Information System Strategic Planning using Ward and Peppard

Method at Universitas Islam Negeri Sunan Ampel Surabaya

Pipit Merit Biyanti

and Nita Yalina

1, 2

Universitas Islam Negeri Sunan Ampel, Jl. A. Yani 117, Surabaya, Indonesia

Keyword: Information System Strategic Planning, Ward and Peppard

Abstract: Information Technology has been used in Universitas Islam Negeri Sunan Ampel Surabaya

(UINSA) to improve its competitive advantage. However, the use of information system and its

component has not been not optimized and needs to be reviewed since it is not fully integrated.

The impact of these issues was inefficiency and ambiguity in business processed. Therefore, this

research will elaborate and review the existing information technology in order to make

information system a strategic planning. The method of this research was the one that Ward and

Peppard proposed. There are few steps started from analyzing the existing business process and

analyzing the current information system and technology, both internally and externally. Analyzing

process used some tools, such as SWOT and Value Chain analysis, for internal analysis. PEST and

Porter’s Five Force were for external analysis. McFarlan’s Strategic Grid was also used to analyze

the internal IS/IT proposed. The result of these processes is application portfolio. There are 22

applications that were proposed. Ten of them are the current IS that need to be improved. Four of

them have been developed and can be used effectively. The proposed system had been mapped in

order to sustain its business strategic plan.

1. INTRODUCTION

At the moment, in this globalization era, Information

System (IS) and Information Technology (IT) have an

important role in the organization to support its

business processes. Both IS and IT also can be used

to support decision-making processes and to gain

competitive advantage (Balgis, 2017). IS/IT

implementation in an organization may increase

efficiency in almost every aspect, resource, business

process, market, and management.

The development

of information technology in all aspects encourages

universities to take strategic steps in order to sustain

its competitive advantage (Aswati, Mulyani, Siagian,

& Syah, 2015)

Universitas Islam Negeri (UIN) Sunan Ampel

Surabaya is one of public universities in Indonesia

and the only Islamic public university in Surabaya. It

was initiated in 1965 and is located in A. Yani 117

Surabaya. There are some businesses, one of them is

Pusat Teknologi Informasi dan Pangkalan Data

(PUSTIPD). PUSTIPD has an important role to

manage affairs regarding IS/IT. It tries to improve and

continues improvement both in infrastructure and

information system application development.

In 2018, PUSTIPD evaluated their IS/IT by

distributing questionnaire among its users in UINSA.

The users consisted of students, lecturer, and

employees. The result was 93% from 301 respondent

(81employees, 76 lecturers and 144 students) said

that they had used IS/IT at UINSA quite well.

However, there were some respondents that showed

dissatisfaction and said that these IS should be

integrated and improved. Some of them also said that

there should not be only web-based application but

also mobile application. In today's digital era, mobile

application technology is growing very rapidly. The

rapid growth of mobile technology requires education

to implement this technology in carrying out business

processes (Bachtiar & Hasanah, 2017)

Based on the result, it can be concluded that in

order to improve competitiveness, information

system strategic planning should be formulated. If the

strategic planning is formulated, it will be easy for an

organization to map the application development

phase and to make sure that IS/IT Strategies align

with organization vision.

Ward and Peppard’s method was used in this

research since it differentiates IS and IT definition so

it will be easy to understand. In this method, every

phase does not have to be executed consecutively.

Researcher can choose the most appropriate step first

(Afriyano, Darwiyanto, & Wisudiawan, 2016).

There are three major phases in Ward and

Peppard method. The first one is the input phase, the

second one is process phase, and the last one is the

output phase. The input phase includes internal and

Biyanti, P. and Yalina, N.

Information System Strategic Planning using Ward and Peppard Method at Universitas Islam Negeri Sunan Ampel Surabaya.

DOI: 10.5220/0008905800002481

In Proceedings of the Built Environment, Science and Technology International Conference (BEST ICON 2018), pages 333-343

ISBN: 978-989-758-414-5

333

external business environment analysis, internal and

external IS/IT environment analysis. In order to

define the output phase, there are some tools that can

be used, such as SWOT analysis, Value Chain

Analysis, Porter’s Five Force analysis and PEST

analysis and Mc Farlan’s Portfolio. The output phase

includes IS strategy, IT Strategy, and IS/IT

management.

Therefore, to minimize the problem that

currently is faced by UINSA, it will be needed to

formulate Strategic Information System Planning.

