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"Sekolah Tinggi Meteorologi Klimatologi dan Geofisika (STMKG) adalah Sekolah Tinggi di bawah naungan Badan Meteorologi Klimatologi dan Geofisika (BMKG). Pada tahun 2015 terjadi perubahan kelembagaan dari Akademi menjadi Sekolah Tinggi berdasarkan Peraturan Presiden Nomor 35 Tahun 2014 tentang perubahan AMG menjadi STMKG. Perubahan kelembagaan ini membuat perubahan arahan strategis di STMKG. Berdasarkan Rencana Induk BMKG tahun 2015-2019 penguatan pondasi sarana prasarana akademik yaitu penggunaan TI menjadi tulang punggung (enabler) bagi STMKG. Namun berdasarkan data observasi dan wawancara menunjukan TI belum menjadi tulang punggung di STMKG dengan kurangnya pemakaian TI dan semua manajemen akademik dilaksanakan secara manual sehingga sasaran strategis STMKG untuk akreditasi belum tercapai.Adapun perumusan rencana strategis penelitian ini menggunakan metodologi Ward & Peppard untuk menghasilkan perencanaan strategis SI/TI. Penelitian ini menghasilkan strategi SI, strategi TI, dan strategi manajemen SI/TI. Strategi SI berupa pembuatan 15 aplikasi baru dan pengembangan 4 aplikasi lama. Strategi TI berupa pengadaan perangkat keras PC, laptop dan proyektor serta pengembangan jaringan STMKG. Strategi manajemen SI/TI berupa pembuatan IT Masterplan, SOP, penambahan SDM TI dan pengembangan kompetensi SDM TI.

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School of Meteorology Climatology and Geophysics (STMKG) is a College under the auspices of the Meteorology Climatology and Geophysics Agency (BMKG). In 2015 an institutional change from the Academy to the the Collage based on Presidential Regulation No. 35 of 2014 on AMG changes to STMKG. These institutional changes make strategic direction changes in STMKG. Based on the BMKG Master Plan 2015-

2019 strengthening the foundation of academic infrastructure facilities is the use of IT into the backbone (enabler) for STMKG. However, based on observation and interview data shows IT has not been the backbone in STMKG with the lack of IT usage and all academic management is done manually so that STMKG strategic objectives for accreditation have not been achieved.

The formulation of this research strategic planing using the Ward & Peppard methodology to produce IS / IT strategic planning. This research resulted in an IS strategy, an IT strategy, and an IS / IT management strategy. The SI strategy consists of making 15 new applications and developing 4 old applications. IT strategies include procurement of PC hardware, laptops and projectors and STMKG network development. SI / IT management strategies in the form of making IT Masterplan, SOP, adding IT human resources and developing IT HR competencies"

"Dengan semakin meningkatnya kompetisi antara Perguruan Tinggi Swasta, Perguran Tinggi Negeri dan Perguruan Tinggi di Luar Negeri dan tuntutan kualitas lulusan dari masyarakat industri yang semakin kompleks serta keterbatasan sumber daya, maka perlu suatu perencanaan strategis yang membantu mengarahkan langkah-langkah apa yang akan dilaksanakan dalam pengembangan pendidikan tinggi.Meskipun universitas "X? telah ada misi (mission), sasaran (objectives), strategi (strategies) serta kebijaksanaan (policies), pelaksanaan kegiatan-kegiatan sehari-hari kurang mencerminkan misi, sasaran serta strategi yang telah dibuat/direncanakan sebelumnya. Penyebab utama dari keadaan yang tidak "Walk the Talk? ini adalah tidak tersedianya alat /cara-cara (means) untuk merencanakan, memonitor serta mengontrol yang baik.Dalam penelitian ini akan difokuskan pada hal-hal pengidentifikasian kembali mengenai misi, sasaran, strategi dan kebijaksanaan dari Universitas penyusunan langkah-langkah perencanaan strategis (strategic planning) dengan menggunakan metode Hoshin Planning, menentukan variabel-variabel yang terdapat di dalam perencanaan strategis (strategic planning) yang kemudian mengkomputerisasikan perencanaan strategis (Strategic Planning) ke dalam perangkat lunak Hoshin Planning yang sangat membantu dalam segi pelaksanaan dan pengontrolan perencanaan strategis. Hoshin Planning dapat dikatakan merupakan suatu sistem informasi yang memiliki fleksibilitas yang tinggi dan mampu mengakomodir perubahan situasi lingkungan, terbukanya peluang-peluang, dan perubahan organisasi secara cepat dan terkini (up to date).

