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strategic initiatives
Support long-range technology planning in collaboration with decision
makers.
Evaluate technical solutions and monitor emerging global standards.
Establish technology standards consistent with IT and business
objectives.
Ensure technical planning and designs conform to the organization's
technology standards
Assist the IT Steering Committee in understanding and mitigating
business risk of new and existing technology.
Technology Standards
Technology standards guide industries and organizations in selecting hardware
and software and developing new applications. In the United States, the National
Institute of Standards and Technology releases publications titled Federal
Information Processing Standard as guidance to federal agencies and those who
do business with the federal government. The worldwide Institute of Electronics
and Electrical Engineers (IEEE) has issued standards governing the
manufacturing of electrical and electronics products. Hardware and software
standards ensure compatibility between applications and ease the burden of
technology integration and technical support.
Users may focus on the short-term solutions forgetting the job done as quickly as
possible, and may ignore the long-term organizational perspective. For example,
user departments may invest in an architectural platform that is incompatible with
that of the rest of the company. But, when problems occur users look to the IT
organization for support because they do not have the technical expertise. Users
want decentralization when it comes to controls over data, but they want
centralization when it comes to support. User controlled systems are effective
and efficient for solve ing particular department problems in the short term.
However, these implementations may not be appropriate for the organization as
a whole.
IT organizations, however, can focus on existing technology and orderly
development at the expense of user needs, one of the reasons for the growth in
end-user computing Central IT control can offer advantages to the organization
as a whole. IT staff usually have the technical expertise experience to manage
projects using established standards. The challenge is to combine the strengths of
these two groups to make better use of the technology to fulfill organizational goals.
Terjemahan
Standar Teknologi
Teknologi standar panduan industri dan organisasidalam memilih hardware dan
perangkat lunak dan mengembangkan aplikasi baru. Di Amerika Serikat, National
Institute of Standards and Technology melepaskan publikasi berjudul Informasi
Federal Processing Standard sebagai pedoman untuk agen-agen federal dan
mereka yang melakukan bisnis dengan pemerintah federal. Seluruh dunia
Institute of Electronics dan Electrical Engineers (IEEE) telah mengeluarkan
standar yang mengatur pembuatan produk listrik dan elektronik. Hardware dan
software standar memastikan kompatibilitas antara aplikasi dan meringankan
beban integrasi teknologi dan dukungan teknis.
Pengguna dapat fokus pada solusi jangka pendek melupakan pekerjaan yang
dilakukan secepat mungkin, dan mungkin mengabaikan perspektif organisasi
jangka panjang. Misalnya, departemen pengguna dapat berinvestasi pada
platform arsitektur yang tidak sesuai dengan yang dari sisa perusahaan. Tapi,
bila terjadi masalah pengguna melihat ke organisasi TI untuk dukungan karena
mereka tidak memiliki keahlian teknis. Pengguna ingin desentralisasi ketika
datang ke kontrol atas data, tetapi mereka ingin sentralisasi ketika datang untuk
mendukung. Pengguna dikendalikan sistem yang efektif dan efisien untuk
memecahkan ing masalah departemen tertentu dalam jangka pendek. Namun,
implementasi ini mungkin tidak sesuai untuk organisasi secara keseluruhan.
Organisasi TI, bagaimanapun, dapat fokus pada teknologi dan
pengembangan tertib yang ada dengan mengorbankan kebutuhan pengguna,
salah satu alasan untuk pertumbuhan pengguna akhir komputasi kontrol IT
Central dapat menawarkan keuntungan kepada organisasi secara keseluruhan.
Staf IT biasanya memiliki pengalaman keahlian teknis untuk mengelola proyek
menggunakan standar yang ditetapkan. Tantangannya adalah untuk
menggabungkan kekuatan dari kedua kelompok ini untuk membuat lebih baik
menggunakan teknologi untuk memenuhi tujuan organisasi.
Focus on Technology
One of the common myths is that CRM software will fix all of the
company's problems, and they need the newest software to fix lagging
sales. Analysts and users claim that vendors have hyped CRM's
capabilities far beyond what is being delivered, and that because so
many customers did not know what they wanted in the first place,
many CRM implementations should never have been started. Vendors
are hyping their products to all levels of the organization as a solution
in all problem areas. In a troubled economy, companies buy the
vendors' message and be on CRM software to turn around their sales.
