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"Machine generated contents note: Important Message to the Individual ReaderA Note on Vocabulary and Cultural Differences xviiA Note on Our Perspectives and Prior WorkNotes and AcknowledgmentsNotesch. 1 Business and IT in Turbulent TimesTurbulence and Uncertainty Challenge EnterprisesThis Is Not about Alignment (Entirely)The Problem of Business and IT RelationshipsStrategic IT Management Changes the Mental Models about IT in the EnterpriseTo Whom Are We Writing? Who Is Our Audience? Whose Mental Models Are We Changing?ch. 2 The Barrier: Trust and PartnershipTrust and Performance Are Highly CorrelatedTrust and Partnership Are Highly CorrelatedContext and Performance Affect Trust and Ability to PartnerTrust and the Total Value Performance ModelTrust and GovernanceA Case of Broken TrustThe Role of Executive Leadershipch. 3 A Staircase to TrustWhat Is Trust?Dimensions of TrustContents note continued: Trust Improves Business PerformanceCan Trust between Business and IT Be Built?Personal Trust versus Organizational TrustMaslow's Hierarchy of Needs and ITBusiness Requirements for Total Value PerformanceHow Does Trust Affect IT Strategy in Turbulent Times?Producing Business Outcomes-An AssessmentReferencesch. 4 IT Strategy in Turbulent EnvironmentsChange and Turbulence DefinedHow Do Organizations Cope with Change and Turbulence?Assessing Turbulence in the EnterpriseOrganizational Capabilities and Environmental TurbulenceHow Do IT and IT Management Cope with Turbulence and Change?Producing Business Outcomes Despite Turbulence and Uncertainty: An Assessmentch. 5 Turbulence in Information TechnologyHistory of Technology TurbulenceThe Impact of Technology TurbulenceEnterprise Implications Based on Turbulence in ITTechnology Turbulence AssessmentContents note continued: Referencesch. 6 The Effects of IT SourcingThe IT Services Supplier as a Strategic ConcernStrategic IT OutsourcingThe Impact of Trust and TurbulenceLooking AheadStrategic IT Management Principles for the Business and IT RelationshipA Scorecard for Strategic IT Management PrinciplesNotech. 7 Requirements for Strategic IT ManagementThe Impact of Turbulence and TrustThe Impact of TurbulenceThe Impact of TrustTurbulence and Trust: Requirements for Business-IT PartnershipDemand and Supply Management of ITDemand and Supply Impact on OutsourcingTo Conclude: The Need for Relational GovernanceSelf-Assessment: IT Competenciesch. 8 The Service RelationshipIT Is a Service BusinessService Performance Is the Foundation for IT Credibility and TrustIT Service Management Is CriticalSo What?Conclusion and ScorecardsScorecard EvaluationContents note continued: Notesch. 9 The Partnership RelationshipReasons for the Business-IT PartnershipDefining the Business-IT PartnershipDealing with Culture, Behavior, and SilosImplementing the Business-IT PartnershipEngaging the BusinessImplementing Partnerships Requires Agreement on Roles for the PartnersIs This a Real Problem?"Teaming" Is the New PartnershipPartners Exist at Every LevelSummaryPartnership Scorecardsch. 10 The Leadership RequiredGoal #1: Leadership Is Required for Partnership, Trust, and Common GoalsGoal #2: Leadership Requires Leaders-and a Good Understanding of the Leadership RequirementsGoal #3: The Requirements for (Proactive) Transactional LeadershipGoal #4: The Requirements for Transformational LeadershipGoal #5: Leadership Is Earned through Credibility, Trust, and CultureLeadership Scorecardch. 