Hence, the solution to overcome the problem can be

found and mapped so that it can be easily

implemented.

Strategy is the priority and overall direction

taken by the organization to achieve organizational

goals (Basri, 2004). IS/IT strategic planning must be

based on internal and external business environments

as well as internal and external IS / IT environments.

The data then will be analyzed in the IS/IT strategy

process so as to produce several SI business

strategies, IS / IT management strategies, and IT

strategies. The three results of the IS / IT strategy

process are then analyzed to produce an application

portfolio for the future. The portfolio will be used as

a basis for developing information systems in

organizations in the future (Peppard & Ward, 2016).

1. Input

a. The Internal Business Environment

It describes all aspects of the current

business strategy, goals, resources,

processes and culture and business values

of the organization.

b. The External Business Environment

It describes economic, political, social,

technological, industrial, and competitive

climate aspects of the company.

c. The Internal SI/TI Environment

It describes organizational IS/IT

conditions from a business perspective at

the present time, company experience in

business, contribution to business, skills

and technology infrastructure used,

including portfolios of existing IS/IT, both

that is under development and new

planned.

d. The External SI/TI Environment

It describes technological developments

and opportunities for their use and use of

IS/IT by competitors, consumers and

suppliers.

Figure 1:

IS/IT Strategic Plan (Peppard & Ward,

2016)

2. Output

a. Business IS Strategy

It describes how each business unit or

function will utilize IS/IT to achieve its

business goals.

b. IT Strategy

It describes policies and strategies used by

IS/IT technology and human resource

management.

c. IS/IT Management Strategy

It describes general elements that are

applied through the organization as a

whole to ensure consistent application of

the required IS/IT policies.

2. METHODOLOGY

Figure 5 shows framework and methodology of this

research. Data collection techniques are the most

strategic step in research because the main purpose of

research is to get data (Jogiyanto, 2009). In this

research, data were collected by direct observation,

interviews, and literature study.

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Figure 5: Framework and Methodology



2.1. Analysis

SWOT analysis and a Value Chain are carried out to

get an overview of the internal conditions UINSA.

2.1.1 SWOT Analysis

Strength, Weakness, Opportunity, Threat (SWOT)

analysis is the identification of various internal

strategy factors (strengths and weaknesses) and

external strategy factors (opportunities and threats) of

the company to formulate a company's strategy by

maximizing strengths and opportunities, but

simultaneously minimize weaknesses and threats

(Saragih & Harisno, 2014). SWOT analysis was

generated from the SWOT analysis that was carried

out by UIN Sunan Ampel Surabaya which was listed

in the 2014-2019 strategic plan and several additional

analyses after observing, interviewing and studying

documents as follows:

Table 1 SWOT Analysis

Strength Weakness

a. Clear vision,

mission and

goals

b. Offer various

major

c. Strategic

location

(located in the

center of city,

easily

accessible by

various

transportation)

d. In 2017,

received the

second world

webometrics

in the Islamic

public

universities in

Indonesia

e. One of the

oldest Islamic

Public

universities in

Indonesia (5

Rank)

a. Administrative systems,

especially related to data and

information are not integrated

and well-organized.

Information flows are often

interrupted, for example

about inflexible activities and

budgeting plans

b. Lecturer education

background is still relatively

not linear (for example

tasawuf lecturers undertake

the syariah master program),

or the subject matter is not in

align with competencies

c. The number of doctoral

lecturer is quite low (1: 4 146

doctors from the total 613

lecturers)

d. Information Technology’s is

not maturely adopted, the use

of advanced media in

teaching and learning

activities is still on initial

stage

e. Minimum facilities and

infrastructure

f. The number of new student

registration in the last four

years (2015-2017) is

fluctuated. In 2015 it

decreased 20% from the

previous year and in 2016

increase 20% and then

decrease 17% in 2017

Opportunity Threat

Information System Strategic Planning using Ward and Peppard Method at Universitas Islam Negeri Sunan Ampel Surabaya

335

a. Institution

reformation,

since 2015

UINSA became

Public Service

Organization

(Badan Layanan

Umum) which

have flexibility

on budget

policies and

performance.