Companies need to understand how to change their business
processes and leverage CRM software and best practices to help
facilitate this change. The CRM software itself is not going to make a
company customer-focused, but prope: business process change will.
This requires business strategy and IT strategy to coincide.
Resistance to Change
Another common mistake, made by big and small businesses alike, is
underestimating the resistance to a new system such as CRM, which is created
by organizational habits. New systems fail most often because of cultural
barriers, not systems problems. The turf issues that exist within | organizations
the invisible but thick walls that exist between parts of the organization and even
between different product groups within an organizationreally get in the way.
Regardless of any company's current dynamics, the sales force must support a CRM
imple: mentation if the system is to succeed. Many large sales organizations, such as
Ford Motor, Kodak. Coca-Cola, and others, are justifiably wary, having suffered an illconceived attempt at sales force automation in the past. To ease their fears, the
strategic plan needs input from the sales team even before a system has been planned.
Sales teams will always get behind a solution if it has been introduced in the right
manner.
The real problem is that people do not like change, cannot deal with loss of control,
like stabil. ity, and fear the unknown. If the business and IT management fail to address
these issues and adequately communicate these changes to the users, the CRM project
will be doomed from the start. The key to changing management is to address the
concerns of all levels of employees and gain user acceptance and buy-in. Sales teams
typically demonstrate acceptance of a solution that
Poor performance
Terjemahan
Selama tim penjualan dapat menjawab pertanyaan tentang apa yang di dalamnya
bagi mereka, mereka akan jauh lebih mungkin untuk merangkul solusi CRM baru.
These key barriers have resulted in lower adoption and utilization levels than
mgement desires to reap the anticipated benefits. In most organizations, CRM has
been designed around the sales, reporting the needs of management and not the needs
of the end user. As a result, these systems tend to be forced on the sales staff without
necessarily addressing their main points or fitting easily into their daily workflow. Project
managers need to focus on what functionality and data the users need to be effective.
To determine the needs of the users, they need to identify common frustrations
and the best ways to fix them. If the sales representatives do not see value, they simply
will not use CRM, therefore, design the CRM solution around their everyday lives. Find
out what barriers are com: ing between the sales representative and the customer. For
example, if the sales team member in the field has not been able to access the most upto-date marketing, product, and pricing information in the field, it is likely that he could
not answer customer questions. It makes sense to empower representatives with the
information they need to answer questions on the spot, thus maximizing customer
interactions. Representatives need the right information that is timely and televant. It is
critical to build an architecture that will flexibly aggregate corporate information
The system needs to react quickly and not frustrate the users.
Monster.com spent $1 million in "'8 on a CRM solution to increase sales force
efficiency by providing "immediate" access to information on potential customers.
The system was reputed to be so sluggish that field personnel could not
download data on their laptops. This forced the company to abandon the solution
and build a completely new system from scratch; the company had to spend a
million more to get it right. One of the most popular complaints received from
various users on a daily basis is the poor performance of the application. This
forces the call centers to take more time on calls and frustrate customers who
have been on hold for several minutes. Users will scratch down notes on paper
Instead of in the system and, hopefully, will enter that data into the system later,
but at a cost. Others will refuse to use the system at all because it slows them
down or does not give them enough value to be worth their time.
This is where standards such as COBIT or COSO can help an organization establish
a framework. COSO among other things provides criteria against which control systems
can be evaluatol COSO defines internal control as a process, influenced by an entity's
board of directors,management, and other personnel that is designed to provide
reasonable assurance in the followIng categories :
The report emphasizes that the internal control system is a tool of but not a substitute
for man. omen and that controls should be built into, rather than built onto, operating
Terjemahan
Ini hambatan utama telah mengakibatkan adopsi dan pemanfaatan tingkat lebih
rendah dari mgement keinginan untuk menuai keuntungan diantisipasi. Di
kebanyakan organisasi, CRM telah dirancang di sekitar penjualan, pelaporan
kebutuhan, bukan kebutuhan pengguna akhir. Akibatnya, sistem ini cenderung
dipaksakan pada staf penjualan tanpa harus menangani poin utama mereka atau
dengan mudah ke dalam alur kerja mereka sehari-hari. Manajer proyek perlu fokus
pada apa yang fungsi dan data pengguna harus efektif.
