PETI Modelo para la tutoría en la educación superior

Actualmente las universidades mejoran sus procesos educativos y buscan disminuir la deserción, rezago y bajo índice de eficiencia terminal, por lo tanto se transforma el rol docente, la participación del estudiante en su formación y metodologías de enseñanza. Este escenario permite a la tutoría personalizar el proceso de enseñanza-aprendizaje y la orientación personal, académica y profesional del tutorado. Para ello, se necesita una planificación estratégica que identifique la interacción entre las áreas involucradas de la tutoría, basado en un modelo que integre la visión estratégica universitaria, con la visión estratégica de Tecnología de Información (TI) en una visión única. El método de Planeación Estratégica de TI (PETI), identifica la situación actual y estrategias de negocio de la tutoría, estableciendo las bases para construir la arquitectura de TI deseada para obtener fácilmente la estrategia de TI, que mejore continuamente el proceso tutorial para incrementar la calidad educativa de la universidad. Now a days, universities improve their educational process and search to reduce the desertion, lag and law terminal efficiency index, therefore change the teachers’ roll, students’ participation in their training and teaching methodologies. This stage allow the tutorship to personalize the teaching-learning process and the personal, academic and professional orientation of the tutor. For this reason, We need a strategic planification to identify the interaction in the areas involved in the tutoring based on a model that integrates the strategic university vision, with the strategic vision of Information Technology (IT) in a single vision. The Strategic IT Planning (PETI) method to identifies the current situation and business strategies of the tutoring, establish the bases to build IT architecture to obtain the IT strategies in easily form that make better tutorial process to increase the Educational quality of the university.

Green it! Planning more sustainable conferences

Climate change and the COVID-19 pandemic challenge us to re-evaluate the way we live and work. In the academic sector, this includes organising and attending conferences and other scientific meetings. The pandemic has led EAHIL 2020 to be moved online, which is “greener” than physical meetings, but has interactional drawbacks. On the other hand, planning of physical conferences can make use of existing guidance to improve the environmental impact in areas such as venue and travel arrangements, catering, waste reduction as well as communication. In the future, conference organisers can draw upon insights into remote and virtual collaboration gained during the pandemic. Hybrid conferences that allow physical and remote attendance might become an option for increased sustainability of scientific meetings.

Pembuatan Rencana Strategis SI/TI Sebagai Acuan Pengembangan SI/TI Rumah Sakit Pelabuhan Palembang

The Palembang Port Hospital has used and utilized IT tools in line with the vision of becoming the best hospital in the national health industry with world-class professional services. To benefit from the use of IT equipment, the management of the Palembang Port Hospital must have knowledge of how the device is planned properly so that the results obtained are as expected. Otherwise it will cause a mismatch between the current device / application and the application needed in the future. Based on this, a strategic planning is required so that IT development runs directed and in accordance with the expected values ​​of hospital management. The preparation of this strategic plan uses the Anita Cassidy framework in 4 phases, namely (1) Visioning Phase discusses current business conditions, (2) Analysis Phase discusses current IT conditions, (3) Direction Phase contains IT planning stages and (4) Recommendation Phase is the final result of the preparation of a strategic plan in the form of a final roadmap. In the preparation of the strategic plan for the Palembang Port Hospital, 9 projects were identified, namely 3 projects related to applications, 4 projects related to network infrastructure development, 2 documentation projects and IT training. In addition, an estimate of the time the project will start is also developed.

Connecting Enterprise Architecture and Project Portfolio Management

Enterprise architecture (EA) and project portfolio management (PPM) are key areas when it comes to connecting enterprise strategy and information technology (IT) projects. Both management disciplines enhance business capabilities, integrate skilled resources, and govern affiliated processes and functions. A skillful comprehension of the links between these managerial areas is essential for effective IT planning. This article elaborates on the common grounds and structural attachment of EA and PPM, showing the substantiated relations between them and demonstrating their cohesiveness. From strategic planning to solution delivery, a conceptual model for IT project alignment integrates these IT management disciplines over two levels. EA ascertains the technical goals and constraints, whereas PPM determines the organizational goals and constraints. The results from both sides are combined to jointly propose, select, prioritize, and schedule IT projects. Roadmapping is a suitable approach to bring EA and PPM together.

