scholarly journals Perencanaan Strategis Sistem Informasi pada PT. Indah Kiat Pulp & Paper Tbk

2014 ◽  
Vol 5 (2) ◽  
pp. 905
Author(s):  
Rainer Hannesto
Keyword(s):  
Information Technology ◽  
Information System ◽  
Strategic Planning ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Business Growth ◽  
The Balanced Scorecard ◽  
Lack Of Information ◽  
Pulp Paper

Business growth nowadays is very rapid. Most organization in all industry depends on information technology to compete in industrial competition. Before make a decision to invest in information technology, better to make planning for alignment between information technology and strategy that can brings benefit to company. The lack of information System strategic planning can have an impact on the achievement of the vision and mission of the organization.This research was conducted based on the framework by Ward & Peppard. Researchers interviewed the management and doing direct observation to determine the current business processes. Researchers also get the data by distributing questionnaires to the employees of the organization as well as literature. The result of this study is the composition of an application portfolio that contains information system strategic planning needs, management and infrastructure also performance measurement targets indication based on the results of the analysis of the Balanced Scorecard.

Measuring and Managing E-Business Initiatives through the Balanced Scorecard

2011 ◽  
pp. 152-168 ◽  
Author(s):  
Wim Van Grembergen ◽  
Isabelle Amelinckx
Keyword(s):  
Information Technology ◽  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Measurement System ◽  
Financial Measures ◽  
The Balanced Scorecard ◽  
Business Perspective ◽  
Customer Perspective ◽  
A Performance

The Balanced Scorecard (BSC) initially developed by Kaplan and Norton is a performance measurement system that supplements traditional financial measures with the criteria that measure performance from three additional perspectives: customer perspective, internal business perspective, and innovation and learning perspective. In recent years, the Balanced Scorecard has been applied to information technology in order to ensure that IT is fairly evaluated. The proposed methodology can also be applied to e-business initiatives. In this chapter, it is illustrated how the BSC can be used to measure and manage e-business initiatives. A generic e-business Balanced Scorecard is proposed and its development and implementation is discussed.

scholarly journals Evaluasi Tata Kelola TI Berdasarkan Perspektif Internal Balance Scorecard dan Framework Cobit 4.1 (Studi Kasus: Institut Teknologi Budi Utomo Jakarta Timur)

Respati ◽  
2020 ◽  
Vol 15 (2) ◽  
pp. 37
Author(s):  
Febrian Destyanto ◽  
Kusrini Kusrini ◽  
Henderi Henderi
Keyword(s):  
Information System ◽  
Information Systems ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Maturity Level ◽  
Model Framework ◽  
The Balanced Scorecard ◽  
Business Goals ◽  
Level 3 ◽  
Level 2

INTISARITata kelola sistem informasi menentukan tingkat pencapaian dari tujuan bisnis perusahaan. Semakin baik tata kelola sistem informasi berdampak pada keberhasilan mengelola proses dan tujuan bisnis dalam aspek akuntabilitas, resposibilitas dan transparansi. Model COBIT 4.1 digunakan untuk dapat mengukur tingkat keberhasilan suatu tata kelola sistem informasi sesuai dengan tujuan bisnis perusahaan. penelitian ini dilakukan untuk mengetahui tingkat kematangan tata kelola sistem informasi dari institut teknologi budi utomo dengan menggunakan perspektif internal dengan focus peningkatan dan pemeliharaan fungsionalitas proses bisnis pada model Balanced Scorecard sebagai alat untuk memetakan rencana strategis perusahaan, lalu dilakukan pengukuran tingkat kematangan menggunakan sub domain terpilih pada COBIT 4.1. Dari pemetaan Balanced Scorecard dan COBIT4.1 diperoleh sub domain PO2, PO3, AI2, AI4, dan AI7 yang digunakan untuk mengevaluasi tata kelola sistem informasi pada institut teknologi budi utomo berdasarkan model framework COBIT 4.1. Hasil pengukuran tingkat kematangan sub domain terpilih didapatkan hasil tingkat kematangan level 2 atau proses sudah dilakukan namun belum baku dan terdokumentasi secara terstruktur. Sedangkan tingkat kematangan yang diharapkan berada pada level 3 atau proses sudah terdefinisi baku dan terdokumentasi dengan struktur yang jelas dan baik. Hasil akhir dari penelitian berupa rekomendasi perbaikan untuk menuju tingkat kematangan yang diharapkan. Kata Kunci : Tingkat Kematangan, Balanced Scorecard (BSC), Perspektif Internal, COBIT 4.1, Tata Kelola Sistem Informasi ABSTRACTInformation system governance determines the level of achievement of the company's business goals. The better governance of information systems affects the success of managing business processes and objectives in aspects of accountability, resposibility and approval. The COBIT 4.1 model is used to measure the success of an information system governance in accordance with the company's business goals. This research was conducted to study the maturity level of information systems governance Institut Teknologi Budi Utomo using an internal perspective with a focus on improving and maintaining business process functionality in the Balanced Scorecard model as a tool to map out the company's strategic plan, then measuring the maturity level using sub domains obtained in COBIT 4.1. From the mapping of the Balanced Scorecard and COBIT4.1, PO2, PO3, AI2, AI4, and AI7 sub-domains are used to collect information systems governance at the utmost Budi technology institution based on the framework of the COBIT 4.1 model. The results of the measurement of the level of maturity of the sub domain are taken the level 2 maturity level results or the process has been carried out but not yet standardized and structured documented. While the expected level of maturity at level 3 or process is standard and documented with a clear and good structure. The final results of the study consisted of improvements to achieve the expected level of maturity. Keywords: Maturity Level, Balanced Scorecard (BSC), Internal Perspective, COBIT 4.1, Information System Governance

