ADSI Planning

Analisis & Desain Sistem (Informasi)
Planning (Perencanaan)
Utomo Pujianto
Jurusan Teknik Elektro

Universitas Negeri Malang
Utomo Pujianto (State University of Malang) Analisis & Desain Sistem (Informasi) – Planning 1
“If you fail to plan, you are planning to fail!”
(Benjamin Franklin)
Good planning resulted in shorter execution
time ?
Mengingat kembali SDLC…
Analyze Implement
Plan Design
Fase Planning (Perencanaan)
Understanding why an information system should
be built, and determining how the project team will
go about building it.
Langkah-langkah fase perencanaan
1. Project Initiation, menjawab pertanyaan:
 Mengapa sistem perlu dibangun ?
 Seberapa urgen pembangunan sistem ?
 Apakah pengembangan sistem feasibel untuk
dilakukan ?
2. Project Management, menjawab pertanyaan:
 Estimasi Skala Proyek, Staffing, Penjadwalan,
Utomo Pujianto (State University of Malang) Analisis & Desain Sistem (Informasi) – Planning 1-6
Project Identification and Initiation
Asal usul Proyek Sistem Informasi
Mengapa sistem perlu dibangun ?

&
Seberapa urgen kebutuhan pembangunan sistem?
Mengapa sistem perlu dibangun ?
‘Seseorang’ melihat ada masalah dan
atau peluang yang dapat diselesaikan
dengan memaksimalkan penggunaan
teknologi informasi.
Jenis-jenis “Masalah”
• Perubahan aturan/kebijakan di dalam ataupun di luar
organisasi (misal:pemerintah) yang tidak
terakomodasi sistem,
• Ada komponen/alur kerja sistem yang berpotensi
menimbulkan kerugian,
• Teknologi yang dipakai sudah usang & tidak mampu
mengakomodasi perkembangan sistem/organisasi,
• dsb.
Jenis-jenis “Peluang”
• Ada komponen/proses dalam sistem yang masih
dapat ditingkatkan efektifitas & efisiensinya,
• Ada perluasan gerak/domain bisnis organisasi,
• dsb.
Seberapa urgen pembangunan sistem ?
• Perusahaan akan merugi,

• Akan ada tuntutan hukum,
• ‘Pasar’ akan dikuasai produk pesaing,
• dsb
Evaluasi 1
• Identifikasi “masalah” yang ada di sekitar anda
yang dapat diselesaikan secara efektif dengan
membangun sistem berbasis teknologi informasi !
• Identifikasi “peluang” yang ada di sekitar anda
yang akan menghasilkan manfaat/keuntungan
yang signifikan dengan membangun sistem
berbasis teknologi informasi !
Business Process Management (BPM)
• ‘Masalah’ dan ‘Peluang’ lebih umum ditemukan
dalam Manajemen Proses Bisnis (Business Process
Management)
• BPM is a methodology used by organizations to
continuously improve end-to-end business
processes.
• Pelaku utama BPM adalah Business Analyst.
Tingkatan dalam BPM
1. Mendefinisikan dan memetakan langkah-langkah dalam
sebuah proses bisnis.
2. Mengkreasi cara-cara untuk menghasilkan langkah-
langkah yang dapat memberikan nilai tambah dalam
proses bisnis.
3. Mencari cara untuk mengeliminasi atau mengkonsolidasi
langkah-langkah dalam proses bisnis yang tidak
memberikan nilai tambah.
4. Membuat dan menyelaraskan (adjusting) electronic
workflows sehingga sesuai dengan peta proses yang telah
diperbaiki.
Proses-proses dalam BPM
• Business process automation (BPA) – komponen-
komponen teknologi digunakan untuk melengkapi
(complement) atau menggantikan (substitute) proses
manual.
• Business process improvement (BPI) – creating new, re-
designed processes to improve the workflows, and/or
utilizing new technologies enabling new process structures.
• Business process reengineering (BPR) – melakukan
perubahan secara fundamental/menyeluruh terhadap cara
organisasi beroperasi.
BPM sebagai Strategi Analisis
Business Business Business
Process Process Process
Automation Improvement Reeingineering
Potential Business Low-Moderate Moderate High

