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 3I’S 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 employee’s 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 stakeholder’s 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 employee’s 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 organization’s 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 organization’s 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
