PENGUKURAN TINGKAT DUKUNGAN TEKNOLOGI INFORMASI PADA DIREKTORAT TRANSFORMASI TEKNOLOGI KOMUNIKASI DAN INFORMASI, DIREKTORAT JENDERAL PAJAK DENGAN MENGGUNAKAN IT BALANCED SCORECARD

Direktorat Transformasi Teknologi Komunikasi dan Informasi (Direktorat TTKI) mengemban tugas dalam mewujudkan rencana strategis Direktorat Jenderal Pajak melalui modernisasi information system (IS) atau information technology (IT) secara efisien dan optimal. Untuk menilai tingkat efisiensi dan optimalisasi penggunaan information technology (IT), diperlukan proses pengukuran secara berkesinambungan. Pada penelitian ini akan dilakukan pengukuran tingkat dukungan SI/TI pada Direktorat TTKI, sehingga Direktorat TTKI bisa memperbaiki hal-hal yang dianggap masih lemah. Instrumen yang digunakan adalah IT Balanced Scorecard yang dikembangkan oleh Grembergen berdasarkan konsep Balanced Scorecard. Selain itu, digunakan pula indikator yang diperoleh dari US Governance Accountability Office (US GAO). Indikator-indikator inilah yang kemudian dijadikan bahan untuk menilai tingkat dukungan IT yang dilakukan dengan menyebarkan kuesioner ke staff Direktorat TTKI. Berdasarkan hasil pengukuran IT Balanced Scorecard yang dilakukan didapatkan hasil bahwa tingkat dukungan IT pada Direktorat Transformasi Teknologi Komunikasi dan Informasi pada perspektif kontribusi perusahaan sebesar 49%, perspektif orientasi pengguna sebesar 66.3%, perspektif penyempurnaan organisasi sebesar 68.3%, dan perspektif orientasi masa depan sebesar 25.6%. Directorate of Communications and Information Technology Transformation took on the task in realizing the strategic plan of the Directorate General of Taxation through the modernization of IS / IT efficiently and optimally. To assess the efficiency and optimizing the use of IT, required continuous measurement process. In this study the level of support of IS / IT Directorate TTKI will be measured, so Directorate TTKI can fix things that were deemed to be weak. The instrument used is the IT Balanced Scorecard, developed by Grembergen based on the concept of Balanced Scorecard. In addition, the indicators used are obtained from the U.S. Governance Accountability Office (U.S. GAO). These indicators are then used as material to assess the level of IT support is done by distributing questionnaires to the staff of the Directorate TTKI. Based on the IT Balanced Scorecard measurements, showed that the level of IT support to the Directorate of Communications and Information Technology Transformation at perspective on the company's contribution is 49%, user-oriented perspective is 66.3%, organization's improvement perspective is 68.3%, and the future-orientated perspective is 25.6%

GOOD GOVERNANCE BERBABASIS BALANCED SCORECARD DI DINAS PENDIDIKAN PROVINSI KALIMANTAN TIMUR

ABSTRACT The purpose of this research is to create a framework of the good governance model’s based on the balanced scorecard. This research has used evaluative qualitative methods in four balanced scorecard perspectives; stakeholder perspective, internal process perspective, innovation and learning perspective, and financial perspective. Data collection was done by interview, observation, documentation and questionnaire methods. A Focus Group Discussion (FGD) was also conducted to make the feasibility of the KPI model by involving experts, the legislature and the executive. The results of the analysis and interpretation show that three of the four perspectives of the balanced scorecard have worked very well in the implementation of good governance in the Education Office of the Province of East Kalimantan, namely; (1) Internal Process Perspective; (2) Innovation and Learning Perspective; and (3) Financial Perspective. The stakeholder perspective is the only aspect that needs further attention because it is in a fairly good criterion. These findings lead researchers to recommend the framework of good governance based on the balanced scorecard as an alternative problem solving for public institutions to improve organizational performance. It is recommended to always make improvements by using measurable evaluation results to improve the strategic plan for achieving the vision and mission. Keywords: Good governance, Balanced Scorecard, Education, Public Service, Local Governance. ****** Tujuan dari penelitian ini adalah membuat rancangan model good governance berbasis balanced scorecard di bidang pendidikan. Menggunakan metode kualitatif evaluatif dengan empat perspektif balanced scorecard yaitu, perspektif stakeholder, perspektif proses internal, perspektif inovasi dan pembelajaran, dan perspektif keuangan. Pengumpulan data dilakukan dengan metode wawancara, observasi, dokumentasi dan angket. Focus Group Discussion (FGD) juga dilakukan untuk membuat kelayakan model KPI dengan melibatkan pakar, legislatif dan eksekutif. Hasil analisis dan interpretasi menunjukkan bahwa tiga dari empat perspektif balanced scorecard telah berjalan sangat baik pada penerapan good governance di Dinas Pendidikan Provinsi Kalimantan Timur yaitu; (1) Perspektif Proses Internal; (2) Perspektif Inovasi dan Pembelajaran; dan (3) Perspektif Keuangan. Perspektif stakeholder menjadi satu-satunya aspek yang perlu diperhatikan lebih jauh karena berada pada kriteria cukup baik. Hasil temuan ini mengarahkan peneliti untuk merekomendasikan rancangan model good governance berbasis balanced scorecard sebagai alternatif pemecahan masalah bagi lembaga publik untuk memperbaiki kinerja organisasi. Disarankan untuk selalu melakukan perbaikan dengan menggunakan hasil evaluasi yang terukur untuk perbaikan rencana strategis pencapaian visi misi. Kata Kunci: Tata Kelola Pemerintah, Balanced Scorecard, Pendidikan, Pelayanan Publik, Pemerintah Daerah