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Competitiveness in the higher education system is one of the major factors that make every higher education institution try so hard to improve their quality of education. Furthermore, the industries are demanding to have a good quality of fresh graduates to work in the ever increasing competition era.The above situation is not happening only in other countries, but also in Indonesia. The case is getting worse if the problems are also related to the resources (people, capital, etc.). To handle these problems, one thing that a higher education institution can do is to make a good strategic planning that works, specially in the implementation phase.The University "X° already has a mission, objectives, strategies, and policies. Hence it has a strategic planning But there is a gap between the strategic planning and the action performed to achieve the mission. Not "walk the talk" is the common jargon in the quality management to name the gap. The main cause of not being "walk the talk" is, the university "X" does not have a good and workable method or means to plan, monitor, and control the implementation of the strategic planning.The focus of this study is to re-identify the mission, objectives, strategies and policies of the university as such that the strategic planning can be implemented in a clear step by step basis based on a methodology called hoshin planning method.The variables of the strategic planning and the values of the variables are to be identified and defined by this study, in order to be able to use the method. In this study, a computer software called hoshin planning software is being used to make the implementation phase more affective.The hoshin planning software has flexibility in terms of its capability to cope with a changing environment, a new opportunity, and an organization dynamic in a fast and up to date manner."

"ABSTRAKLembaga Riset Nasional dikembangkan dari pengintegrasian seluruh Lembaga Litbang Pemerintah, salah satunya adalah LIPI. Lembaga Riset Nasional berharap dapat menyusun Rencana Strategis SI/TI bersamaan dengan penataan organisasi yang dilakukan dengan perubahan organisasi pada LIPI sebagai cangkang organisasi Lembaga Riset Nasional dan pada seluruh Lembaga Litbang Pemerintah lainnya, yang diharapkan selesai hingga Tanggal 31 Maret 2020. Namun, penyusunan Rencana Strategis SI/TI Lembaga Riset Nasional dengan menggunakan metode perencanaan strategis SI/TI pada umumnya di masa penataan organisasi tersebut sulit dilakukan, karena Lembaga Riset Nasional belum memiliki strategi dan lingkungan internal organisasi yang stabil dan pasti sebagaimana yang menjadi tuntutan dari metode perencanaan strategis SI/TI pada umumnya sebelum menyusun rencana strategis SI/TI. Terlebih lagi dengan dinamisnya lingkungan internal organisasi di masa perubahan organisasi untuk penataan organisasi tersebut, menyebabkan penyusunan Rencana Strategis SI/TI Lembaga Riset Nasional membutuhkan metode perencanaan strategis SI/TI yang fleksibel, proaktif, responsif, dan cepat beradaptasi terhadap perubahan organisasi yang terjadi. Oleh sebab itu, dilakukan penelitian ini yang bertujuan untuk membangun metode perencanaan strategis SI/TI yang dapat mengatasi kesulitan dan memenuhi kebutuhan dari perencanaan strategis SI/TI pada organisasi yang sedang berubah seperti Lembaga Riset Nasional. Penelitian ini menggunakan metode kualitatif dan analisis tematik pada transkrip wawancara dengan Kepala LIPI dan Pakar di Bidang Manajemen Strategis dan Pembangunan Organisasi, serta hasil studi literatur pada perencanaan strategis SI/TI, manajemen perubahan organisasi, crafting strategy dan pendekatan agile pada perencanaan strategis. Metode perencanaan strategis SI/TI pada organisasi yang sedang berubah seperti Lembaga Riset Nasional yang diusulkan oleh penelitian ini adalah metode yang menganut aliran strategis analitik, sehingga tidak menuntut strategi dan lingkungan internal organisasi yang stabil dan pasti terlebih dahulu, serta metode yang mengadopsi pendekatan agile khususnya metode Scrum pada perencanaan strategis, sehingga metode ini fleksibel, proaktif, responsif, dan cepat beradaptasi pada perubahan organisasi, karena metode ini sederhana, iteratif, dan bertambah, yang menyediakan mekanisme perencanaan strategis SI/TI secara terus menerus dalam iterasi perencanaan yang singkat, serta mampu memperoleh umpan balik sesering mungkin dari pemangku kepentingan. Metode ini mencakup metode, model, peran dan partisipan, artefak, proses, implementasi, dan validasi.