Untuk menentukan kebutuhan pengguna, mereka harus mengidentifikasi
frustrasi umum dan yang terbaik cara untuk memperbaikinya. Jika penjualan wakil tidak
melihat nilai, mereka tidak akan menggunakan CRM, oleh karena itu, merancang solusi
CRM sekitar kehidupan sehari-hari mereka. Cari tahu hambatan apa com: ing antara
perwakilan penjualan dan pelanggan. Misalnya, jika anggota tim penjualan di lapangan
belum dapat mengakses paling up-to-date pemasaran, produk, dan informasi harga di
lapangan, ada kemungkinan bahwa ia tidak bisa menjawab pertanyaan pelanggan.
Masuk akal untuk memberdayakan perwakilan dengan informasi yang mereka butuhkan
untuk menjawab pertanyaan di tempat, sehingga memaksimalkan interaksi pelanggan.
Perwakilan perlu informasi yang tepat yang tepat waktu dan televant. Hal ini penting
untuk membangun sebuah arsitektur yang akan informasi perusahaan fleksibel agregat
proses, dipengaruhi oleh dewan entitas direksi,manajemen, dan personel lain yang
didesain untuk memberikan keyakinan memadai dalam kategori berikut:
laporan ini menekankan bahwa sistem pengendalian internal adalah alat tetapi bukan
pengganti bagi manusia. pertanda dan bahwa kontrol harus dibangun ke dalam,
bukannya dibangun ke, kegiatan operasiterkait:.MenurutCOSO,sistem pengendalian
intern terdiri dari lima komponen yang saling (l) control environment (2) penilaian risiko. (3)
aktivitas pengendalian, (4) informasi dan komunikasi, (5) pemantauan.
Because II and information security are integral parts of internal controls, we have
discussed here and in earlier chapters the Internal Control Integrated Framework
publication by COSO, which specifically includes IT controls. Also addressed are the
Institute of Internal Auditors SAC and saca costs that are both directly related to the
frameworks identified by COSO in their reports.These are standards of practice we
mentioned earlier to help guide business in the IT strategic planning process. This
chapter provides guidance and examples of how critical these components are in
setting the direction for what will follow.
Review Questions
what is the purpose of developing an IT strategic plan?
How can an IT strategic plan be developed without a corresponding business plan?
How does architecture fit into the IT strategic plan?
Terjemahan
"Penilaian risiko terdiri dari identifikasi risiko dan risiko analisis termasuk
memeriksa faktor-faktor eksternal seperti perkembangan teknologi, persaingan,
dan thans ekonomi dan faktor internal aspersonnelquality seperti, sifat kegiatan
entitas, dan karakteristik sistem informasi pengolahan Riskanalysis melibatkan
memperkirakan signifikansi risiko menilai kemungkinan risiko yang terjadi, dan
mempertimbangkan bagaimana mengelola risiko
"Pengendaliankegiatan terdiri dari kebijakan dan prosedur yang menjamin
karyawan melaksanakan arahan manajemen Controlactivities termasuk ulasan
dari sistem kontrol, kontrol fisik, stegation tugas, dan kontrol sistem informasi.
Kontrol atas sistem informasi meliputi pengendalian umum dan pengendalian
aplikasi. Kontrol umum adalah mereka yang meliputi software akses, dan
pengembangan sistem. Kontrol aplikasi adalah mereka, yang mencegah
kesalahan dari memasuki sys. tem atau mendeteksi dan memperbaiki kesalahan
ada di sistem.
Karena II dan keamanan informasi merupakan bagian integral dari kontrol internal, kami
telah dibahas di sini dan dalam bab-bab sebelumnya Pengendalian Intern Kerangka
Terpadu publikasi oleh COSO , yang secara khusus mencakupIT. kontrol Juga dibahas
adalah Institute of Internal Auditor SAC dan biaya Saca yang baik secara langsung
terkait dengan kerangka diidentifikasi oleh COSO dimereka ulangports.These standar
praktek yang telah disebutkan sebelumnya untuk membantu bisnis panduan dalam
strategic perencanaan proses IT.Bab ini memberikan panduan dan contoh betapa