Value
Project Cost Low Low-Moderate High
Breadth of
Analysis Narrow Narrow-Moderate Very Broad
Risk Low Low-Moderate Very High
Project sponsor
• The project sponsor is a person (or group) who has an
interest in the system’s success
• The project sponsor will work throughout the SDLC to
make sure that the project is moving in the right
direction from the perspective of the business.
• The project sponsor serves as the primary point of
contact for the project team.
• The size or scope of the project determines by the
kind of sponsor that is involved.
(cont’d)
• The project sponsor has the insights needed to
determine the business value that will be gained
from the system.
– Tangible value can be quantified and measured easily
(reduction in operating costs).
– An intangible value results from an intuitive belief that
the system provides important, but hard-to-measure
benefits to the organization.
System Request
The document that
describes the
business reasons
for building a
system and the
value that system
is expected to
provide.
Elements of a System Request
• The project sponsor usually completes this form as part of a
formal system selection process within the organization.
• The business need presents the reasons prompting the
project.
• The business requirements of the project refer to the
business capabilities that the system will need to have.
• The business value describes the benefits that the
organization should expect from the system.
• Special issues are included on the document as a catchall
category for other information that should be considered in
assessing the project.
Contoh System
Request
(cont’d)
• System Request yang telah dilengkapi selanjutnya
diserahkan kepada approval committee untuk
dipertimbangkan.
• Approval Committee mereview System Request yang
masuk, dan membuat keputusan awal apakah proyek
yang diusulkan perlu dievaluasi lebih lanjut atau
tidak.
– Jika ya, maka langkah selanjutnya adalah melakukan studi
kelayakan (feasibility analysis).
Problem Definition Sistem Informasi Skripsi
• Tidak seimbangnya distribusi (jumlah) pembimbingan
mahasiswa skripsi untuk masing-masing dosen
– Mahasiswa memilih dosen secara pragmatis
– Dosen dan Koordinator Skripsi tidak mendapatkan informasi jumlah
pembimbingan
• Waktu yang dibutuhkan untuk menjadwalkan ujian > 1 minggu
– Penyesuaian jadwal dosen pembimbing dan penguji
• Adanya kejenuhan pembimbingan topik skripsi
• Banyak topik skripsi yang tidak cukup dekat dengan minat
penelitian dosen pembimbing
• Adanya plagiarisme topik-judul skripsi
System Request Sistem Informasi Skripsi
No Elemen Uraian
1 Project Sponsor Ketua Jurusan Teknik Elektro