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ABSTRACTThe National Research Institute was developed from the integration of all Government R&D Institutions, one of which was LIPI. The National Research Institute hopes to formulate an IS/IT Strategic Plan together with organizational structuring carried out with organizational changes at LIPI as the organizational shell of the National Research Institute and at all other Government R&D Institutions, which are expected to be completed by March 31, 2020. However, formulating of an IS/IT Strategic Plan of the National Research Institute using the general method of IS/IT strategic planning in the organizational structuring period is difficult to do, because the National Research Institute does not have yet a stable and definite organizational strategy and internal environment as the demands of the general method of IS/IT strategic planning before formulating an IS/IT strategic plan. Moreover, with the dynamic internal environment of the organization during the organizational change for organizational structuring, causing the formulating of the IS/IT Strategic Plan of the National Research Institute requires IS/IT strategic planning methods that are flexible, proactive, responsive, and quickly adapt to organizational changes that occur. Therefore, this research was conducted which aims to develop an IS/IT strategic planning method that can overcome difficulties and meet the needs of IS/IT strategic planning in changing organizations such as the National Research Institute. This study uses qualitative methods and thematic analysis on interview transcripts with the Head of LIPI and Experts in Strategic Management and Organizational Development, as well as the results of literature studies on IS/IT strategic planning, organizational change management, crafting strategy and agile approaches to strategic planning. The IS/IT strategic planning method at a changing organization such as the National Research Institute proposed by this research is a method that embraces analytic strategic stream, so it does not require a stable and definite organizational strategy and internal environment first, as well as a method that adopt an agile approach especially the Scrum method in strategic planning, so this method is flexible, proactive, responsive, and quickly adapt to organizational changes, because this method is simple, iterative, and incremental, which provides a strategic planning mechanism for IS/IT continuously in short iterations of planning, and able to get feedback as often as possible from stakeholders. This method includes a method, a model, roles and participants, artifacts, processes, implementation, and validation."

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Lembaga Riset Nasional dikembangkan dari pengintegrasian seluruh Lembaga Litbang Pemerintah, salah satunya adalah LIPI. Lembaga Riset Nasional berharap dapat menyusun Rencana Strategis SI/TI bersamaan dengan penataan organisasi yang dilakukan dengan perubahan organisasi pada LIPI sebagai cangkang organisasi Lembaga Riset Nasional dan pada seluruh Lembaga Litbang Pemerintah lainnya, yang diharapkan selesai hingga Tanggal 31 Maret 2020. Namun, penyusunan Rencana Strategis SI/TI Lembaga Riset Nasional dengan menggunakan metode perencanaan strategis SI/TI pada umumnya di masa penataan organisasi tersebut sulit dilakukan, karena Lembaga Riset Nasional belum memiliki strategi dan lingkungan internal organisasi yang stabil dan pasti sebagaimana yang menjadi tuntutan dari metode perencanaan strategis SI/TI pada umumnya sebelum menyusun rencana strategis SI/TI. Terlebih lagi dengan dinamisnya lingkungan internal organisasi di masa perubahan organisasi untuk penataan organisasi tersebut, menyebabkan penyusunan Rencana Strategis SI/TI Lembaga Riset Nasional membutuhkan metode perencanaan strategis SI/TI yang fleksibel, proaktif, responsif, dan cepat beradaptasi terhadap perubahan organisasi yang terjadi. Oleh sebab itu, dilakukan penelitian ini yang bertujuan untuk membangun metode perencanaan strategis SI/TI yang dapat mengatasi kesulitan dan memenuhi kebutuhan dari perencanaan strategis SI/TI pada organisasi yang sedang berubah seperti Lembaga Riset Nasional. Penelitian ini menggunakan metode kualitatif dan analisis tematik pada transkrip wawancara dengan Kepala LIPI dan Pakar di Bidang Manajemen Strategis dan Pembangunan Organisasi, serta hasil studi literatur pada perencanaan strategis SI/TI, manajemen perubahan organisasi, crafting strategy dan pendekatan agile pada perencanaan strategis. Metode perencanaan strategis SI/TI pada organisasi yang sedang berubah seperti Lembaga Riset Nasional yang diusulkan oleh penelitian ini adalah metode yang menganut aliran strategis analitik, sehingga tidak menuntut strategi dan lingkungan internal organisasi yang stabil dan pasti terlebih dahulu, serta metode yang mengadopsi pendekatan agile khususnya metode Scrum pada perencanaan strategis, sehingga metode ini fleksibel, proaktif, responsif, dan cepat beradaptasi pada perubahan organisasi, karena metode ini sederhana, iteratif, dan bertambah, yang menyediakan mekanisme perencanaan strategis SI/TI secara terus menerus dalam iterasi perencanaan yang singkat, serta mampu memperoleh umpan balik sesering mungkin dari pemangku kepentingan. Metode ini mencakup metode, model, peran dan partisipan, artefak, proses, implementasi, dan validasi