b. Strategic

Location,

located in the

center of city

c. The existence of

cooperation

with horizontal

and vertical

institutions,

domestic and

overseas,

provides an

opportunity for

the

development

and

empowerment

in the form of

study

scholarships

(domestic and

foreign),

research

assistance,

human resource

development

training, as well

as the

publication of

lecturer

scientific work

d. The

development of

professional

community

groups who

want to improve

academic

quality

e. High potential

of foreign

students. The

number of new

foreign students

in the last three

years (2015-

2017) is

a. The number of competitors

grow up steadily every year

both vocational studies and

private universities.

b. Indonesian students have a

high interest to study abroad.

c. Our society have a pragmatic

assumption, so they prefer to

enter an institution that

promise job opportunities

without study for a long time.

d. Work competition is

increasing tightly especially

in the global era, they should

compete with both domestic

graduates and foreign

workers.

e. In order to achieve Word

Class University, there are so

many challenges. It needs

support from management,

lecturer and student.

However, the support from

management is hard to

obtain.

fluctuated. In

2016, it

decreased by

1% from the

previous year

and then

increase by 20%

in the next year

f. Islamic

integration’s

idea both on

science and

social studies

would

differentiate

UINSA from

other

universities.



After identifying SWOT, an analysis matrix is

mapped in four categories as it is in Table 2.

2.1.2 Value Chain Analysis

Value Chain Analysis was used to map the entire

work process that occurs in the organization into two

categories of activities, namely the main activities

and supporting activities (Wedhasmara, 2009).

Interviews were made with particular people in every

business unit in UINSA. Two categories of activity

are described in Figure 6. The first category is the

main activities and the second one is supporting

activities. There are 5 main activities and 6 supporting

activities.

Figure 6: Value Chain Analysis



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Strategy IS/IT Resource IS Strategy

Strategy SO

1. Expand market share and increase

promotion and cooperation with

overseas schools (to increase

2. Improve the quality of academic

quality to produce quality graduates

1. An information system that can

provide information, promotion,

and easy registration application.

2. An information system that can

support foreign student to register

online.

3. Information systems that can

support academic quality

improvement

1. Website UINSA

2. IS for New Student Registration

3. IS for International Online

4. Registration

5. IS for Quality Assurance

Strategy ST

1. Improving the quality of

infrastructure and facilities to

support academic activities

2. Evaluating the curriculum that has

been implemented that align with

market needs

1. An information system that can

manage infrastructure and

facilities easier.

2. An information system that is

capable of supervising academic

quality

1. IS for Assets and BMN

2.IS for Quality Assurance

Strategy WO

1. Improving the quality of human

resources (lecturers)

2. Expand the network of cooperation

with parties that can improve

competitiveness

1. An information system that can

manage personnel data

2. An information system that can

manage the data of cooperation

and the potential of the

organization's experts

1. IS for Employment Management

2. IS for Cooperation

3. IS for Potential and Experts

Strategy WT

1. Improving the quality of facilities

and infrastructure to improve the

quality of learning to produce

qualified graduates

2. Utilizing the potential of human

resources optimally

3. Increasing the effectiveness of

business processes and supported by

systems and information technology

adoption

1.An information system that can

manage infrastructure and facilities

well

2.An information system that can

manage staffing

An integrated information system

1. IS for Assets and BMN

2. IS for Employment Management

3. Integrated System

Based on Figure 6, Table 4 was formulated. It

described IS/IT needs and strategy to support every

single activity.

Table 4 Value Chain Analysis

Internal Quality Assurance

Including all

activities that

coordinate, control,

audit, monitor,

assess, and develop

the quality of

organizing academic

activities

An information

system that can

manage internal

quality

assurance

IS for

Quality

Assurance

Graduation and Alumni

Including all

activities that

manage graduation

and alumni

empowerment that

provide guidance to

Information

system that can

manage alumni

IS for

Graduation

Online

IS for

Alumni

students who will

graduate

and Tracer

Study

Support Activities

Activity IS/IT Resource IS Strategy

Management of Academic Administration

All activities that

manage student

academic

administration (KRS,

KHS, scheduling

lectures, assessment

attendance and

others)

An information

system that can

help students'

academic

administration

processes

IS for

Academic

Management of Financial and Accounting

Administration

All activities that

manage financial

expenses and income

such as receipt of

payments from

An information

system that can

manage

financial

IS for

Finance

and

Planning

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students, the purpose

is to facilitate the

reporting and

monitoring of

financial institutions

transactions

and planning

Management Library

All activities that

manage library

collection

administration

(books, papers,

journals, theses,

magazines, research,

book lending process

An information

systems that

manage library

administration,

book

collections and

borrowing

processes

IS for

Library or

E-Library

Management Human Resource

All activities that

manage various

staffing data from

promotion, employee

transfer to employee,

to support the

making of various

reports

An information

system that can

manage

personnel

administration

IS for

Employment

Managemen

Management of Facilities and Infrastructure

All activities that

manage facilities and

infrastructure owned

by the institution

from building data

management.