11 Enterprise IT CapabilitiesContents note continued: Connecting IT Value, IT Competence, and Enterprise IT CapabilitiesConnecting IT Capability with IT Methodologies and ProcessesBreaking Down the Barriers between IT and Business: Enterprise IT CapabilitiesEnterprise IT Capability OverviewThe Core Ideas for Enterprise IT CapabilitiesAssessing Enterprise Performance against RequirementsReviewing the Initial Enterprise IT Capability AssessmentsIT's Capability to Change: The IT Dynamic CapabilityReferenceSeven Fundamental Capabilities of the EnterpriseGood Methodologies and Processes Aren't EnoughThe Challenge to CEOs and ClOs: What Exactly Should Be Done?Strategic IT Management Applies to More than Just the Current IT Organization(s)Business Outcomes Are Requiredch. 12 Strategic Enterprise IT Capabilities and CompetenciesEnterprise IT Capability: Planning &​ InnovationContents note continued: Strategic IT Management: The Systemic Capabilities for Producing Outcomes for Planning &​ InnovationStrategic IT Management: The Business Outcomes for Planning &​ InnovationWhat Is the Current Status with Planning &​ Innovation?Planning &​ Innovation ScorecardBottom Line: Planning &​ Innovation Performancech. 13 Tactical Enterprise IT Capabilities and CompetenciesEnterprise IT Capability: Information &​ IntelligenceEnterprise IT Capability: Development &​ TransformationEnterprise IT Capability: Service &​ Resource OptimizationSummary: Tactical Enterprise IT Capabilities and Competenciesch. 14 Operational Enterprise IT Capabilities and CompetenciesEnterprise IT Capability: Service &​ Operational ExcellenceEnterprise IT Capability: SourcingEnterprise IT Capability: Cost &​ PerformanceSummary: Operational Enterprise IT Capabilities and CompetenciesContents note continued: ch. 15 Managing Complex Business-IT RelationshipsClear Strategic PositioningFormal Organizational ArrangementsTrustExample EnterprisesExample #1: Angus InternationalExample #2: Global Financial ServicesExample #3: National Governmental Agencych. 16 What Should Be Done?Applying Frameworks to Describe the EnterpriseThe Power of FrameworksOrganizational ContextTurbulence and ChangeWhat Needs to Be Done?ch. 17 Requirements for CIO and IT LeadershipMessage #1: The CIO and IT Managers Have Important "To Do's" on Their ListsMessage #2: The Business-IT Partnership Requires CIO and IT Management LeadershipMessage #3: Enterprises Need Strategic IT Management and Enterprise IT CapabilitiesMessage #4: The CIO Needs to Manage the Technology Well; This Is Necessary, but Not SufficientContents note continued: Message #5: Authority, Control, and "Reporting to the CEO" Are Not SufficientMessage #6: Be Faster; Be FlexibleMessage #7: An Active, Proactive Leadership Approach Is Required, with Clear VisionConclusions: For the CIO, What Does Strategic IT Management Offer?ch. 18 Requirements for CEO and Business LeadershipMessage #1: The Enterprise Needs Strategic IT ManagementMessage #2: Strategic IT Management Requires CEO Leadership for Organizational Context, Culture, and ChangeMessage #3: The CEO Provides the Enterprise Leadership to Generate and Actively Communicate the Business Vision and ITMessage #4: The CEO Builds and Supports the Environment for Partnership, Teamwork, CollaborationMessage #5: The CEO Builds and Supports IT Governance as Critical to Change ManagementMessage #6: Engage the CMO, CFO, and Board in Strategic IT ManagementMessage #7: Good IT Is Necessary; Do Not Accept Poor PerformanceContents note continued: Messages to Business Managers and ProfessionalsConcluding Message to the CEOSelf-Assessment for Business Leadershipch. 19 Reflections and RecommendationsSummarizing the Enterprise IT Capabilities and Their ImportanceThe Bottom Line."