Performance Measurement in ITG Based on Balanced Scorecard

2014 ◽  
Vol 3 (2) ◽  
pp. 122
Author(s):  
Haviluddin Haviluddin ◽  
Rayner Alfred
Keyword(s):  
Artificial Intelligence ◽  
Information Technology ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
It Governance ◽  
Organizational Strategies ◽  
Non Profit ◽  
The Balanced Scorecard ◽  
East Kalimantan ◽  
Hybrid Framework

The article reports on our work in conducting performance measurement for the management of Information Technology (IT) by applying the Balanced Scorecard (BSC) at Mulawarman University, Samarinda, East Kalimantan, Indonesia. The results of this study are then used to propose a hybrid framework that applies both BSC and a artificial intelligence (AI) techniques in order to measure the performance of IT governance generally. This article also examines BSC’s abilities and its flexibility compared to other methods in measuring the performance of IT governance. The proposed hybrid framework is expected to yield a management that produces a scorecard measures that are more rigorous, accurate and consistent with the objectives and organizational strategies in non-profit organizations, especially educational ones.

scholarly journals PENERAPAN BALANCED SCORECARD SEBAGAI TOLOK UKUR PENGUKURAN KINERJA

2019 ◽  
Vol 4 (2) ◽  
pp. 571
Author(s):  
Kusnadi Yudha Wiguna ◽  
Riswati Wati ◽  
Yayuk Marliza
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Descriptive Analysis ◽  
Poor Performance ◽  
Primary Data ◽  
Hospital Data ◽  
The Balanced Scorecard ◽  
Mother And Child ◽  
Child Hospital

The purpose of this study was to determine the performance of the Dwi Sari Lubuklinggau Mother and Child Hospital measured using the Balanced Scorecard. This research is a qualitative descriptive study. The operational variable of this research is performance measurement with four perspective indicators in the balanced scorecard namely financial perspective, customer perspective, internal business process perspective, learning and growth perspective. Data sources used in this study are primary data obtained from questionnaire results for patients and hospital employees and interviews. Secondary data is in the form of hospital profiles and financial data and hospital data. The data analysis technique used is descriptive analysis. The results showed that Dwi Sari Lubuklinggau's Mother and Child Hospital so far in measuring financial performance is only based on financial reports by looking at revenue growth and has not yet implemented performance measurement with a balanced scorecard. The application of the balanced scorecard to the Dwi Sari Lubuklinggau Mother and Child Hospital using four perspectives on average shows good performance, there are only a few indicators of performance measurement on the customer's perspective and the perspective of internal business processes that show poor performance.

scholarly journals Perencanaan Strategi Sistem dan Teknologi Informasi pada PT. Tripuri Mitra Nobelindo