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The National Research Institute was developed from the integration of all Government R&D Institutions, one of which was LIPI. The National Research Institute hopes to formulate an IS/IT Strategic Plan together with organizational structuring carried out with organizational changes at LIPI as the organizational shell of the National Research Institute and at all other Government R&D Institutions, which are expected to be completed by March 31, 2020. However, formulating of an IS/IT Strategic Plan of the National Research Institute using the general method of IS/IT strategic planning in the organizational structuring period is difficult to do, because the National Research Institute does not have yet a stable and definite organizational strategy and internal environment as the demands of the general method of IS/IT strategic planning before formulating an IS/IT strategic plan. Moreover, with the dynamic internal environment of the organization during the organizational change for organizational structuring, causing the formulating of the IS/IT Strategic Plan of the National Research Institute requires IS/IT strategic planning methods that are flexible, proactive, responsive, and quickly adapt to organizational changes that occur. Therefore, this research was conducted which aims to develop an IS/IT strategic planning method that can overcome difficulties and meet the needs of IS/IT strategic planning in changing organizations such as the National Research Institute. This study uses qualitative methods and thematic analysis on interview transcripts with the Head of LIPI and Experts in Strategic Management and Organizational Development, as well as the results of literature studies on IS/IT strategic planning, organizational change management, crafting strategy and agile approaches to strategic planning. The IS/IT strategic planning method at a changing organization such as the National Research Institute proposed by this research is a method that embraces analytic strategic stream, so it does not require a stable and definite organizational strategy and internal environment first, as well as a method that adopt an agile approach especially the Scrum method in strategic planning, so this method is flexible, proactive, responsive, and quickly adapt to organizational changes, because this method is simple, iterative, and incremental, which provides a strategic planning mechanism for IS/IT continuously in short iterations of planning, and able to get feedback as often as possible from stakeholders. This method includes a method, a model, roles and participants, artifacts, processes, implementation, and validation

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"To those who run the private television station business, news program is marked as company flag carrier. This program has become a determination to know whether this station being operated seriously or not. Therefore, every private television station makes serious efforts to present the program attractively, actual and exclusively as well, to be placed in accordance with each airtime.

One of the news programs that have been evaluated to be successful based on rating, informative and the most favorite, being chosen by the viewers, is ?Seputar Indonesia? produced by RCTI. The result of research finding indicated that people are, with many reasons, are fond of this news program. It has actual news, the journalistic comes to fulfill the wish of public, and the news presenter really understand to keep the profession properly.

Despite the news program with high rating and the most favorite to viewers, yet, there are many things they must put into attention. This is in reference with the research finding that the more people watch certain program, it is not always to say that people are fond to this program. It is ?Patroli? produced by Indosiar and ?Liputan 6? produced by SCTV appeared to be potential competitors to ?Seputar Indonesia?. Therefore, the management of ?Seputar Indonesia? must take innovation in presenting information to the public aiming to the wish and the need of people to get information.

