Identifying Critical Success Factor for IT Project Implementation Using Analytical Hierarchy Process: A Case Study of Clearing and Guarantee Corporation in Indonesia

2021 ◽  
Author(s):  
Indriani Wijiastuti ◽  
Bob Hardian ◽  
Teguh Raharjo ◽  
Agus Suhanto
Keyword(s):  
Analytical Hierarchy Process ◽  
Success Factor ◽  
Project Implementation ◽  
Critical Success Factor ◽  
Critical Success ◽  
It Project ◽  
Hierarchy Process

scholarly journals Pengembangan Critical Success Factor (CSF) untuk Menunjang Kinerja Pejabat Pembuat Komitmen (PPK) dalam Pembangunan Jembatan Ketapang di Banyuwangi

2018 ◽  
Vol 3 (1) ◽  
Author(s):  
Tugiman Tugiman ◽  
Bambang Syairudin
Keyword(s):  
Analytical Hierarchy Process ◽  
High Technology ◽  
Success Factor ◽  
Successful Implementation ◽  
Critical Success Factor ◽  
Consistency Ratio ◽  
Complex Problems ◽  
Critical Success ◽  
Hierarchy Process

Bridge Project is a very complex work with high technology. In the project’s execution there are to many problem, such as delays of implementation, overpayment and other failures. It is necessary to develop of critical success factor (CSF) to support the performance of committing officer (PPK) in the execution of it’s duties and responsibilities in the implementation of the bridge project. The purpose of this study to identify the factors that are relevant to get an idea of the perception of CSF. The method used to solve complex problems in this study using analytical hierarchy process (AHP).The results of this study, the factors that affected the successful implementation of the bridge project, is the ability of the PPK in making self-estimated price (HPS) with the value (0,038), the ability of consultants to assist and provide guidance to the contractor in the licensing value ratio consistency (0,002) and the ability contractor in making the first project handover (PHO) value consistency ratio (0.001). The conclusion is that three factors are veryaffected to support the performance of committing officer (PPK) in the execution of bridge project.

scholarly journals CRITICAL SUCCESS FACTORS (CSF) PELAKSANAAN CLINICAL PATHWAY DI RUMAH SAKIT UMUM DAERAH TUGUREJO SEMARANG

2020 ◽  
Vol 7 (3) ◽  
pp. 109
Author(s):  
Syahrul Hidayat ◽  
Septo Pawelas Arso ◽  
Sudiro Sudiro
Keyword(s):  
Analytical Hierarchy Process ◽  
Clinical Pathway ◽  
Critical Success Factors ◽  
Success Factors ◽  
Success Factor ◽  
Critical Success Factor ◽  
Critical Success ◽  
Hierarchy Process

Dalam rangka memenuhi salah satu syarat yang  pada Standar Akreditasi Rumah Sakit versi KARS 2012, RSUD Tugurejo melalui peningkatkan dan pengembangkan mutu pelayanannya diseluruh jajaran rumah sakit dengan salahsatunya penyelenggaraan clinical pathway. Tujuan penelitian ini adalah mengidentifikasi critical success factor pada pelaksanaan clinical pathway berdasarkan tingkatan kelompok manajemen, kelompok praktisi dan kelompok verifikasi.Penelitianini menggunakan metode mix method yaitu metode kualitatif untuk mendapatkan informasi yang lebih mendalam tentang pelaksanaan clinical pathway berdasarkan model implementasi Van Merter  dan Van Horn dilihat dari kriteria sasaran dan tujuan, kriteria komunikasi, kriteria sumber daya dan kriteria disposisi untuk menentukan success factors dan metode kuantitatif dilakukan pembuatan kuisoner untuk pembobotan menggunakan Analytical Hierarchy Process (AHP). Nilai pembobotan dapat diidentifikasi dari success factors yang kemudian diklasifikasikan menjadi critical success factors. Penelitian dilaksanakan di masing-masing perwakilan bagian yang terlibat pelaksanaan clinical pathway.  Waktu pelaksanaan mulai bulan Juli sampai September 2019.Hasil dari penelitian diperoleh terdapat 4 critical success factors yaitu “meningkatkan kepatuhan, kesadaran dan tanggung jawab para pemberi asuhan pengisian clinical pathway” (48,9%), “membuat buku panduan pelaksanaan clinical pathway” (43,1%), “menambah petugas penanggung jawab clinical pathway” (36,7%), dan “meningkatkan komitmen para pemberi asuhan sesuai dengan standar pelaksanaan clinical pathway” (39,3%).

Infosys Technologies, Limited

2005 ◽  
pp. 289-314 ◽  
Author(s):  
Nikhil Mehta ◽  
Anju Mehta
Keyword(s):  
Knowledge Management ◽  
Success Factor ◽  
Critical Success Factor ◽  
Critical Success

Despite the emergence of knowledge management (KM) as a critical success factor, few organizations have successfully orchestrated the implementation of a KM initiative. This chapter highlights the implementation efforts of one such firm — Infosys Technologies, Limited. In this case, we discuss how KM emerged as a strategic requirement of the firm, and various capabilities the firm had to develop to fulfill this requirement. In other words, we discuss KM implementation as a confluence of multiple initiatives. We hope that by presenting this idea through the use of a case study we will assist readers to understand the intricate relationships between different facets of KM implementation.

