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All Journal Jurnal RESTI (Rekayasa Sistem dan Teknologi Informasi) Jurnal Teknoinfo
Ajie Tri Hutama
Universitas Indonesia
Computer Science & IT Engineering

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BUSINESS INTELLIGENCE MATURITY ASSESSMENT: A CASE STUDY ON AN INDONESIAN AUTOMOTIVE COMPANY Ajie Tri Hutama; Achmad Nizar Hidayanto; Ryan Randy Suryono
Jurnal Teknoinfo Vol 17, No 2 (2023): Vol 17, No 2 (2023) : JULI
Publisher : Universitas Teknokrat Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33365/jti.v17i2.2443

Abstract

The increasing volume of data, systems that became more complex, and the need for tools to collect, store and process data have driven automotive companies to implement Business Intelligence (BI) system. Successful adoption of BI technology enables organizations to have higher business effectiveness and IT investment. In the organization that newly adopt BI technology, BI Project often failed. In organizations that already implement BI system, also often unable to get full benefits of the system. Maturity assessment is a method for assessing to which maturity level of human resources, organizational processes, and technology is implemented in an organization or company. By conducting it will provide the company with an overview of where the current maturity level is and provides an overview of the roadmap for achieving a higher maturity level where a higher level results in good business effectiveness. Investigate the maturity level of BI system focusing on an Indonesian automotive company and which parameter need to be improved are the objectives of this study. For BI maturity assessment in an Indonesian automotive company, we use the Business Intelligence maturity model (biMM) [1]. The study found that the overall organization’s maturity level to adopt BI system is 3.05 which means company is on the third stage biMM: information integration. Technology maturity is on the lowest point with an average of 2.87 point, Functionality is in the middle with 2.94 point, and Organization have highest point with 3.26 point. The company can improve on SLA Awareness, Data Management, and Data Architecture while retaining the performance of BI Strategy & BI Governance.
Knowledge Management System Adoption Approach and the Critical Success Factors in Small Medium Enterprise: A Systematic Literature Review Agnes Agnes; Ajie Tri Hutama; Dana Indra Sensuse; Sofian Lusa
Jurnal RESTI (Rekayasa Sistem dan Teknologi Informasi) Vol 7 No 5 (2023): October 2023
Publisher : Ikatan Ahli Informatika Indonesia (IAII)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29207/resti.v7i5.4954

Abstract

Knowledge is a substantial factor in an organization; therefore, the successful implementation of Knowledge Management (KM) or Knowledge Management System (KMS) is important for many organizations. This applies both for large companies and for companies categorized as Small Medium Enterprise (SME). How each company finds a solution to deal with KM problems, how to adopt KMS in its company structure, and what critical success factors (CSF) must be highlighted to implement those KMS often vary depending on the size of the organization. Regarding this issue, this study aims to find out how the adoption approach and CSF are used in the implementation of KM / KMS in SME. However, this study can also improve the state-of-the-art for KM / KMS implementation in SME and the important CSF in implementing it. In this review of the literature, a systematic review was performed with the steps as follows: (1) structure the research question, (2) define inclusion-exclusion criteria, (3) evaluation of paper quality, and (4) data extraction. The study found that in the last 5 years from the time when this research is conducted, TABLE 1 which is from 2016 to 2021, SME has been using many methods like training, meeting, sharing session, repository, and research as part of their KM / KMS adoption approach. We found also in the last 5 years that the CSF for implementing KM / KMS in SME is as follows: organization structure and flexibility, organization culture towards KM adoption, the quality of the knowledge, and communication within and across areas in the organization. communication within and across areas of the organization, and the team works within and across areas of the organization. SMEs can use this research as a guide to implement KM / KMS in their organization.
Co-Authors Achmad Nizar Hidayanto Agnes Agnes Dana Indra Sensuse Ryan Randy Suryono Sofian Lusa