core
Five Forces Porter, business competitiveness as a whole. However, a strategic planning for
SWOT analysis, information system (SPIS) is required to implement these business policies. SPIS
Value Chain, is a process for determining the required IS to support business strategy, so that
Recommendation the strategy concentrates to identify required information and ensuring IS is
aligned to business strategy. According to the Ward and Peppards approach,
some activities of SPIS are conducted by using four main phases such as
initiation, assessing and understanding the current situation and interpreting
business requirement, setting priorities for IS/ IT, and determining IS/ IT strategy.
Some analysis, Politic-Economic-Social-Technology (PEST), Boston Consulting
Groups (BCG), and Five Forces Porter are used to identify external business
environment, SWOT analysis, and Value Chain to identify internal business
environment. This study results a recommendation for organizational development
priorities which divided into two related matters, IT Unit establishment and
computer-based system development for financial, human resource, and
infrastructure management.

2012 Insan Akademika All Rights Reserved

1 Introduction

One of set mission by the educational foundation is provinding education services. It is implied with the
excellence in creating, communicating, maintaining and applying science, and develop human resources who
are ready to ride into the realm of better future.

In an effort to accelerate achievement of the vision, mission and goals, management has to consider their
internal readiness to deal with competitive business environment. Since information technology (IT) and
information systems (IS) can be considered as a strategic competitive resources, however, they should have a
specific formulation in strategic policy through the IS/ IT implementation in a context of strengthening
quality of service. The formulation of strategic policy can be:
a) Optimizing the implementation of IS/ IT to improve the quality of service;

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Vol 01, No. 01, July 2012, pp. 89-94

b) Implement the use of IS/ IT as a core business competitiveness.

To Implement the formulation of strategic policy, it requires a comprehensive planning supported by

strategic reasoning in effectiveness and efficiency achievement of existing business process to gain value
creation which manivested in a form of competitive advantages. Strategic planning for information systems
is a process to define information systems required in supporting business strategy, so that the strategy
concentrates for identifying a number of informations and confirming that information systems are relevant
with business strategy (Earl, 1996).

Strategic planning of information system (SPSI) is an interesting topic to be discussed in both research or
practice. The role of SPSI in organizations can bring some advantages as one of the main factors which can
accelerate the achievement vision, mission, and corporate level strategic policy. There are several
frameworks which can be used in SPSI. Ward and Peppard (2003) introduced a concept of SPSI which
started concerning to the conditions of previous IS/ IT investment which contributed a low impact to
business, captured some potentials of business, and the presence of large increases competitive advantages
phenomenon of organizations as an implication of their ability to implement IS/ IT. However, the most
important in this theory is they made a business requirement based framework.

2 Methodology

The study design was conducted with the sistematics in the figure 1.

Figure 1. Research Methodology

a) SPIS Initiation
Starting the initiation by providing some preliminary analysis by (1) setting an objective, target and
scope, (2) determining required approaches and resources, (3) identifying the business participants, (4)
management mechanism observation, (5) identifying the correlation of works to the business plan, and
(6) defining work plan.

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Slamet International Journal of Basic and Applied Science,
Vol 01, No. 01, July 2012, pp. 89-94

b) Analyzing the Existing System and Business Requirements interpretation

The analysis is required to gain some critical informations which configure the context of business and
IS/ IT, some further business requirements and the opportunities of IS/ IT implementations. The
analysis starts from identifying major data of the organization in order to define some critical success
factors (CSF). The further major step are analysis of internal and external business environment, and
analysis of internal and external IS/ IT environment.

c) Target setting
The aim of the target determination is to identify a number of obstacles as well as subsequent analysis
of potential IS/ IT utilizations in relation of providing more valuable business strategy, gap anaysis of
information requirements, formulating policy platform of IS/ IT strategy to the organization as a whole.

d) Setting IS/ IT Strategy

The aim of this phase is to define the applications target that supposed to be a strategic solution in IS/
IT. The selections are conducted by giving rank or rank of the target application. The availabled rating
is based on the criteria of business value, technical, and risk. Applications target with high ratings will
be used as a strategic solution IS/ IT. The resulting strategies are Management strategies of IS/ IT,
business strategies of IS/ IT, and IS/ IT strategies

3 Result and Discussion

The further main step are to define set of goals and scopes documented in a strategic planning of information
systems that will direct to a complicated process of more progressive documentation. There will be some
requirements to identify the corporate information, to analyze internal and external business environment,
and to analyze internal and external IS/ IT. These analysis are conducted in order to figure out the existing
contition of the corporate and it leads to an interpretation about business requirements.

Based on the results of prior analysis, an identifying of business opportunities in the same prespective
(internal and external), internal problems and the proposed solutions, gap analysis in required information
and proposed IS/ IT policy platform are all conducted. The first proposed result in the form of aplication
portfolio is figured as table 1.