scholarly journals Kajian Perencanaan Strategis Sistem Informasi pada Bisnis Ritel Berbasis Metodologi Ward & Peppard : Studi Kasus PT. Gramedia Asri Media

2019 ◽  
Vol 6 (3) ◽  
pp. 245
Author(s):  
Christina Deni Rumiarti ◽  
Bagas Ryant Setiawan ◽  
I Dewa Made Pranata Wiana
Keyword(s):  
Value Chain ◽  
Business Environment ◽  
Global Competition ◽  
Success Factor ◽  
Critical Success Factor ◽  
Internal Environment ◽  
Critical Success ◽  
Retail Business ◽  
Business Analysis

<p>Persaingan global menuntut setiap bisnis melakukan inovasi dalam pemanfaatan sistem dan teknologi informasi (SI/TI) untuk meningkatkan nilai tambah. Alur informasi yang tidak berjalan optimal dapat menjadi kendala bagi bisnis. Terkait hal tersebut, permasalahan yang kemudian menjadi isu penting diantaranya adalah potensi kerugian akibat ketidaksesuaian data stok di sistem inventori dengan stok aktual, serta prioritas pengembangan sistem informasi yang belum terencana dengan matang. Permasalahan tersebut mendorong perlu adanya perencanaan yang matang dan terukur untuk mencapai visi-misi perusahaan. Penelitian ini mengambil studi kasus PT. Gramedia Asri Media yang merupakan salah satu bisnis ritel terbesar di Indonesia. Alur metodologi dalam studi ini terdiri dari analisis bisnis internal, analisis lingkungan bisnis eksternal, analisis lingkungan SI/TI internal, dan analisis lingkungan SI/TI eksternal. Metode yang digunakan untuk menganalisis lingkungan bisnis internal adalah <em>internal value chain</em>, dan <em>Critical Success Factor</em> (CSF), sementara itu analisis PESTLE, <em>five forces</em>, dan <em>eksternal value chain</em> diaplikasikan untuk menganalisis lingkungan bisnis eksternal. Metode yang digunakan untuk menganalisis lingkungan internal SI/TI adalah Portofolio McFarlan, sementara itu studi literatur dan observasi digunakan untuk melakukan analisis lingkungan eksternal SI/TI. Dengan menggunakan metodologi Ward dan Peppard ini, dihasilkan <em>roadmap</em> SI/TI yang selaras dengan kebutuhan bisnis serta dapat dibangun dalam jangka waktu 4 tahun.</p><p><em><strong>Abstract</strong></em></p><p><em>Global competition requires every business innovates their systems and information technology (IS/IT) to increase their value. The better the information runs, the wider the value increases. Related to that, some problems becoming important matter are potential losses due to the discrepancy of stock data in the inventory system with actual stock, and the priority of information systems development that have not been well planned as well. This situation encourages the need of measurable planning to achieve the company's vision and mission. This study took a case study of PT. Gramedia Asri Media, one of the largest retail business in Indonesia. The methodology applied in this study consists of external business analysis, internal business analysis, external IS/IT analysis, and internal IS/IT analysis. The methods assessed to analyze the internal business are the internal value chain, and the Critical Success Factor (CSF), while the PESTLE, five forces, and external value chain analyzes are applied to analyze the external business environment. Furthermore, the method used to analyze the internal environment of IS / TI is the McFarlan Portfolio, while the literature and observation studies are used to conduct analysis of the IT external environment. Assessing the Ward and Peppard methodology, an IS/IT roadmap is aligned with business needs and can be developed within 4 years.</em></p>

Penggunaan Kaedah Ukur Rujuk dalam Pemprosesan Seramik bagi Meningkatkan Kualiti dan Produktiviti

2012 ◽  
Author(s):  
Azmi Hassan ◽  
Chairul Saleh ◽  
Baba Md. Deros ◽  
Saravanan Muniyandi
Keyword(s):  
Performance Improvement ◽  
Success Factor ◽  
Continuous Performance ◽  
Critical Success Factor ◽  
Ceramic Processing ◽  
Practical Application ◽  
Critical Success ◽  
Expected Outcome ◽  
Continuous Performance Improvement

Kertas kerja ini membentangkan penggunaan kaedah ukur rujuk secara amali di sebuah syarikat memproses seramik. Sesebuah organisasi yang menggunakan kaedah ukur rujuk perlu melakukannya dengan betul dan tepat agar ia dapat mencapai hasil yang diharapkan. Kertas kerja ini membincangkan dan menumpukan teknik ukur rujuk luaran dari aspek pemprosesan, produktiviti dan kualiti produk. Sebuah syarikat pemprosesan seramik telah melaksanakannya dengan kajian kes dan pembangunan model yang melibatkan empat fasa utama. Ia diikuti dengan usaha–usaha peningkatan prestasi. Keputusan ukur rujuk juga dipaparkan dalam kertas kerja ini. Kata kunci: Ukur rujuk; peningkatan prestasi berterusan; faktor kritikal kejayaan This paper presents the practical application of benchmarking method in a ceramic processing company. In order to get the expected outcome, the organisation that would implement the benchmarking method should do it correctly and accurately. This paper discussed and concentrates on external benchmarking from the aspects of processing, productivity and product quality. This ceramic processing company has conducted the benchmarking effort, which comprises of four phases via a case study and development of a model. It was followed by several efforts to improve the performance. This paper also presents the results of the benchmarking project. Keyword: Benchmarking; continuous performance improvement; critical success factor

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