Menyelaraskan Perencanaan Strategi Teknologi Informasi yang Didasarkan pada Strategi Manajamen Teknologi Informasi dan Strategi Bisnis

Success in competition in a business is related to the development of core competencies, strategic alignment and long-term strategic planning in order to maintain the competitive advantage of a business. A company needs alignment between IT strategy and Business Strategy. Planning IT Strategy is the first step between the processes of a company information system and is a guideline of the company's information system and the basis of implementation. This paper aims to discuss how to make appropriate IT strategic planning. After discussing the Strategic Alignment Model and the relationship between IT strategy and business strategy, it proposes strategic IT planning models based on business strategies, which consist of IT assessment and analysis, IT planning and design as well as IT implementation and design. Then, give an example to illustrate how to make IT strategic planning using the model. Sukses dalam persaingan dalam sebuah bisnis terkait dengan pengembangan kompetensi inti, keselarasan strategi dan perencanaan strategis jangka panjang agar dapat mempertahankan keunggulan kompetitif dari sebuah bisnis. Sebuah perusahaan membutuhkan keselarasan antara strategi IT dan Strategi Bisnis. Perencanaan Strategi IT merupakan langkah pertama antara proses dari sebuah sistem informasi perusahaan dan merupakan pedoman dari system informasi perusahaan serta dasar pelaksanaan. Tulisan ini bertujuan untuk membahas bagaimana membuat perencanaan strategis IT yang tepat. Setelah membahas Model Keselarasan Strategis dan hubungan antara IT strategi dan strategi bisnis, itu mengusulkan IT strategis model perencanaan didasarkan pada strategi bisnis, yang terdiri IT penilaian dan analisis, perencanaan dan desain IT serta implementasi dan desain IT. Kemudian, memberikan contoh untuk menggambarkan bagaimana membuat perencanaan strategis IT dengan menggunakan model tersebut.

Perencanaan Arsitektur SI/TI menggunakan Framework TOGAF (Studi Kasus : Dinas Perpustakaan dan Kearsipan Daerah Kota Tasikmalaya)

The planning of system and information technology architecture is one effort which is needed by the organization so that the IS/IT which applied are fitting the needs of business organization. The Tasikmalaya City Department of Library and Archive has not done the IS/IT architecture planning nor fully applied the IS/IT. Therefore, a system and information technology planning is required to identify what system and technology which needed by the Tasikmalaya City Department of Archive and Library. The framework used in composing the IS/IT planning was TOGAF with the ADM as the architecture development method. The TOGAF's stages used in this research were started from Preliminary Phase to Phase E: Opportunities and Solutions. The result of this IS/IT architecture planning is a blueprint which in sync with the business needs for Tasikmalaya City Department of Archive and Library which consisted of business architecture, information system architecture and technology architecture.

The Benefits of Enterprise Architecture for Library Technology Management: An Exploratory Case Study

This case study describes how librarians and enterprise architects at an Australian university worked together to document key components of the Library’s “as-is” enterprise architecture (EA). The article covers the rationale for conducting this activity, how work was scoped, the processes used, and the outputs delivered. The author discusses the short-term benefits of undertaking this work, with practical examples of how outputs from this process are being used to better plan future library system replacements, upgrades, and enhancements. Longer-term benefits may also accrue in the future as the results of this architecture work inform the Library’s IT planning and strategic procurement. This article has implications for practice for library technology specialists as it validates views from other practitioners on the benefits for libraries in adopting enterprise architecture methods and for librarians in working alongside enterprise architects within their organizations.

Estudio Transversal de Procesos Administrativos en Municipios de la Huasteca Norte

This paper focuses, first, on presenting a tool designed as a methodological proposal to help the municipal administrations to improve their administrative processes. This is possible by taking into consideration the phases that integrates it (Planning, Organization, Integration, Direction and Control) in order to identify the steps of the process where there are failures. This, however, makes it possible to detect them, apply corrective measures, and ensure that they are able to carry out processes of continuous improvement. Secondly, the document presents a study in which a methodology was applied. Here, it could be documented that for the case of the municipalities of Tamasopo, Tamuín and Ciudad Valles in the State of San Luis Potosí, a lack of systematization was detected in the administrative processes. The results have allowed us to perceive a differentiated opinion between the perception that the Heads of Department have regarding the application of the Administrative Process and the opinion that operative workers have regarding the phases of planning, organization, integration, direction, and control.