Pengukuran Tingkat Dukungan Teknologi Informasi Pada Direktorat Transformasi Teknologi Komunikasi Dan Informasi, Direktorat Jenderal Pajak Dengan Menggunakan IT Balanced Scorecard

Direktorat Transformasi Teknologi Komunikasi dan Informasi (Direktorat TTKI) mengemban tugas dalam mewujudkan rencana strategis Direktorat Jenderal Pajak melalui modernisasi information system (IS) atau information technology (IT) secara efisien dan optimal. Untuk menilai tingkat efisiensi dan optimalisasi penggunaan information technology (IT), diperlukan proses pengukuran secara berkesinambungan. Pada penelitian ini akan dilakukan pengukuran tingkat dukungan SI/TI pada Direktorat TTKI, sehingga Direktorat TTKI bisa memperbaiki hal-hal yang dianggap masih lemah. Instrumen yang digunakan adalah IT Balanced Scorecard yang dikembangkan oleh Grembergen berdasarkan konsep Balanced Scorecard. Selain itu, digunakan pula indikator yang diperoleh dari US Governance Accountability Office (US GAO). Indikator-indikator inilah yang kemudian dijadikan bahan untuk menilai tingkat dukungan IT yang dilakukan dengan menyebarkan kuesioner ke staff Direktorat TTKI. Berdasarkan hasil pengukuran IT Balanced Scorecard yang dilakukan didapatkan hasil bahwa tingkat dukungan IT pada Direktorat Transformasi Teknologi Komunikasi dan Informasi pada perspektif kontribusi Perusahaan sebesar 49%, perspektif orientasi pengguna sebesar 66.3%, perspektif penyempurnaan organisasi sebesar 68.3%, dan perspektif orientasi masa depan sebesar 25.6%. Directorate of Communications and Information Technology Transformation took on the task in realizing the strategic plan of the Directorate General of Taxation through the modernization of IS / IT efficiently and optimally. To assess the efficiency and optimizing the use of IT, required continuous measurement process. In this study the level of support of IS / IT Directorate TTKI will be measured, so Directorate TTKI can fix things that were deemed to be weak. The instrument used is the IT Balanced Scorecard, developed by Grembergen based on the concept of Balanced Scorecard. In addition, the indicators used are obtained from the U.S. Governance Accountability Office (U.S. GAO). These indicators are then used as material to assess the level of IT support is done by distributing questionnaires to the staff of the Directorate TTKI. Based on the IT Balanced Scorecard measurements, showed that the level of IT support to the Directorate of Communications and Information Technology Transformation at perspective on the company\u27s contribution is 49%, user-oriented perspective is 66.3%, organization\u27s improvement perspective is 68.3%, and the future-orientated perspective is 25.6%

A Case for Using The Balanced Scorecard Framework at Project Stage-Gates

IT project management is plagued by its inability to stop projects that ultimately fail. This persistent problem results in the loss of scarce resources and IT departments unable to generate full value for money invested. There is considerable evidence to suggest that information asymmetry is a significant contributor to this waste. The Balanced Scorecard is a framework that has been widely employed in business as a tool to translate the organizational vision into workable business plans and a framework for effective communication amongst stakeholders. Stage-gates are a widely-used method in new product development and they are gradually making inroads into software project governance. Using a model based on Balanced Scorecard and Stage-gates, this study proposes how their use in IT project governance can mitigate the effects of information asymmetry and thereby increase the likelihood of terminating an uneconomical project quickly

Introduction to IT/business alignment, planning, execution and governance

This chapter contains: An overview and execution summary of the key IT/business alignment, planning, execution, governance issues, constraints and opportunities and processes Discussion of the roles of the Board, and responsibilities of executive management and the CIO A review of the value propositions for IT governance An overview of IT demand management, decision rights, Balanced Scorecard metrics and how much governance is required Identifying the steps in making IT governance real Discussion of an assessment technique to determine the current level of IT governance maturity in an organization, and illustration of a blueprint for an ideal future target state of IT governanc