2 Business Needs • Distribusi beban pembimbingan antar dosen relatif merata dan
proporsional
• Mengurangi plagiarisme topik-judul skripsi
3 Business Requirements • Fasilitas pencarian judul skripsi
• Informasi tentang topik skripsi sejenis
• Informasi tentang topik-topik skripsi yang sudah dilaksanakan
• Tabel beban pembimbingan tiap dosen tiap semester
4 Business Value • Variansi beban bimbingan < 5 orang. {efek langsung}
• Plagiarisme judul-topik mencapai 0% {efek langsung}
• Kelulusan tepat waktu {efek tidak langsung}
• Waktu penjadwalan sidang cukup 1 hari.
5 Special Issues • Sistem dibangun berbasis teknologi web responsif
• Sistem sudah harus diaktifkan sebelum akhir semester genap 2015-2016
Feasibility Analysis (Studi Kelayakan)
Feasibility Analysis (Analisis Kelayakan)
• Merupakan panduan bagi organisasi untuk
menentukan apakah proyek akan dilaksanakan
atau tidak.
– Menjawab pertanyaan: Layakkah pembangunan
sistem dilakukan ?
• Juga mengidentifikasi resiko-resiko (risks) penting
-yang berhubungan dengan proyek- yang harus
dikelola jika proyek disetujui untuk dilaksanakan.
Mengapa harus dianalisis ?
• Keterbatasan sumber daya (manusia, waktu,
biaya, dsb) yang dimiliki organisasi.
– Menentukan prioritas pelaksanaan proyek, jika
terdapat beberapa proyek yang diusulkan dalam
waktu yang relatif bersamaan.
• Meminimalisir potensi/resiko kerugian akibat
kesalahan investasi.
Komponen Studi Kelayakan
Teknis Jadwal
Ekonomis Operasional
Siapa yang melakukan ?
• Formatif: Pembuat System Request
• Evaluatif: Approval Committee
Technical Feasibility
Mampukah kita membangun dan memeliharanya ?
Analisis Kelayakan Teknis (1)
• Tersediakah infrastruktur (Hardware, Software,
Network,dsb) untuk membangun dan memelihara
sistem ?
– Apakah sudah memadai ? Jika belum, dapatkah kita
memperolehnya tanpa kesulitan berarti ?
• Tersediakah SDM untuk membangun dan
memeliharanya ?
– Apakah sudah memadai ? Jika belum, dapatkah kita
memperolehnya tanpa kesulitan berarti ?
• Apakah kapasitas sistem yang baru mencukupi
untuk kebutuhan masa yang akan datang
– Misal: pertumbuhan volume transaksi & pertumbuhan
gerak proses bisnis organisasi.
• Apakah pengembangan sistem membutuhkan
rujukan/prototipe/contoh ? Sudah tersediakah ?
Jika belum, bagaimana mendapatkan
rujukan/prototipe/contoh yang baik ?
• Dapatkah sistem baru terintegrasi /tersinkronisasi
dengan sistem-sistem yang lain, baik yang ada di
dalam lingkungan organisasi (antar departemen)
maupun yang di luar (misal: pemasok/pelanggan)?
• Sampai sejauh mana kombinasi hardware-software-
brainware dapat mencapai kinerja yang diinginkan ?
Adakah target kinerja yang jelas/spesifik ?
– Misal: UPTIME 99%, Bandwidth Utility 95%.
Economic Feasibility
Berhargakah jika kita membangunnya ?
Analisis Kelayakan Ekonomis
• Berapa biaya yang dibutuhkan untuk membangun
dan mengoperasikan/memeliharanya ?
• Berapa besar Imbal Balik (ROI) yang dihasilkan ?
• Seberapa cepat Titik Impas (Break Even Point)
dicapai ?
• Adakah keuntungan-keuntungan Intangible
saat/setelah sistem dibangun ?
Steps to conduct an economic feasibility
analysis (Cost-benefit Analysis)
1. Identify Costs and
Benefits
2. Assign Values to Costs
and Benefits
3. Determine Cash Flow
4. Assess Project’s
Economic Value
– ROI
– BEP
– NPV
Identify Costs and Benefits
• The costs and benefits and be broken down in to
four categories:
– Development costs
– Operational costs
– Tangible benefits
– Intangibles
Assign Values to Costs and Benefits
• Once the types of
costs and benefits
have been
identified, the
systems analysts
needs to assign
specific dollar values
to them.
Determine Cash Flow
• A formal cost-benefit analysis usually contains
costs and benefits over a selected number or years
to show cash flow over time.
– Determine ROI
– Determine BEP
– Determine NPV
Common methods for evaluating a
project’s worth
Return on Investment (ROI) Break-Even Point (BEP)
“The amount of revenue or
cost savings results from a
given investment”
Total Benefits  Total Costs

