BKAS3103 STRATEGIC INFORMATION SYSTEMS

PLANNING
SEMESTER 2 2015/2016 (A152)
GROUP PROJECT:
PEJABAT SETIAUSAHA KERAJAAN NEGERI
PULAU PINANG
(PSUKPP)

GROUP: A
PREPARED FOR:
DR. NORHAIZA BINTI KHAIRUDIN
PREPARED BY:
NUR ADILLA BINTI ABDUL RASHID
225258
FATIN SHAHIRAH BINTI FARIDUDIN
225277
SITI NAJWA BINTI MOHD ABD HADI
225311
NUR ASSHILLA BINTI AHMAD TARMIZI
225363
NUR HAZWANI
227198

BINTI

MOHAMAD

ZWAWI

SUBMISSION DATE:
22nd MAy 2016
1.0

THE BACKGROUND OF THE ORGANIZATION STUDIED

Pejabat Setiausaha Kerajaan Pulau Pinang (PSUKPP) is located at Level 25,

Kompleks Tun Abdul Razak (KOMTAR), Pulau Pinang. The roles of PSUKPP are planning,
implementing and monitoring the State and Federal Government policy in relation to the
affairs of state administration according to Table 9, the list of state and federal provisions
specified in the state constitution and to manage, monitor, track and evaluate the
implementation of each project and program policies established by the state legislative
assembly (DUN) and Majlis Mesyuarat Kerajaan Negeri (MMKN).
The objectives are to ensure the formulation and implementation of strategic policies
and development programs implemented consistently for the harmony of the country,
ensuring the management of the state secretariat implemented in an efficient, effective and
consistent with the quality of governance CAT (Competency, Accountability, Transparency)
towards the organization and winning the prestigious, Ensuring the quality of service is
delivery in compliance with the standards and prioritizing the services, delivery and No
Wrong Door Policy, and ensure that each challenge or problem that faced by stakeholders
and people in Penang were handled more creatively, and innovative. The source of powers of
PSUKPP are form the state executive council's decision, circular letter, circular progress
public service and treasury circular. PSUKPP is divides into two major parties which are
stakeholders and customer. The members of stakeholders are chief Minister, Executive
Council and state secretary while the customers are from government agency, citizen and
private sector.
1.1

Business Vision and Mission

The vision and mission for Pejabat Setiausaha Kerajaan Pulau Pinang are to become a

leading and prestigious organization and empowering the efficiency of organization by

Governance System that are efficiently, accountability and transparent. While the motto for
this government agency is 3IS which are integrity, intelligence and international.
1.2

Business Strategy

The business strategy of PSUKPP can be divides into four core strategies which are
strategic development of human capital, synergy of effective communication, improvement
of quality environment and improvement of economy and social development. The objective
of strategic development of human capital is to stabilize the human resources management
and to produce the human capital that is knowledgeable and have high level of
professionalism. The minor strategies for this core strategy are the empowerment of
management and development of human capital that are competence and empowerment the
psychology development. The program that is held for the empowerment of management and
development of human capital that are competence is held the leadership training to produce
the professional leader.
The objective of second core business strategy is to strengthen the communication
system and stabilize the collaboration for the excellence of governance. This core strategy has
four minor strategies which are the empowerment of delivery service through
telecommunication system, strengthen the coordination with public sector, private sector and
international sector, and strengthen the excellence of governance organization and
empowerment the process of organization transformation. The program for first minor
strategy is team building practice, the second minor strategy is held the program with private
and public sector to build a strong relationship, the third is doing research for satisfaction
level of feedback and lastly the programs for the fourth minor strategy are innovation
program and develop new application system.
The objective for third core business strategy is to create the work surroundings that
are safe, conducive, comfortable and quality. The minor strategies are strengthen the
management of safety control, empowerment the management risk, empowerment the
management and maintenance of asset and increase the documentation control. The program
for the first minor strategy is the upgrading the availability of CCTV and the programs for
second minor strategy is stimulating the safety plan and doing the research risk. While the
programs for third minor strategy are Program Naziran and asset need analysis and
program for fourth minor strategy is doing outreach program with the office.
Lastly, the objective for the fourth core business strategy is to improve the citizen life
from the aspect of economy and social and the minor strategies are strengthen the
infrastructure development and facility, provide quality house and empowerment the quality
and harmony of people living. The program for the first minor strategy is check the
performance of expenditure development, the program for second minor strategy is held the