An Information Security Governance Framework for Australian Primary Care Health Providers

The competitive nature of business and society means that the protection of information, and governance of the information security function, is increasingly important. This paper introduces the notion of a governance framework for information security for health providers. It refines the idea of an IT Balanced Scorecard into a scorecard process for use in governing information security for primary care health providers, where IT and security skills may be limited. The approach amends and justifies the four main elements of the scorecard process. The existence of a governance framework specifically tailored for the needs of primary care practice is a critical success factor if such organizations are to move to a robust level of information security. The challenge is twofold. Firstly, measures for governance need to be understandable to the target audience using the framework. Secondly, the number of measures needs to be controllable otherwise the process will become unviable and unused. This research synthesizes existing models and industry standards to formulate a new governance process that meets these two important criteria. The contribution of this research is in the refinement of governance metrics to make them useful to healthcare providers, specifically in relation to IT and new information communication technologies

Green Waqf: Sustainable Surplus Perspective Balanced Scorecard Analysis

Green Waqf is a potential method for achieving prosperity, expanding financial inclusion, advancing Islamic justice, and eliminating disparities in poverty levels. This research aims to find a model of good waqf governance to generate sustainable income increases. It will be accomplished by developing an integrated waqf model incorporating an environmental perspective as a balanced scorecard. This study is a literature review that also includes descriptive analysis, and it employs balanced scorecard analysis as its framework for conducting research. The results of the research are used to compile the data. During this phase of the process, data collection methods are utilized in order to locate and collect information pertinent to green Waqf, waqf productivity, the balanced scorecard, and an Islamic perspective in a structured manner. The conversation illuminated that the Waqf regulatory system was not functioning at its full potential and required enhancement. The conversation inspired that the Waqf regulatory system needed to be operating at its full potential; this needs to be emphasized, especially as a response to the low levels of waqf literacy, nazhir capacity, and technology utilization. The waqf management system does not exist in a vacuum free of defects. It is hoped that by using a balanced scorecard, gaps will be closed by implementing strategies, particularly the productivity and growth strategies, to maximize waqf management and provide an understanding of waqf ecosystems, thereby increasing the productivity of waqf management, generating the profitability of waqf assets, and maximizing the distribution of Waqf to beneficiaries (mauquf 'alaih). It will result in closing the gaps

Improvement of Information Technology Infrastructure in Higher Education using IT Balanced Scorecard

Today the use of Information Technology (IT) in business is a must since IT is useful to obtain competitive advantage. It can be achieved by alignment of IT and business, which is performed by developing a good IT infrastructure. Higher educational organization is one of business which requires competitive advantage to compete with their competitors. However, there are some problems encountered. These include the lack of a systemic approach to IT implementation, the lack of awareness to use IT, the lack of commitment and the leader's interest to implement IT, the weakness of technical support for IT implementation, poorly targeted staff development, lack of ownership and insufficient funds. Furthermore, an evaluation is need to determine the condition of IT infrastructure problems to deal with issues faced by a higher education organization. Balanced Scorecard is potential framework for analyzing IT infrastructure since it is one of the well-known performance measurements which embrace the important aspect in business. To do performance evaluation in the IT of higher education organization, Balance Scorecard perspective needs to be customized since IT division is more likely to serve internal rather than external parties commonly. The results of this study are expected to give an illustration of the state of IT infrastructure governance of higher education according to four perspectives in IT Balanced Scorecard. Based on this illustration, it can be identified critical recommendation to IT Infrastructure governance in higher education

Governance tools for board members : adapting strategy maps and balanced scorecards for directorial action

The accountability of members of the board of directors of publicly traded companies has increased over years. Corresponding to these developments, there has been an inadequate advancement of tools and frameworks to help directorial functioning. This paper provides an argument for design of the Balanced Scorecard and Strategy Maps made available to the directors as a means of influencing, monitoring, controlling and assisting managerial action. This paper examines how the Balanced Scorecard and Strategy Maps could be modified and used for this purpose. The paper suggests incorporating Balanced Scorecards in the Internal Process perspective, ‘internal’ implying here not just ‘internal to the firm’, but also ‘internal to the inter-organizational system’. We recommend that other such factors be introduced separately under a new ‘perspective’ depending upon what the board wants to emphasize without creating any unwieldy proliferation of measures. Tracking the Strategy Map over time by the board of directors is a way for the board to take responsibility for the firm’s performance. The paper makes a distinction between action variables and monitoring variables. Monitoring variables are further divided on the basis of two considerations: a) whether results have been met or not and b) whether causative factors have met the expected levels of performance or not. Based on directorial responsibilities and accountability, we take another look at how the variables could be specified more completely and accurately with directorial recommendations for executives