Critical Success Factors Analysis is a Popular Technique
Nubi Journals. Critical Success Factors Analysis is a popular technique which is not only used to develop information systems strategies but also for developing business strategies. This technique often appears in various methods of use and is a tool that is generally used as an information system strategy tool. The technique can be used in different ways and with different purposes, including from Research Journals:
It is the most effective technique by involving senior management in developing information systems strategies because they are rooted in business problems and in getting certainty to propose information system actions that help generate achievements in critical areas.
As a liaison information system project from Critical Success Factors to the company's objectives, which clearly shows its position on the business strategy, and provide a convincing basis for obtaining an overall agreement by the top management team.
Individual interviews with senior leaders are good catalysts in exploring their own individual information needs
By providing a link between objectives and information needs, Critical Success Factors play an important role in prioritizing potential investments
Information system planning is very useful when the business strategy does not develop beyond its business objectives, by focusing on the most critical aspects of the business that require performance improvement measures.
The use of value chain analysis will be very useful in recognizing the most critical processes, which allow ownership of Critical Success Factors and their actions to be accurately determined.
As such, Critical Success Factors are used to make company objectives attractive in terms of actions needed to achieve key information and application needs of the organization and its managers, and to assess the strengths and weaknesses of existing systems.
Critical Success Factors can be used at the macro level to examine the whole industry, the whole company or certain business units. Critical Success Factors can also be used at the level of individual executives in determining the activities carried out whether it is important to achieve the success of certain objectives. Thus, the Critical Success Factors process can help prioritize activities and information needs, both at individual managers and at the business unit level.
In this case, the Critical Success Factors technique is very helpful for focusing on the main problem. Rockart defines Critical Success Factors as a limited number of areas within a particular result, if the results are achieved it will ensure that competitive performance is successful in the organization. Critical Success Factors are areas of activity that must be carefully received and considered by management. The performance status in each area must be continuously measured, and the information must be widely available.
Determination of Critical Success Factors must begin when the company's objectives are identified.
The first step is to recognize the Critical Success Factors for each of the objectives. The second stage is to combine existing goals. The ranking of goals and the number of Critical Success Factors used together will give relative priority to the achievement of the Critical Success Factors themselves. Then the information or systems that are important in achieving the Critical Success Factors must be taken into consideration. The question how does information systems or information technology help achieve Critical Success Factors? and how does the existing system support the achievement of Critical Success Factors? are two questions that must be considered and point to the SWOT analysis of the existing system of critical success factors.
By implication, if Critical Success Factors are achieved, the likelihood of achieving the goal increases.
Consolidation of the Balanced Scorecard and Critical Success Factor Analysis. The results of the Balanced Scorecard analysis and Critical Success Factors can be combined into one analysis that will provide a more comprehensive Information System requirement. The Balanced Scorecard links the measurement of the objectives to be achieved while the Critical Success Factors analyzes critical elements to achieve business goals.
Value Chain Analysis. Internal value chain is part of Value Chain Analysis.
The concept of Value Chain Analysis itself is described by Michael Porter as follows: "Every firm is a collection of activities that are performed to design, produce, market, deliver and support its products or services. All these activities can be represented using a value chain. Value chains can only be understood in the context of the business unit. "The purpose of internal value chains is to distinguish what companies do from how they are done. Value Chain Analysis itself is divided into two types of business activities, namely: 1. Main Activities 2. Supporting activities Michael Porter has classified the main activities into five groups.