Perancangan Arsitektur Sistem dan Teknologi Informasi Menggunakan Togaf ADM (Studi Kasus Dinas Perhubungan Kota Balikpapan)

Utilization of information systems or technology in an organization is needed to improve organizational efficiency. This relates to the rapid development of information systems or technology that affect the ongoing business processes. The effectiveness is in the form of aligning business strategy with information system strategy and business transformation. However, the dilemma faced especially in Government agencies such as the Balikpapan City Department of Transportation is how to align business strategies and information systems strategies that will be used so as to achieve organizational goals.  Responding to the problem, it is necessary to align between the business needs of the organization and the needs of the application to support the vision and mission to be achieved by the Balikpapan City Department of Transportation. This can be achieved by using the framework of The Open Group Architecture Framework (TOGAF) which provides a detailed method of how to build, manage and implement an enterprise architecture known as the Architecture Development Method (ADM), hereafter referred to as TOGAF ADM. This research produces a mapping of business needs and application needs to support the vision and mission to be achieved through the information systems or technology architecture design including business architecture modeling, information system architecture, and technology architecture on the Balikpapan City Department of Transportation

USING A CO-EVOLUTIONARY IS-ALIGNMENT APPROACH TO UNDERSTAND EMR IMPLEMENTATIONS

Electronic Medical Records (EMRs) are repositories of electronic medical histories of patients, main-tained over time. Hospital operations and EMRs typically become interdependent, due to the inclusion of medical workflow- and administrative process support as core functionalities. Hence, it is profoundly challenging to effectively enable complex, multi-stakeholder clinical processes, enhance patient care, and align EMRs with hospital strategies, goals, and needs. In this study, we build upon co-evolutionary IS-alignment (COISA) theories and argue that current approaches to business-IT alignment in hospitals should be reconceptualised, particularly regarding modern EMR implementations. In this effort, we respond to the call for more empirical research on business-IT co-evolution. We unfold how COISA manifests during EMR implementations using a multiple case study method. This method allows us to get a rich understanding of the complex social phenomena that emerge during EMR implementations. Outcomes show that COISA manifests in all three cases, involving different stakeholder groups, but in different localities and intensities. These findings suggest that COISA is a suitable framework to de-scribe and understand EMR implementations and that different configurations of interaction patterns can lead to comparable results. This understanding enables EMR practitioners to more effectively iden-tify improvement areas in dealing with internal and external complexity

Business processes alignment for an effective e-government implementation: a case study of a Provincial Government in South Africa

Magister Commercii (Information Management) - MCom(IM)The purpose of the research case study was to assess the current state of alignment of business processes to Provincial Strategic Goals (PSGs) and services in the Provincial Government and to identify the way to align business processes to PSGs and services for an effective e-government implementation. Existing literatures were reviewed in order to identify relevant models to achieve the purpose of the research case study. An empirical research case study and comparative approach were used in order to identify suitable models, by means of strengths and weaknesses of the identified models and discussed. A qualitative research design and methodology was applied while assessing existing models from various literatures. A model to identify the current state of business processes was identified by the researcher and tested to assess the current state of business processes in the Provincial Government in question. There was no existing model to assess the alignment of business processes to Provincial Strategic Goals and services. Alignment elements that were cited by various literatures were used by the researcher to design and propose a Business Process Alignment Model (BPAM). The BPAM was tested and accepted by the Provincial Government where the study was conducted. The research case study predominantly used a qualitative research design and method. The quantitative illustrative approach was applied only to validate the proposed model that was designed by the researcher. A questionnaire was used to conduct interviews with research participants that were selected within the Provincial Government in question. It should further be noted that a quantitative approach was used to illustrate some findings that were analysed by the researcher. Results confirmed that the current state of business processes within the Provincial Government in question was still at level two (repeatable state). Yet the alignment of business processes to Provincial Strategic Goals and services did not exist; this alignment was assessed using the proposed BPAM which was designed by the researcher during this research case study. The effectiveness of e-government services is dependent on proper alignment of business processes and the maturity level of business processes across the organisation. Without proper alignment of business processes, it is a challenge for the public sector organisations to realise effective e-government implementation, not excluding other factors that have been identified by other literatures. This research case study will contribute to the current body of knowledge regarding effective e-government implementation, particularly in the public sector at Provincial level. Public sector organisations in South Africa could leverage on this work to address issues associated with business process alignment

Validating adequacy and suitability of business-IT alignment criteria in an inter-enterprise maturity model