An information

system that can

manage

infrastructure

IS for

Assets and

BMN

Management of Student Activities

The activity that

manage student

administration and

student talent

development through

Student Activity Unit

An information

system that can

manage student

activities

IS for

Student

2.2 Analysis of The External Business

Environment

2.2.1 Porter’s Five Force Analysis

This analysis is used to find out the advantages of

current and future competition positions (Porter,

1980). Based on observation and interviews, Porter’s

five force is formulated as in Figure 7. In order to

formulate a good strategy, we should know with

whom we compete. Figure 7 describes that there are

4 subjects that we should know. They are Supplier,

New Entrants, Buyers, and Substitute.

New Entrants to UINSA is other higher education

institutions that can emerge anytime. As Subtitute,

there are some organizations, such as vocational

academy, course institute, Certification Agency, etc.

As a supplier, there are human resources, such as

lecturer and staff.

Figure 7 Porter’s Five Force

2.2.2 PEST Analysis

External factors, such as political factor, economical

factor, social factor, and technology, have an impact

to internal organization environment. Table 5

describes the PEST analysis of UINSA.

Table 5 PEST Analysis

PEST Factor

IS/IT

Resource

IS Strategy

Politic

1. Regulation of the

Republic of

Indonesia Number

12 of 2012 about

Higher Education

2. Republic of

Indonesia

Permendikbud

Number 50 of

2014 about the

Quality Assurance

System for Higher

Education

3. Government

Regulation of the

Republic of

Indonesia Number

4 of 2014 about

the

Implementation of

Higher Education

and Higher

Education

Management

1. An

information

system that

can

supervise

academic

quality

based on

standard

2. An

information

system that

can assist

students'

academic

administrat

ion

processes

1. IS for

Quality

Assurance

2. IS

Academic

Economy

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Unstable economic

conditions could

decline market share

in education, our

society requires

higher education

with low tuition

fees, easy to reach

locations and offer

scholarships

information

system that

can provide

information

about UINSA

profiles and

scholarships

1. Website

UINSA

2. IS

Scholarship

Social

The social, cultural

and religious

diversity in

Indonesia greatly

influences the

character and

behavior of students

at UINSA

information

system that

displays the

socio-cultural

diversity that

exists in

UINSA

through

student

activities

1. Website

UINSA

2. IS Student

affairs

Technology

The development of

information

technology and

systems has an

impact on the

integration of all

business processes

in universities

information

system that

can be used to

support

business

processes so

that they are

more effective

and efficient

IS Integrated

Data

Warehouse

2.3 IS/IT Internal Environment Analysis

IS/IT internal environment analysis was needed to

evaluate current IS/IT resources in UINSA and to

identify IS Application Portfolio. IS portfolio was

made using McFarlan Strategic Grid which is mapped

into 4 quadrants: strategic, high potential, key

operational and support. IS/IT Internal Environment

Analysis can be seen in Table 6.

Table 6. Current IS/IT

Hardware The hardware consists of servers, access

points, routers, switches, firewalls,

wireless, storage, UPS (Uninterruptible

Power Supply) and printers. The server

has 20 servers. RAM server is an average

of 8GB and some are 16GB. However,

stability and availability of system did not

manage systematically especially on the

peak time

Software The operating system used by client / PC

is Microsoft, namely Microsoft Windows

7 and Windows XP. While the

programming software used in

developing information systems is PHP

and MySQL. However, there are still

some software that have not used official

licenses, so there are still a lot of pirated

software used in office operations. This is

because there is no policy regarding the

standardization of the software used.

McFarlan's application portfolio is used to

assess the overall IS/IT contribution and its effect on

business success (Peppard & Ward, 2016). Using

McFarlan Strategic, there are 2 applications on the

strategic grid, 6 applications on key operational, and

3 applications on support. From this point of view,

there is no application on high potential grid.