ROI 
Total Costs
Simple cash flow projection
Discounted cash flow projection
Present Value (PV)
• “The amount of an investment today compared to
the same amount n years in the future”
• Taking into account inflation and time
Amount
PV 
(1  Interest Rate) n
Discounted cash flow technique
• Discounted case flows are used to compare the
present value of all cash inflows and outflows
for the project in the today’s dollar terms.
• Net present value (NPV): the difference

between the total PV of the benefits and the
total PV of the costs.
Schedule Feasibility
Tersediakah waktu untuk membangunnya ?
Analisis Kelayakan Penjadwalan
• Apakah tersedia waktu yang memadai untuk
menyelesaikan proyek pengembangan sistem ?
– Adakah konflik dengan kegiatan prioritas lainnya ?
• Apakah tersedia waktu yang memadai untuk
pelatihan pengguna & pemeliharaan sistem ?
• Apakah estimasi jadwal pelaksanaan proyek
‘masuk akal’ untuk menghasilkan sistem yang
berkualitas?
Operational/Organizational Feasibility
Sejauh mana dukungan akan diberikan oleh para

pemangku kepentingan ?
Analisis Kelayakan
Operasional/Organisasional
• Apakah calon pengguna mampu menggunakan
sistem yang akan dibangun ?
– Jika tidak, tersediakah pelatihan untuk calon pengguna ?
Ataukah perlu perlu merekrut / alihdaya ?
• Apakah calon pengguna akan dilibatkan sejak awal
masa pembangunan sistem ?,
• Apakah calon pengguna mau menggunakan sistem ?,
– Atau malah merasa tidak perlu ada perubahan sistem ?
Analisis Kelayakan Operasional
• Apakah keberadaan sistem nantinya sejalan
dengan strategi organisasi ?,
• Apakah semua level manajemen mau meluangkan
waktu, tenaga, dan pikiran untuk terlibat dalam
pembangunan dan pemeliharaan sistem ?,
• Apakah sistem yang baru akan dapat digunakan
secara efektif oleh seluruh level manajemen ?,
Analisis Kelayakan Operasional
• Adakah kemungkinan munculnya masalah-
masalah legal atau etis ?,
– Apakah keberadaan sistem mempunyai “landasan
hukum” yang memadai/kuat ?
• Adakah perubahan-perubahan (adaptasi) perilaku
dan teknologi yang harus dilakukan oleh
mitra/kustomer organisasi ?,
• dan lain sebagainya
Project Selection and Management
Introduction
• CIOs (chief information officers) are challenged to
select projects that will provide highest return on the
IT investments.
• Project portfolio management has become a critical
success factor for IT departments.
• A selected system development project must
undergo a thorough process of project management.
• A critical success factor for project management is to
start with a realistic assessment of the work and then
manage the project according to the plan.
(cont’d)
• An approval committee must be selective about
where to allocate resources as most organizations
have limited funds.
• If there are several potentially high-payoff
projects, and they all have the same risk, then
maybe only one of the projects will be selected.
Project Selection
• Systems projects today are evaluated in the
context of an entire portfolio of projects.
• Determination of a project’s contribution to an
entire portfolio of a project reinforces the need
for a feasibility study.
• Portfolio management takes into consideration
the different of projects that exist in an
organization.
Ways to Classify Projects
Creating the Project Plan
• Project management life cycle phases consist of:
 initiation,
 planning,
 execution,
 control, and
 closure.
Creating the Project Plan
• The myriad of decisions regarding the project:
 determining the best project methodology,
 developing a work plan for the project,
 determining a staffing plan, and
 establishing mechanisms to coordinate and control the
project.
Project Methodology Options
• A methodology is a formalized approach to
implementing the SDLC.
– Waterfall Development
– Parallel Development
– V-model (variation of the Waterfall
Development)
– Rapid Application Development (RAD)
• Iterative Development
• System prototyping
– Agile Development
Waterfall Development
Parallel Development
V-model
Rapid Application Development: Iterative
Development
Rapid Application Development: System
Prototyping
Rapid Application Development:
Throwaway Prototyping
Agile Development
• A group of programming-centric methodologies
that focus on streamlining the SDLC.
• Includes face-to-face communication
• Extreme programming – emphasizes customer
satisfaction and teamwork.
Extreme Programming
Selecting the Appropriate Development
Methodology
Important factors to consider in selecting the
development methodology