meeting with JPPPP and lastly the program for the third minor strategy is held the awareness
and education program community.

2.0

THE CURRENT IS/IT IMPLEMENTATION IN THE COMPANY

2.1

Documentation Process

Intelligent Documents and Filing System (iDoF)

Currently, PSUKPP using Intelligent Documents and Filing (iDoF) system for their
daily works of documentation. They did not use any manual system for their organization
since they are under Government and biggest organization. Actually, iDoF is an intelligent
document and filling system. It acts as a keep, manage, store and fills all the document for the
daily operation. This system is actually created by PSUKPP itself and make an improvement
and upgrade from version one until now version 3. For the development of the iDoF system,
it only takes about 3 months for the shorten time while 1 year for the longest time. This
system has the third version which for the first version is followed all the requirement under
Arcib then follow by the second version which they want to make some improvement
especially in term of code. They need to synchronize with what Arcib stated after having
some changes. iDof third version that there are using now after improve and make some
changes. Every changes that happened they must always review it back.
iDoF system has a problem in term of

lack of user enforcement. If anything

happened, they can tell and announce to the public. Besides this system also got a problem
which is a lack of changes in management. It is required some plan or guideline to move with
transformation. In this system, it not just focus on filling document but it also has a security
which can help the organization protect and prevent their document and data from being
stolen or lost. It includes system application like firewall and detection on the system. Even
PSUKPP develop the iDoF system, they are a willingness to share system with some
government organization like Kedah, Perak, and some other state. They got a feedback say
that this system is easy and user-friendly and PSUKPP also trying to sell this system to the
private sector also.
2.2

Payroll Process

The Standard of Accounting and Finance System of State - eSPEKS

PSUKPP has two current system on payroll which is eSPEKS and e-Claim that will
give benefit for their employee. For the eSPEKS, it is a product developed by the Accountant
General of Malaysia to help the State Treasury allows users to access the payment status
information, payslips and reports annual returns over the Internet. eSPEKS consists of 3

subsystems namely eInformation, ePayslip, and EEC. All of this 3 subsystem are in one
module in eSPEKS to enable users to view detailed payment information received from the
State Government.
Benefits that PSUKPP gets using eSPEKS are the quality of service in each State
Treasury may be increased where the payment information can be delivered to civil servants
and suppliers quickly and easily. Beside is when staff at the Office of the State Treasury are
no longer burdened with the question of payment, they can focus their time and energy to
other tasks. Indirectly, this can add to their productivity.
State Treasury can reduce the monthly cost of the payroll process when paycheck
does not need to be printed again. Pay slip can be viewed online and printed out by the
employee when needed. Moreover, Salary Unit workloads can also be reduced when the
paychecks do not get printed, sorted and delivered to every employee involved. The focus can
be given to ensure that every change in the salary needs to be done is right and proper. This
can reduce problems during the payroll process is carried out. The same advantages can also
be enjoyed when the annual statement of income can be achieved and printed online by civil
servants who need them.
Claims Management System - eClaim
eClaim is a web-based claims management system where an employee can manage
claims and submit claims online with scanned receipts. eClaims saves employee practice time
and money by simplifying the insurance claim process. An example of the expenses that can
be claimed by the employee is a medical claim, travel management, and hotel
accommodation. The main features of the eClaim are easy setup and user-friendly, unlimited
employees creation & access, easy to check claims Status and Auto-calculate Claims
Entitlement.
3.0