Table 7. Current IS Portfolio

Strategic High Potential

Website UINSA

Online submission

system

Key Operational Support

IS for Academic

IS for Employment

Management

E-Performance

E-Office

IS for Research and

Community Service

IS for Finance and Planning

IS for Library or E-Library

Digital Library

E-Journal

IS Public facilities

2.4 External IS/IT Environment Analysis

Information technology (IT) support can facilitate

accurate, reliable, fast, and economical decision-

making mechanisms (Maulana & Sensuse, 2011).

This analysis was made to determine the rapid

development of information technology followed by

an increase in the needs of UINSA. Information

technology trends that can be utilized by UINSA can

be seen in Table 8.

Table 8. Information Technology Trend

Google

Cloud

Platform

A cloud computing service product that

has been provided by Google. The goal

is to create a cloud computing / internet-

based computing project so that it can be

utilized on a global scale. Google App

Engine, Google Compute Engine,

Google Cloud Stroge dan Google

BigQuery (Hakim, 2016).

Big Data

Technology

The process of managing, storing and

analyzing data is very large and complex

and has a high diversity of data sources.

To make previously unstructured data

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into structured data and mutual

integration (Maryanto, 2017)

WEB

Technology

Can be accessed anywhere and on any

computer or through various other

media. No need to install any program

because the only program needed is the

browser

Mobile

Application

Work becomes easier and more practical

in use. Currently mobile application

users are increasing so that it requires

UINSA to follow the technology trend so

that it can compete with other

universities.

Smart Card

Technology

Smart Card is a small computer because

it is equipped with a chip that contains a

processor, RAM and ROM, and even a

very high security operating system

(Kadir, 2003)

3. RESULT AND DISCUSSION

3.1. Information System Strategic Planning

In IS/IT strategic planning, there are several

characteristics including the existence of the main

tasks, namely, strategic or competitive advantages

and linkages with business strategies, the main

objectives of pursuing opportunities and integrating

IS and business strategies, the direction of senior

executives and management and users. The main

approach is user innovation and a combination of

bottom up development and top down analysis (Pant

& Hsu, 1995).

In the analysis session, there were some tools

which were used to determine the application

portfolio that could support UINSA to attain their

competitive advantage. In addition, validating the

result verification from the stakeholders is quite

important. Therefore, some interviews have been

done to validate the result. From theses interviews, IS

Business strategy, IT Strategy, and IS/IT

management strategy will be discussed below.

3.1.1. IS Business Strategy

The information system has three activities in

producing information which is needed by the

organization to make decisions, control operations,

analyze problems, and create new products or

services (Laudon & Laudon, 2003). From several

analyses conducted, there are 22 information system

applications needed in UINSA. Ten of them are

already used but still need some improvements so that

they can be used optimally to meet the business needs

of universities. Four of them can continue to be used

because they are still considered to be useful and fit

to the future strategy and the other 8 are new

applications (New System) needed by UINSA to

carry out activities so that the work becomes more

effective and efficient.

These applications include the UINSA Website,

SI new student registration, international online

registration system, academic information system,

financial and planning information system, online

lecture or E-Learning, quality assurance information

system, human resources information system, E-

performance, E-office, research and community

service information system, infrastructure and asset

information system, public facilities information

system, relationship information system, experts and

potential information system, tracer study

information system, online graduation information

system, scholarship information system, student

affair information system, e-library, e-journal, and

digital library.

3.1.2. IT Strategy

IT Strategy includes technology investment, service

plans and strategies for acquisition and management

of technology, supplier relationship and specialist

resources (Peppard & Ward, 2016). To formulate IT

strategy, interview with IT steering committee was

held. There are some conclusions which are:

a. Ease of access to information; Maintaining the

ease of access to information for the entire

academic community by implementing an

integrated login (single sign-on). Cooperating

with third parties, such as Google, Moodle, etc.,

might be included

b. IS/IT Standardization; Standardizing the

hardware and software system of IS/IT from

information system applications to facilitate

maintenance. License and legal aspect should be

considered.

c. Access Point (AP) Distribution; Distribution of

the access point is intended to allow the internet

network to be used to the maximum extent

possible by the user to perform all activities. In

UINSA, there are some buildings that do not have

AP and are totally disconnected from internet.

d. Bandwidth Management; It is the process of

monitoring the communications (traffic, packets)

on a network in order to prevent network

congestion and network poor performance.

e. RAM Server Escalation; RAM memory is added

to the server that is used for all IT services. It is

expected to minimize the number of users who

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cannot access some services in particular peak

time.