2011 ◽  
Vol 2 (1) ◽  
pp. 341
Author(s):  
Dewan Pelawi ◽  
Franky Franky ◽  
Charles Willy ◽  
Bobby Irwanza
Keyword(s):  
Information Technology ◽  
Information System ◽  
Strategic Planning ◽  
Value Chain ◽  
Business Strategy ◽  
Business Processes ◽  
Future Application ◽  
It Strategy ◽  
Growth And Survival ◽  
Business Goals

Competitions faced by companies are some obstacles in achieving the business objectives to maintain the company's growth and survival. The use of information technology trend requires companies to use it in order to compete with competitors. Strategic planning of information system (IS) and information technology (IT) which refer to business strategy should be customized to the company's business processes. The process of finding a future application portfolio is preceded by the discovery of business strategy, IS/IT strategy managemen and IT strategy. The method used is the strategic planning of information system and information technology of Ward and Peppard. The discovery of business strategy through internal and external analysis of the company is done using tools: PEST, SWOT, Porter's five competitive model, Value chain, and CSF. The analysis of the current information systems helps determine the proposed IS and IT plan. The result achieved is strategic system plan and information technology that are appropriate to the company in achieving its business goals. 

scholarly journals INTEGRASI METODE BALANCED SCORECARD DAN SISTEM MANAJEMEN PENGENDALIAN

2012 ◽  
Vol 3 (2) ◽  
pp. 862
Author(s):  
Teguh Sriwidadi
Keyword(s):  
Control System ◽  
Performance Measurement ◽  
Nonprofit Organizations ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Sales Force ◽  
Management Control ◽  
Management Control System ◽  
Interactive Control ◽  
The Balanced Scorecard

This article discusses sales force performance measurement at PT Merapi Utama Pharma and integrates performance measurement and management control system. The balanced scorecard (BSC) is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. The balanced scorecard suggests that we view the organization from four perspectives : the learning and growth perspective, the internal business processes perspective, the customer perspective, and the financial perspective.The management control system used is levers of control framework, included beliefs control system, boundary control system, diagnostic control system, and interactive control systems. 

scholarly journals Perencanaan Strategis Sistem Informasi dengan Metodologi Ward and Peppard dan AHP SMK Ma’arif NU 1 Ajibarang

2021 ◽  
Vol 14 (1) ◽  
pp. 90-104
Author(s):  
Pajar Septianto ◽  
Atipa Muji ◽  
Lucky Sholihin ◽  
Reni Utami
Keyword(s):  
Information Technology ◽  
Information System ◽  
Information Systems ◽  
Strategic Planning ◽  
Business Strategy ◽  
Business Processes ◽  
Educational Institution ◽  
Strategic Information ◽  
Strategic Information System ◽  
Implementation Plans

As an old educational institution, SMK Ma'arif NU 1 Ajibarang is growing rapidly, however it has not implemented Information Systems and Information Technology optimally in its business processes and does not yet have an Information Systems strategic planning portfolio. This is deemed necessary in making a strategic information system, in order to provide superiority in business competition. Information system strategic planning is one of the keys in implementing information systems and information technology in business activities. Strategic planning in this study uses themethod Ward and Peppard to compile an information system strategic plan at SMK Ma'aif NU 1 Ajibarang and AHP to determine the application roadmap. The results of this analysis define the information system strategic planning company in the form of an information system business strategy, information system management strategy and information technology, information system strategy, information system recommendations, future applications and implementation plans.

Balanced Scorecard: Myth and Reality

2005 ◽  
Vol 30 (1) ◽  
pp. 51-66 ◽  
Author(s):  
I M Pandey
Keyword(s):  
Strategic Planning ◽  
Performance Measures ◽  
Balanced Scorecard ◽  
Success Factors ◽  
Business Processes ◽  
Planning Process ◽  
Tracking System ◽  
Successful Implementation ◽  
Strategic Planning Process ◽  
The Balanced Scorecard