INFORMATION SYSTEM STRATEGIC PLANNING ANALYSIS

3.1

IS Mission, IS Vision and IS Strategy Formulation

The vision and mission of ICT are drafted to support the vision and mission of

business. The vision is ICT as a leading edge of the transformation of the state administration
while the mission is to empowerment the ICT development by holistic to increase the
efficiency of sharing the information and service integration. There are five ICT strategies
which are strengthen the ICT infrastructure and safety, empowerment of highest impact
application, strengthen the governance of ICT with holistic, empowerment of employee ICT

civilizing and empowerment of delivering state government services. The supportive of ICT
vision and mission can lead to the integration between the business strategy and ICT strategy.
This integration can be seen from the alignment of first core business strategy which
is strategic development human capital with the empowerment of employees ICT civilizing.
The core business strategy of synergy of effective communication is integrate with the
empowerment of highest impact application, strengthen the governance of ICT with holistic
and empowerment of employees ICT civilizing. The third core business strategy which is
improvement of quality environment is integrate with strengthen the ICT infrastructure and
safety and strengthen the governance of ICT with holistic. Lastly for improvement of
economy and social development, it integrates with empowerment of highest impact
application and empowerment of delivering state government services.
IS strategy formulation for PSUKPP is planning for the implementation of ICT
initiatives that had been suggested.
3.2

Methodology Use in Formulating IS Strategy

The critical success factor is the factor that ensures the organization to success. The

critical success factors for PSUKPP are human capital development of international
standards, leadership and strategic partnership, work culture based on professionalism,
continued efforts for organizational excellence, effective financial management, conducive
working environment, strong coordination and cooperation between departments,
strengthening public participation and sustainable development.
For the factor of human capital development of international standards, the strengths
are the clear service structure, the potential employees, variety of supporting practice and
have sufficient budget for training. While the weakness is, it depends on the centre agency in
hiring the employees, no research to the people that attend the training, lack of changing skill
with the private sector and lack of interest of self-improvement. The opportunities are there is
facility for variety of training institution, support from the organization and leadership that
encourage the training to overseas. Lastly the threats are lack of expertise and experience of
executive and high staff turnover.
For the second factor which is leadership and strategic partnership, the strengths are
support the government policy, a good relationship with leader and have leader that is
visionary and farsighted while the weakness are limited of guide, lack of knowledge and
expertise, and inconsistency of information dissemination. The opportunities for this factor

are advanced leadership programs, benchmarking inside and outside of country and have
international minded. The threats are it depends on the centre agency in making the decisions,
uncertainty of stakeholders results and interfere from the outside party.
For the third factor which is work culture based on professionalism, the strengthens
are it shows the respect to the top level management, concern about the employees charity
and always follow the instructions from time to time, while the weakness are lack of interpersonal skills and motivation, lack of expertise and competence employee and resistance to
change. The opportunities for this factor are sharing the best practices and knowledge,
benchmark culture of high performance and excellence and open door policy. Meanwhile the
threats are sustaining excellent work culture and interfere and pressure from the stakeholders.
For the fourth factor which is continued efforts for organizational excellence, the
strengths are government policy that is pro toward the organizational excellence, the training
is continuing and the people in the organization are committed towards the task while the
weakness are insufficient in financial, lack of pressure in the business process re-engineering
and lack of effective communication. The opportunities for this factor are the modern
technology, unlimited information via internet and supportive and cooperation from centre
agency. The threats are hackers, limited source and rapid in changing of environment.
The fifth factor which is effective financial management, the strengths are effective
modified budgeting system, have guidelines for financial and the best financial system while
the weakness are weak revenue collection, adhoc project, expenditure that are not follow the
plan and underexposure towards financial guidelines. The opportunities are unlock the value
of the asset and financial report from the SPEKS system can be used. Meanwhile the threats
are it depends on the federal government for the development of project and white collar.
For the sixth factor which is conducive working environment, the strengths are all the
department working in same building, have variety of expertise employee and complete
organization structure that show the clear working process while the weakness are lack of
space, lack of source and lack of budget to improve the quality of work environment. The
opportunity is the strategic location which is at the centre of the city and the threats are
expose to the outside risk via online application, multiple entry point and expose to natural
disasters such as fire, earthquake and flood.
For the seventh factor which is strong coordination and cooperation between
departments, the strengths are high teamwork and sharing of information and expertise, while