This research provided by second data analyze, from where all survey being done by Asia market Intelligence (AMI) in accordance with the outline of positioning all RCTI program. By changing the presentation of quantitative to qualitative, it can be described why people watch ?Seputar Indonesia? news program and how people evaluate that news program to fulfill the need of information."

"Penelitian ini merupakan studi kualitatif dengan dukungan data kualitatif untuk meneliti komunikasi bencana yang dilakukan melalui media sosial. Analisis yang dilakukan mengintegrasikan konsep teoritis dari Social Mediated Crisis Communication Model untuk melihat komunikasi bencana yang dilakukan Badan Meteorologi, Klimatologi dan Geofisika Maluku melalui media sosial. Data dari penelitian ini diambil melalui observasi dan wawancara mendalam dengan berbagai narasumber, serta data media sosial dari Badan Meteorologi, Klimatologi dan Geofisika Maluku. Temuan dari studi ini menunjukan bahwa komunikasi bencana yang dilakukan oleh Badan Meteorologi, Klimatologi dan Geofisika Maluku melalui media sosial dapat dipetakan melalui model komunikasi Social Mediated Crisis dengan beberapa pertimbangan tambahan seperti adanya unsur komponen pemerintah, dan integrasi dengan bentuk informasi lain.

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This research is a qualitative study with the support of qualitative data to examine disaster communications through social media. The analysis carried out integrates the theoretical concept of the Social Mediated Crisis Communication Model to see disaster communications carried out by the Maluku Meteorology, Climatology, and Geophysics Agency through social media. The data from this study were taken through observation and in-depth interviews with various sources, as well as social media data from the Maluku Meteorology, Climatology, and Geophysics Agency. The findings of this study indicate that disaster communications carried out by the Maluku Meteorology, Climatology, and Geophysics Agency through social media can be mapped through the Social Mediated Crisis communication model with several additional considerations such as the existence of elements of government components, and integration with other forms of information."

"Penelitian ini mengenai analisis sistem informasi akuntansi pada PT. Jasa Marga (Persero) Tbk., serta penerapan akuntansi berdasarkan PSAK 23, PSAK 16, ISAK 16 dan Pedoman Penyajian dan Pengungkapan Laporan Keuangan Emiten atau Perusahaan Publik: Industri Jalan Tol. Peneliti menemukan bahwa prosedur sistem informasi akuntansi pada PT. Jasa Marga (Persero) Tbk. telah berjalan dengan baik. Perlakuan akuntansi pada PT. Jasa Marga (Persero) Tbk. juga telah sesuai dengan ketentuan PSAK 23, PSAK 16, ISAK 16 dan ketentuan Pedoman Penyajian dan Pengungkapan Laporan Keuangan Emiten atau Perusahaan Publik: Industri Jalan Tol.

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This research is about accounting information system on PT. Jasa Marga (Persero) Tbk., also to examine implementation of PSAK 23, PSAK 16, ISAK 16, and Pedoman Penyajian dan Pengungkapan Laporan Keuangan Emiten atau Perusahaan Publik: Industri Jalan Tol. researcher found that accounting information system procedure in PT. Jasa Marga (Persero) Tbk. has implemented well. Accounting treatment in PT. Jasa Marga (Persero) Tbk. has met the accounting provision according to PSAK 23, PSAK 16, ISAK 16, and Pedoman Penyajian dan Pengungkapan Laporan Keuangan Emiten atau Perusahaan Publik: Industri Jalan Tol. "