The performance improvement process is a critical component of the strategic planning process. Call it by any name, the process is very vital, and it has always been practised by many companies worldwide for a long time. This process has been recently dubbed as the balanced scorecard. The balanced scorecard is a system of combining financial and non-financial measures of performance in one single scorecard. It includes performance measures for four perspectives: financial, customer, internal business processes, and learning and growth (innovation). It need not be restricted to four perspectives; more may be added. The social responsibility and environmental concerns are two possible candidates. The balanced scorecard focuses on the link between business processes and decisions and results. It is considered as a device to guide strategy formulation, implementation, and communication. It also helps in tracking the performance and providing quick feedback for control and evaluation. A number of companies in the USA and a few companies in India have implemented the balanced scorecard. The success of the balanced scorecard or a similar device will depend on the clear identification of non-financial and financial variables and their accurate and objective measurement and linking the performance to rewards and penalties. The proponents of the balanced scorecard claim that it aligns with strategy leading to better communication and motivation which causes better performance. This assumption could be the single most important reason for the popularity of the balanced scorecard. However, this may or may not be true in practice. This is an empirical question. There is a need to document the experiences of the balanced scorecard companies and establish the cause-effect relationship. There are several reasons for the use of the balanced scorecard by organizations: The balanced scorecard is a comprehensive tool to understand the target customers, their requirements, and the performance gaps. The balanced scorecard provides logic for focusing on creating intangible and intellectual capital which under the traditional financial performance systems was difficult to do. The balanced scorecard is able to articulate the strategy of growth with business excellence which requires greater focus on non-financial initiatives. The balanced scorecard enables employees to understand strategy and link strategic objectives to their day-to-day operations. The balanced scorecard facilitates performance review and feedback on a continuous basis. The balanced scorecard, we strongly believe, will be useful to an organization when it is a part of the strategic planning process. A successful implementation of the balanced scorecard has the following other prerequisites: Top management commitment and support Determining the critical success factors (CSFs) Translating CSFs into measurable objectives (metrics) Linking performance measures to rewards Installing a simple tracking system Creating and linking the balanced scorecards at all levels of the organization Setting up a sound organizational communication system to harness advantages of the balanced scorecard Linking strategic planning, balanced scorecard, and budgeting process for better allocation of resources.

Using the Balanced Scorecard to Measure the Performance of Your HR Information System

2002 ◽  
Vol 31 (4) ◽  
pp. 543-557 ◽  
Author(s):  
Wesley O. Hagood ◽  
Lee Friedman
Keyword(s):  
Information System ◽  
Human Resources ◽  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Value Added ◽  
Program Director ◽  
Performance Measurement System ◽  
The Balanced Scorecard ◽  
Human Resources Information System

One of the most significant challenges faced by public personnel executives today is measuring the performance of their human resources information system (HRIS) in order to justify the value-added contribution of the HRIS to accomplishing the organization's mission. Over the last year, the CIA developed and implemented a balanced scorecard-based performance measurement system for its HRIS to justify cost and highlight the effectiveness of the system. The HRIS Program Director, Patricia Minard, used the Kaplan-Norton balanced scorecard framework to identify and align the organization's goals, objectives, and measures; to gather baseline data to measure against established measurement targets; and to measure and demonstrate the value-added contribution of the HRIS.

scholarly journals Implementation Of The Balanced Scorecard As A Performance Measure STKIP PGRI Tulungagung

2017 ◽  
Author(s):  
Tutut Suryaningsih
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Performance Measure ◽  
Performance Measurement System ◽  
Measurement Tool ◽  
Prospective Students ◽  
The Balanced Scorecard ◽  
A Company ◽  
A Performance

Competition between universities in the age of globalization is increasingly tight. Univer sities vying to improve its quality so that the confidence of customers, in this case prospective students is increasing. Therefore we need a performance measurement system that can be used by management to evaluate the performance and the performance of the existing business processes in college. The results of this evaluation will be very important to plan and determine the steps and strategies to achieve the strategic vision, mission, and goals of the institution. One method that can be used as a performance measure is balanced scorecard method. In the balanced scorecard, performance is not only seen from the financial aspect, but also other aspects beyond the financial aspects of the support and influence on the financial aspects, namely the customer, internal business processes, and learning and growth. Therefore, the purpose of this study is to implement the Balanced Scorecard method for measuring the performance STKIP PGRI Tulungagung.The end result of this implementation is a company scorecard is a scorecard (performance measurement tool) consisting of strategy, performance measures, targets to be achieved, which are grouped into each section in STKIP PGRI Tulungagung viewed from four perspectives on the balanced scorecard

Sign in / Sign up

Export Citation Format

Share Document