Table 1. Aplications Portfolio 1

Corporate Level
No. Service Domain IS Candidates
1.1 Planning and budgeting
1.2 Financial Management
1 Financial Management Systems
1.3 Accounting Management
1.4 Reporting Management
2.1 HRD Procurement
2.2 HRD Management
2 Resource Management Systems 2.3 HRD Development Center
2.4 Reward and allowances
2.5 HRD report and evaluation
3.1 Requirement Management
3.2 Planning
3 Infrastructure Management Systems
3.3 Maintenance Management
3.4 Inventory Data Management

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International Journal of Basic and Applied Science, Slamet
Vol 01, No. 01, July 2012, pp. 89-94

Corporate Level
No. Service Domain IS Candidates
4.1 Integrated Admission Management
4.2 Integrated Registration Management
4 Strategic Business Unit Management System
4.3 Academic Management
4.4 Scholarship Management
5.1 Web based Integrated Information
5 Publication Management Systems
Services
Strategic Business Unit Level
No Service Domain IS Candidates
Transaction Management
6 Financial Management Systems
Reporting Management
HRD Management
7 Resource Management Systems
Reward and allowances
Front based services admission
8 Admission Back based services admission
Alumni-carrier

The four final phases of this reseach are setting some categories of IS/ IT strategies.

IS/ IT Policy Platform

IS/ IT potential competitive advantages deliberation.

IS/ IT development requires some competencies of the organization in managing business and technology.
Either best practices and methodologies are required in a whole of activities. As well as relevant
development methodology and project management to corporation typology. The combination among the
values of aplications are:
Substitution, how large is the investment can influence and change the human resource to improve
efficiency?
Complementary, how optimal are IS/ IT investments in improving productivity
Innovative, changing process and creating market opportunities to achieve competitive advantages

Policy and instruments in selecting IS/ IT strategy

Efficiency level assessment in corporate business process produced by otomation;

Business performance estimation obtained by the relation between retrenchment and changes in
business process;
Efective time reviewing of the arisen value reached by all strategic business units through IS/ IT
investment;
Productivity level assessment produced by changes of process, organization structure and its role of
every function.
Value assessment of IS/ IT investment for organization implicated by new strategy implementation of
IS/ IT utilization.

Reasoning of Investment policy in IS/ IT

The requirement of policy making mechanism in IS/ IT investment based on priority formulated in
aplication systems prortfolio;
The requirement of principle and corporate policy to assessment of IS/ IT investment which are able to
be reference for legitimated decision and setting of investment priorities

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Vol 01, No. 01, July 2012, pp. 89-94

Managing strategy of IS/ IT

Considering the existing systems, the avaibility of IT infrastructures, and IS/ IT development planning in the
organization, it shows a huge of facts that they require a specific division responsible for IS/ IT management.
In a single prespective, basically refers to financial perspective that the role of IS/ IT management can be
devided to be four basic classes, cost center; profit center; service center; and investment center. Each class
has its own characteristics that differ responds from the corporate. The identical classification can be
imposed to every aplication modules or technology portfolio in order to facilitate to assess which better
technology to implement, long term investment, supports qulity of services to the stakeholder, or being a part
of routine overhead. These theoretical approaches confirm that IS/ IT administrator should be defined as a
service center which having coordination-line to all section of organization in aligning the IS/ IT strategy to
business strategy.

Portfolio 2

There are some applications mapped to four categories as the result of the analysis to business environment
and IS/ IT in both internal and external perspectives, figured as table 2.

Table 2. Aplications Portfolio 2

Strategic
1 Planning and budgeting management systems
2 Financials reporting management systems (Top)
3 Human resource management systems
4 Students registration reporting management systems
5 Graduation reporting management systems
6 Financials reporting management systems (Mid)
7 Functional data management system
Key Operational
8 Admissions data management systems
9 Graduation data management systems
10 Financial administration management systems
11 Accounting administration management systems
12 Labour management Systems
13 Integrated scheduling management systems
14 Integrated infrastructure management systems
15 Business to business Integrated transaction management systems
Support
16 Procurement management systems
17 Quality development management systems
18 Infrastructure development management systems
19 Infrastructure Mantenance schedule Management systems
20 Integrated data management systems
High Potential
21 Akademic management information systems
22 Integrated management information systems

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Vol 01, No. 01, July 2012, pp. 89-94

4. Conclusion

The research contributes a technical framework which can be used by an educational organization based on
strategic allignments. The framework guides to identify some important and strategic factors in aligning
bussiness strategy with IS/ IT strategy to gain coherent, consistent, dan directional outputs.

The analysis results a recomendation of organizational development priorities which deivided into two
groups, the IS/ IT unit establishment and computer based systems development in financing management
systems, resource management systems, and Infrastructure management systems.

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