3.1.3. IS/IT Management Strategy

IS/IT management strategy includes policies and

governance mechanism to enable the formulation and

successful implementation of the strategy and to

ensure that it delivers the maximum available

business benefits at acceptable level of cost and risk

(Peppard & Ward, 2016). UINSA should consider

some legal products that support the strategy which

includes:



a. Standardization of IS/IT policies both in

hardware and software systems

b. Policies from each unit/section/faculty to use the

IS application that has been developed,

encouraged by the provision of punishment and

awards.

c. Centralized management system. In order to

enable integrated system, Centralized system is

appropriate since it will be easy to coordinate

and make a policy.

d. The development of information systems can

use the insourcing system that utilizes the

workforce.

3.2. IS Future Portfolio

IS Future application portfolio generated from SWOT

Analysis, and Value Chain Analysis can be seen in

Table 9 using McFarlan’s Strategic Grid.

Table 9. Future IS Portfolio

Strategic High Potential

* Website UINSA

() IS for online submission

system

+ Online submission

system

for International student

Key Operational Support

* IS for Academic

* IS for Employee

Management

* E- Performance

* E-Office

* IS for Research and

Community Service

* IS for Finance and

Planning

() IS for Library or E-

Library

+ E-Learning

() Digital Library

() E-Journal

* IS Public facilities

+ IS for Quality

Assurance

+ IS for Assets and BMN

+ IS for Alumni and

Tracer Study

+ IS for Potential and

Experts

+ IS for Cooperation

+ IS Scholarship

+ IS Student

+ IS for Graduation

Online

Note * : Upgrade System

() : Continue System

+ : New System

- : Retire System

3.3. IS Strategic Implementation Planning

Implementation plan for information system

development planning within 5 years can be seen in

Table 10. The priority of the information system that

must be developed refers to McFarlan's Strategic

Grid analysis and aligns with the UINSA strategic

plan from 2014 to 2019.

Table 10. Information System Strategic

Implementation Plan

The strategic

plan

Application

Name

Recco

Year

1 2 3 4 5

Promotion of

UIN Sunan

Ampel

Surabaya

through

social media

Website

UINSA

U x

Recruitment

prospective

students

IS for New

Student

Registratio

N x

Education

and teaching

programs

IS for

Academic

(SIAKAD)

U x

E-Learning U x

IS for

Graduation

Online

Research-

based

community

service and

development

community

service

models

IS for

Research

and

Community

Service

U x

Academic

quality

assurance

IS for

Quality

Assurance

N x

University

administratio

management

skills and

worksheet

document

management

IS for

Employme

Manageme

U x

E-

Performanc

U x

E-Office U x

Strengthenin

g the

management

cycle

(external

IS for

Finance and

Planning

U x

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internal

performance

and financial

supervision)

Encourage

student

activities in

talent,

interests and

profession

IS Student N x

Providing

scholarships

for

outstanding

students

Scholarship

N x

Mapping

community

needs for

alumni

IS for

Alumni and

Tracer

Study

N x

Increasing

relation and

partnership

with

potential

organization

IS for

Cooperatio

N x

IS for

Potential

and Experts

N x

Increase

facilities and

infrastructure

to support

academic

activities and

public

facilities

IS for

Assets and

N x

Provision of

supporting

facilities for

non-

academic

activities

(room)

IS Public

facilities

U x

4. CONCLUSION

Information system strategic planning aims to

produce an IS/IT strategic plan framework that can be

used in UINSA. The proposed IS/IT strategic

planning framework can discover the important

factors needed in developing an information system

that aligns with the vision of UINSA. These important

factors can be seen from the results of SWOT

analysis, Value Chain, Porter's Five Force, PEST and

internal IS/IT analysis.

On the other hand, formulation process of

information system strategic planning should

consider the organization’s strategic plan in order to

make sure that the IS/IT development aligns with and

supports organization to accomplish their vision and

mission. There are several applications that should be

developed at least in 5 years in order to gain a

competitive advantage. However, IS/IT strategic

planning should be reproduced to sustain competitive

advantage and adapt to external changes and

challenge.

For the future research, risk management,

human resource, and financial planning can make the

recommendation more detailed and comprehensive.

Other methods can also be used, such as critical

success factor or balanced scorecard, or both. It can

enrich the recommendation from another perspective.

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