the weakness are the difference of work prioritizing and no follow up action. The
opportunities are there is coordination between the departments and there is sharing of
information and expertise. Meanwhile the threats are insufficient provisions for the
development and the cooperation in implement the program.
For the eighth factor which is strengthening public participation, the strengths are
complete communication infrastructure and there is a channel to give the opinion while the
weaknesses are lack of meeting with the public and inconsistency of system control and
feedback. The opportunities are there is people that are knowledgeable and brave to give the
comment and opinion and has NGO party that are active and expertise in their field. The
threats are leakage of information and over demands from the public. (KKP SYSTEM)
Last critical factor is sustainable development, the strengths are stable organization
structure, support from high party and good relationship with other departments to plan and
control the development while the weakness are limited knowledge and expertise, limited
source such as financial and land and lack of sustainable development. The opportunities are
get the helps form others agency and it is public private partnership. The threats are the role
of government department will take over by other people and political will.
The critical success factors for ICT are support and commitment from the
management and stakeholders, cooperation and commitment from all the party that involved,
approval from management and committee, skills and expertise the business and ICT team,
sufficient of financial and stable infrastructure.
4.0

INFORMATION SYSTEM STRATEGIC PLANNING OUTPUT AND

DOCUMENTATION

4.1

Information System Application Portfolio

The main documentation required by management is the application portfolio that

describes the formulation of IS strategic planning in four different segments. The segments
are key operational segment, strategic segment, support segment and high potential segment.
Application portfolio is refers to an organizations collection of software applications and
software-based services, which it uses to attain its goals or objectives.

Key Operational Segment

Efficient Management (EM) System
Key operational segment is where an applications on which the organization currently
depends for success. In this segment, information system applications are vital to the
successful functioning of well-defined, well-accepted activities. However, information
systems are not part of future strategic directions. For PSUKPP, we proposed an Efficient
Management (EM) system for this segment. The purpose of this system is to strengthening
and stabilizing the management and implementation of the plan for PSUKPP, or in Malay we
called, Pelan Pemantapan Pengurusan dan Pelaksanaan. The idea of EM system is come out
because during the interview with Madam Salbiah, Senior Information Technology Officer of
PSUKPP, we found out that the current system that they are using now for the documentation
purpose is Intelligent Document and Filing System (iDoF) system.
iDoF system has been extended to all state departments, however, it faces a number of
problems in term of management and its implementation, as well as the lack of its
enforcement. In order to support this iDoF system, they need another system that can help to
drive the transformation from manual documentation to use this iDoF system. EM system
that we are proposed will have an application to link the current iDoF system to the
management office, so that the responsible parties can monitor and regulate the system
implementation to all state departments in more efficient and effective way. EM system will
make it easier for users, particularly the management. They can easily detect which
department that having difficulties and need help from IT specialists during the
implementation period of this system.
EM system can be classified as complementary application as the scope of this system
is to support and to ensure the successful functioning of the existing current iDoF system.
Also, as complementary application, it can improve the organizational productivity and
employee effectiveness in more competent way. To evaluate the IS/IT investment for EM
system, we can use the basic technique which is traditional cost-benefit analysis that allows
for efficiency improvements in organizational processes resulting from automation. The
system development process can be controlled and followed by the management
electronically via EM system, thus, there is no need to conduct a site visit to each state
departments.