• Clarity of User Requirements
• Familiarity with Technology
• System Complexity
• System Reliability
• Short Time Schedules
• Schedule Visibility
Selecting the Appropriate Development
Methodology
Estimating the Project Time Frame
Developing the Work Plan
Work Breakdown Structure
The project work plan
Staffing The Project
• Staffing Plan
– Staffing levels will change over a project’s lifetime
– Adding staff may add more overhead than additional
labor
– Using teams of 8-10 reporting in a hierarchical
structure can reduce complexity
Reporting structure
Staffing Plan
• The staffing plan describes the kinds of people
working on the project
• The project charter describes the project’s
objectives and rules
• A functional lead manages a group of analysts
• A technical lead oversees progress of
programmers and technical staff members
Motivation
• Use monetary rewards cautiously
• Use intrinsic rewards
– Recognition
– Achievement
– The work itself
– Responsibility
– Advancement
– Chance to learn new skills
Handling Conflict
• Clearly define plans for the project.
• Recognize project importance to organization.
• Project charter listing norms and ground rules.
• Develop schedule commitments ahead of time.
• Forecast other priorities and their possible impact
on the project.
Coordinating Project Activities
• CASE (computer-aided software engineering) tools – A category of
software that automate all or part of the development process.
– Upper CASE
– Lower CASE
– Integrated CASE
• Standards
– Formal rules for naming files
– Forms indicating goals reached
– Programming guidelines
• Documentation
– Project binder
– Table of contents
– Continual updating
Managing and Controlling The Project
• The science (or art) of project management is in
making trade-offs among three important
concepts:
– the size of the system,
– the time to complete the project, and
– the cost of the project.
(cont’d)
Tools for project management – Example of Gantt Chart
Refining Estimates
Managing Scope
• Scope creep happens when new requirements are added to the project
after the original project scope was defined and “frozen.”
– the most common reason for schedule and cost overruns.
• It can happen for many reasons:
 Users may suddenly understand the potential of the new system and realize
new functionality that would be useful;
 developers may discover interesting capabilities to which they become very
attached;
 a senior manager may decide to let this system support a new strategy that
was developed at a recent board meeting.
• In fact, the use of meetings and prototyping has been found to reduce
scope creep to less than 5% on a typical project.
• First, the project manager should allow only absolutely necessary
requirements to be added after the project begins.
Timeboxing
• Incongruencies
– For 80% of the time, users probably use only 20% of the
features.
– Typically, 75% of a system can be provided relatively
quickly, with the remaining 25% of the functionality
demanding most of the time.
• Time-oriented (vs task-oriented)
• Applied especially when rapid application
development (RAD) methodologies are used
Timeboxing steps
1. Set the date for system delivery.
2. Prioritize the functionality that needs to be included in the
system.
3. Build the core of the system (the functionality ranked as
most important).
4. Postpone functionality that cannot be provided within the
time frame.
5. Deliver the system with core functionality.
6. Repeat steps 3 through 5, to add refinements and
enhancements.
SUMMARY
• The project selection process takes into account all of
the projects in the organization, using project
portfolio management.
• The project plan defines the tasks, task time
estimates, and other information.
• A project requires staffing and coordinating project
activities.
• Managing and controlling the project include
timeboxing and risk assessment.
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Analisis & Desain Sistem (Informasi)

Jurusan Teknik Elektro

Mengapa sistem perlu dibangun ?

• Perusahaan akan merugi,

Potential Business Low-Moderate Moderate High

Project Cost Low Low-Moderate High

Risk Low Low-Moderate Very High

1 Project Sponsor Ketua Jurusan Teknik Elektro

Mampukah kita membangun dan memeliharanya ?

Berhargakah jika kita membangunnya ?

Total Benefits  Total Costs

• Net present value (NPV): the difference

Tersediakah waktu untuk membangunnya ?

Sejauh mana dukungan akan diberikan oleh para

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