Aligning requirements of a business with its information technology is currently a major issue in enterprise computing. Existing literature indicates important criteria to judge the level of alignment between business and IT within a single enterprise. However, identifying such criteria in an inter-enterprise setting – or re-thinking the existing ones – is hardly addressed at all. Business-IT alignment in such settings poses new challenges, as in inter-enterprise collaborations, alignment is driven by economic processes instead of centralized decision-making processes. In our research, we develop a maturity model for business-IT alignment in inter-enterprise settings that takes this difference into account. In this paper, we report on a multi-method approach we devised to confront the validation of the business-IT alignment criteria that we included in the maturity model. As independent feedback is critical for our validation, we used a focus group session and a case study as instruments to take the first step in validating the business-IT alignment criteria. We present how we applied our approach, what we learnt, and what the implications were for our model

Performance Management and Employee Outcomes: What Performance Management Processes Drive Improvement of Employee Performance?

[Excerpt] Performance management (PM) systems can be a key driver of employee performance when designed strategically to go beyond operational or legal requirements. Organizations aspire for performance management processes to help employees develop, improve employee-manager communications, align individual and organizational goals, and help employees and teams reach their highest potential (Pulakos). These four items all drive employee performance and, ultimately, business performance. To align PM to organizational aspirations, companies are changing their PM processes in new ways (see Figure 1). Sometimes they do so with limited data on results, like when dropping performance ratings. Changes, even in uncharted territory, do generally improve individual performance. Of companies that participated in Deloitte’s 2017 Human Capital Survey, 90% that have redesigned performance management see direct improvements in engagement, 96% say the processes are simpler, and 83% say they see the quality of conversations between employees and managers increases (Schwartz et al.). This is because organizations are strategically implementing effective PM versus doing the bare minimum. To highlight improvements made to PM systems, we will point out changes and results in three key areas: employee evaluation, goal setting, and feedback

Information system diffusion in organizations - a control mechanism perspective

Research streams emphasize that after the excitement of adopting a new IS innovation, most do not employ the innovation to its full potential thus creating an assimilation gap. The failure of an IS to be fully diffused in an organization are, in most cases, due to employees resisting and not accepting the implemented innovation. The analysis of control mechanisms in IS research has proved to be a valuable approach to elucidate IS implementation and success experienced by organizations. The control mechanisms can be exercised thro ugh formal and informal modes. However, control mechanism theory have not yet been adopted to examine the process of IS diffusion in organizations. Therefore, there is a need to study the ways in which implemented control mechanisms impacts on the pro cess of diffusion of a Management Information System (MIS). Cooper and Zmud (1990) six stage IS implementation model will be applied to the research to illustrate and investigate the process of diffusion of the MIS. The research method will be an in-depth case study. It is anticipated that investigating IS diffusion from the perspective of control will considerably provide fresh insights in the understanding process of IS diffusion in organizations

Process performance measurement support : a critical analysis

Design development processes, within engineering disciplines, lack the necessary mechanisms in identifying the specific areas where improved design development performance may be obtained. In addition, they lack the means to consider and align the goals and respective performance levels of related development activities with an organisation's overall goals and performance levels. Current research in organisational performance behaviour, formalised through performance frameworks and methodologies, has attempted to identify and focus upon those critical factors which impinge upon a wealth creation system while attempting to, simultaneously, remain representative of organisational functions, processes, people, decisions and goals. Effective process improvements remain conditional upon: the ability to measure the potential performance gains which may result from an improvement initiative; the ability to understand existing process dynamics and in turn understand the subsequent impact of some change to a system/process; and, the ability to identify potential areas for improvement. The objective of this paper is to discuss some of the management techniques, which are purported to support various process performance concerns and perspectives, and present the major factors that remain unsupported in identifying, measuring and understanding design process performance

Business process modelling and visualisation to support e-government decision making: Business/IS alignment

© 2017 Springer-Verlag. The final publication is available at Springer via https://doi.org/10.1007/978-3-319-57487-5_4.Alignment between business and information systems plays a vital role in the formation of dependent relationships between different departments in a government organization and the process of alignment can be improved by developing an information system (IS) according to the stakeholders’ expectations. However, establishing strong alignment in the context of the eGovernment environment can be difficult. It is widely accepted that business processes in the government environment plays a pivotal role in capturing the details of IS requirements. This paper presents a method of business process modelling through UML which can help to visualise and capture the IS requirements for the system development. A series of UML models have been developed and discussed. A case study on patient visits to a healthcare clinic in the context of eGovernment has been used to validate the models