"ABSTRAKPerlindungan hukum terhadap database dan informasi berbasis databaseyang berasal dari data strategis bidang meteorologi di Badan MeteorologiKlimatologi dan Geofisika (BMKG) hingga kini masih belum jelas. Bagaimana dansejauh apa perlindungan hukumnya, khususnya dalam perspektif hak cipta sangatdiperlukan dalam internal BMKG, karena database yang berbasis data murni (puredata) bidang meteorologi tersebut berisi data - data strategis yang selain dapatdiolah menjadi informasi meteorologi, juga mempunyai nilai ekonomi yang tinggidan memiliki nilai pertahanan dan keamanan nasional.Perlindungan data strategis dalam perspektif hak cipta terhadap databasesebagai sui generis protection belum diatur secara tegas dalam Undang – UndangNomor 19 tahun 2002 tentang Hak Cipta (UUHC), tetapi hak cipta atas databasestrategis meteorologi dapat didasarkan pada pasal 33 ayat 2 dan 3 perubahan keempat UUD 1945 sehingga negara berhak menguasai dan memiliki hak cipta atasdata strategis meteorologi tersebut. Lebih lanjut diperlukan ketentuan tersendiriyang mengatur perlindungan database strategis tersebut dalam Undang – UndangNomor 31 tahun 2009 tentang Meteorologi, Klimatologi, dan Geofisika.Perlindungan hak ekonomi oleh negara terhadap pemanfaatan databasemeteorologi yang bukan informasi publik telah diatur dalam Undang – UndangNomor 31 tahun 2009 tentang Meteorologi, Klimatologi, dan Geofisika, tetapiperlu diatur perlindungan pemanfaatan database meteorologi tersebut bila terjadipenyalahgunaan.

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ABSTRACTLegal protection of database and database-based information derived fromstrategic data in the field of meteorology of the Indonesian Agency forMeteorology, Climatology and Geophysics (BMKG) is still unclear. How and towhat extent of legal protection, in particular in the perspective of copyright isneeded in BMKG because the database which based on that meteorological puredata is strategic data which can be processed into meteorological information,also has a high economic value and has value of national defense and security.Strategic data protection in copyright perspective on database as the suigeneris protection has not been strictly regulated in Law of the Republic ofIndonesia Number 19 Year 2002 regarding Copyright (UUHC), but the copyrightof the meteorological strategic database can be based on Article 33 paragraph 2and 3 of the fourth change of Indonesia Constitution Year 1945 (UUD 1945) thatthe State is entitled to control and own the copyright of the meteorologicalstrategic data. Further, required separate provisions governing the protection ofthe strategic database in Law of the Republic of Indonesia Number 31 Year 2009regarding Meteorology, Climatology and Geophysics.Protection of economic rights by the State to use the meteorologicaldatabase which is not public information has been regulated in Law of theRepublic of Indonesia Number 31 Year 2009 regarding Meteorology,Climatology and Geophysics, but it needs to be regulated the protection of themeteorological database utilization in case of abuse."

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Integrasi aplikasi e-Filing dengan aplikasi perpajakan lainnya menjadi salah satu tahapan dalam mencapai inisiatif strategis yang ditetapkan Direktorat Jenderal Pajak (DJP) dalam Rencana Strategis (Renstra) DJP. Berdasarkan data layanan pengaduan (Lasis) yang telah dilakukan proses pengolahan masih terdapat permasalahan terkait integrasi aplikasi e-Filing dengan aplikasi perpajakan lainnya. Tujuan dari penelitian ini adalah untuk melakukan analisis dan desain terhadap integrasi aplikasi e-Filing dengan aplikasi perpajakan lainnya yang ada di DJP. Jenis penelitian ini adalah kualitatif dengan menitikberatkan wawancara dan studi dokumen. Dari penelitian ini dihasilkan daftar usulan peningkatan terkait integrasi aplikasi e-Filing. Berdasarkan hasil validasi daftar usulan peningkatan, diketahui bahwa kebutuhan integrasi dengan e-SPT dan e-Faktur, integrasi dengan data SIDJP sebagai data prepopulated, dan integrasi dengan data pembayaran memiliki skala kebutuhan yang tinggi. Sebagai alat pembuktian konsep (Proof of Concept) terkait usulan peningkatan maka dilakukan pengerjaan prototipe. Prototipe yang dikerjakan memiliki cakupan web service data prepopulated PPh Pasal 23/26, web service data prepopulated harta, dan web service pencarian data untuk validasi NTPN. Tahapan prototipe adalah perancangan, pembuatan, dan validasi. Dari hasil validasi yang dilakukan, validator menerima atas prototipe yang telah dibuat.