High Potential Segment

Kajian Kepuasan Pengguna (KKP) System
High potential segment is where the applications may be important in achieving future
success. In this segment, the applications can be seen as innovative and potentially of future
strategic importance. The application is high potential in nature and will change as the
managers utilize the system and provide feedback for future success. We proposed Kajian
Kepuasan Pengguna (KKP) system under this high potential segment for PSUKPP.
Support Segment
Cloud Computing System
Applications in support segment are valuable but not critical to success of the
organization. Information system applications are useful in supporting the activities of the
organization. However, it is not part of future strategic directions. Based on Information
System application portfolio, the system under support segment that can be implemented by
PSUKPP for output and documentation is Cloud Computing. Cloud computing is a kind of
Internet-based computing that provides shared processing resources and data to computers
and other devices on demand. It is a model for enabling ubiquitous, on-demand access to a
shared pool of configurable computing resources for examples networks, servers, storage,
applications and services which can be rapidly provisioned and released with minimal
management effort. Cloud computing and storage solutions provide users and enterprises
with various capabilities to store and process their data in third-party data center.
There are three types of Cloud Computing services which are Software-as-a-Service
(SaaS), Infrastructure-as-a-Service (IaaS) and Platform-as-a-Service (PaaS). SaaS is on the
top because users interact primarily with software hosted on the cloud and not the platform or
infrastructure on which it runs. SaaS allow users to run existing online applications. PaaS
allows users to create and deploy applications using suppliers-specific tools and languages
meanwhile IaaS allow users to run any application they please on cloud hardware of their
own choice.
PSUKPP can continue to use Cloud Computing since it has become a highly
demanded service or utility due to the advantages of high computing power, cheap cost of
services, and can result in high performance of PSUKPP. Besides, the use of three types of
services can work together to save organizations time and money in deploying and

maintaining hardware and software, and keep users connected and working collaboratively,
even in a global way. Cloud Computing service is more reliable and user-friendly because it
offer a wide variety of Software-as-a-Service solutions which include customer service, IT
help desk, asset management, knowledge management, and IT change management.
Strategic Segment
Pengukuhan Portal Disaster Recovery Planning (DRP) system
Application in strategic segment is critical to sustaining future business strategy. In
this segment, information system activities are critical to the current competitive strategy and
to future strategic directions of the enterprise. For PSUKPP, we proposed Disaster Recovery
Planning (DRP) system. DRP system is a well-known terminology in companies applying the
information technology as the basis of their business. This system is very important and
strategic aspect, where by applying this method indicates the maturity of IT application in an
organization. Understanding the concept of recovery is very important in designing and
applying DRP method, where this understanding will bridge information technology and
business worlds which use the IT applications. By understanding the DRP concepts, it can be
developed technical solutions to disaster recovery.
Recovery planning must be developed for IT systems, applications and data that
include networks, servers, desktops, laptops, wireless devices and connectivity. IT priority for
recovery must be consistent with the priorities for the recovery of business functions and
processes developed during the business impact analysis. IT resources needed to support the
business functions that are sensitive to the time and the process must also be identified. The
recovery time for IT resources must comply with recovery time objectives for business
functions or processes that depend on IT resources.
IT system requires hardware, software, data and connectivity. Without one of the
components of the system, the system cannot run. Therefore, the recovery planning must be
developed to counter the loss of one or more of the system components. The components are
environmental computer room (computer room safe with climate control, air conditioning and
backup power supply, etc.), hardware (network, server, desktop and laptop computers,
wireless devices and peripherals), connectivity to the service provider (fiber, cable, wireless,
etc.), software applications (EDI, email, enterprise resource management, office productivity,
etc.) and data and restoration.

This business application cannot tolerate any downtime. It utilize a dual data center
that handles all data processing needs, which runs in parallel with the data synchronized
between the two centers. This is a very expensive solution that only large companies that can
afford it. However, PSUKPP is one of government agency, so government can afford this
solution because it is very worthwhile to the PSUKPP.

5.0
6.0

DISCUSSION AND CONCLUSION.

REFERENCES