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The integration of e-Filing applications with other tax applications is one of the stages in achieving strategic initiatives determined by the Directorate General of Tax (DGT) in the DGT's Strategic Plan (Renstra). Based on data complaint service (Lasis) which has been processed, there are problems related to the integration of the e-Filing application with other tax applications. The purpose of this study is to conduct an analysis and design of the integration of e-Filing applications with other taxation applications in the DGT. This type of research is qualitative by focusing interviews and document studies. Output from this research is a list of proposed improvements related to the integration of e-Filing applications. Based on the list proposed improvements validation, integration with e-SPT and e-Faktur, integration with SIDJP as prepopulated data, and integration with payment have high of requirement. Prototye is required as a proof of concept related to the list proposed improvement. The scope of prototypes are web service for prepopulated data PPh Article 23/26, web service for prepopulated of data assets, and web service for NTPN validation. Prototype stages are design, development, and validation. From the results of the validation, validators accept the prototypes.

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"Perencanaan strategis SI/TI di organisasi nirlaba berbeda dengan yang dilakukan di organisasi-organisasi yang berorientasi profit mengingat karakteristik dan tujuan utama dari organisasi nirlaba yang lebih berfokus pada penyampaian misi dan nilai-nilai organisasi. Yayasan Gerakan Indonesia Mengajar merupakan sebuah organisasi nirlaba yang bergerak di bidang pendidikan. Sejak didirikan di tahun 2010, Indonesia Mengajar telah banyak melakukan program, kegiatan, hingga inisiasi gerakan yang bertujuan untuk mendorong pendidikan di Indonesia ke arah yang lebih baik. Dalam pelaksanaannya, SI/TI telah dilibatkan namun ditemui sejumlah isu strategis di antaranya SI yang belum terintegrasi, sering terjadinya kesalahpahaman antara officer TI dengan user, dan penetapan prioritas serta investasi terhadap proyek SI/TI yang belum dilakukan. Penelitian ini dilakukan untuk menyusun rencana strategis SI/TI di Indonesia Mengajar. Metodologi yang digunakan dalam penelitian ini merujuk pada model strategis Peppard & Ward dan didukung oleh alat-alat analisis di antaranya mission model canvas (MMC), value chain, strengths weaknesses opportunities threats (SWOT), political economical social technological (PEST), McFarlan strategic grid dan model terintegrasi terkait proses perencanaan SI di organisasi nirlaba. Hasil dari penelitian ini berupa rekomendasi rencana strategis SI/TI yang terdiri dari strategi SI, strategi TI, dan strategi manajemen SI/TI yang tervalidasi dan dapat memberikan solusi dari isu-isu yang dihadapi oleh organisasi dalam upaya merealisasikan visi, misi, dan tujuannya. Selain itu, roadmap implementasi strategi juga dirumuskan sebagai pegangan dan referensi dalam meninjau arah berjalannya organisasi berkaitan dengan rencana strategis yang diberikan.

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Developing strategic IS/IT planning in nonprofit organizations differs from the approaches done in profit-oriented organizations knowing that the nonprofit organizations mainly focus on realizing its missions and values. Indonesian Teaching Movement is a nonprofit organization which focuses on education. Since its establishment in 2010, the organization has developed programs, activities, and movement initiatives in hopes that it can drive educations in Indonesia to a better direction. Practically, Indonesian Teaching Movement has involved IS/IT to help them with their programs. However, strategic issues have been faced which makes the involvement of IS/IT is not optimized. These issues include silo applications, frequent misunderstandings between IT officer and users, and IS/IT project priority and investment that has not been set. This research is conducted to develop a strategic IS/IT planning in Indonesian Teaching Movement by referring to Peppard & Ward Strategic Model along with other analysis tools such as mission model canvas (MMC), value chain, strengths weaknesses opportunities threats (SWOT), political economical social technological (PEST), McFarlan strategic grid and integrated model of problems faced by nonprofit organizations when it comes to IS planning. The result of this research is a recommendation of strategic IS/IT planning which includes IS strategies, IT strategies, and IS/IT management strategies along with its implementation roadmap as a reference to overview where the organization is going with the recommended strategies."