"Laporan magang ini dibentuk untuk menjelaskan evaluasi proses audit KAP YKP terhadap akun piutang PT DNT pada untuk laporan keuangan 31 Desember 2020. Laporan ini akan menjabarkan prosedur-prosedur audit KAP YKP atas piutang dagang PT DNT yang merupakan klien dari KAP YKP yang bergerak pada industri perdagangan produk di bidang informasi dan teknologi. Laporan ini menganalisis dan mengevaluasi prosedur audit yang dilakukan oleh KAP YKP terkait kesesuaian prosedur yang dilakukan terhadap standar audit dan regulasi yang berlaku.

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This internship report aim is to explain the evaluation of audit procedures by KAP YKP for PT DNT’s account receivable for financial statement ended December 31st, 2020. This report describes the audit procedures of KAP YKP on account receivables at PT DNT which is a client of KAP YKP engaging in IT merchandising industry. This report analyzes and evaluates the audit procedures performed by KAP YKP related to the conformance of procedures performed with the audit standards and regulations."

"ABSTRAKPenelitian ini merupakan upaya eksplorasi untuk menyelidiki peran network sebagai faktor pentingdalam keberhasilan perusahaan Born Global yang bergerak dibidang IT dalam usahanya untukmasuk ke dunia internasionalisasi. Hasil penelitian menunjukkan bahwa network (bisnis,marketing, keuangan, IT) yang dimiliki oleh perusahaan born global selama tiga faseinternasionalisasi adalah kunci penting bagi perusahaan born global ntuk melaksanakan bisnismereka secara global dan menyusun strategi yang baik untuk memasuki negara dan pasar yangbaru. Fokus pada tiga kasus bisnis serupa dari perusahaan Born Global di Belanda disediakanuntuk dukungan lebih lanjut. Penelitian ini menunjukkan pentingnya network bagi perusahaanborn global selama fase awal mereka terbentuk, fase pengembangan untuk masuk ke duniaiternasional, dan fase konsolidasi pertumbuhan internasional

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ABSTRACTThis research is an exploratory attempt to investigate the role of network as a success factor behindthe internationalization performance of born global IT firms. The result shows that network(business, marketing, financial, IT) acquire by the born global firm during the three phases ofinternationalization does help the born global to implement their business globally as well ascompose country strategy and market establishment. A focus on three similar business cases ofborn global IT firm are provided for further support. This research shows the importance ofnetwork acquire by the born global during the pre-start-up phase, the early international entrydevelopment phase, and the international growth consolidation phase"

"Saat ini banyak perusahaan yang beralih ke berbagai pendekatan agar dapat meningkatkan efisiensi praktik manajemen proyek mereka. Perencanaan proyek yang tepat sangat penting dalam menentukan keberhasilan proyek informasi dan teknologi. penentuan cakupan proyek, perubahan permintaan proyek, dapat mempengaruhi jadwal proyek yang sudah direncanakan. Tujuan dari penelitian ini adalah untuk mengidentifikasi penyebab ketidaktepatan jadwal proyek yang akan diteliti berdasarkan lifecycle project. Penelitian ini menggunakan studi kasus pada perusahaan konsultan teknologi dan informasi di Indonesia. Analisis penelitian ini berdasarkan lifecycle project dengan alat analisis Diagram Ishikawa dan Teorema Bayes. Hasil penelitian menunjukkan bahwa ketidaktepatan jadwal proyek pada perusahaan PT. XYZ diakibatkan permasalahan yang terjadi di berbagai fase, namun terutama disebabkan permasalahan yang terjadi pada fase pendefinisian ruang lingkup (scope) proyek. Hasil penelitian juga menunjukkan prioritas mitigasi yang perlu diterapkan. Hasil penelitian ini diharapkan dapat membantu para pelaku dalam industri konsultasi teknologi informasi dan bisnis lain untuk melakukan manajemen proyek yang lebih efektif.

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With the widespread publication of project failure rates and associated cost overruns, many companies are now turning to various approaches to improve the efficiency of their project management practices. Proper project planning is essential in determining the success of an information and technology project. The information collection phase of the customer's business process is crucial, and inaccuracies in this phase can cause delays in the project schedule. The purpose of this study is to identify the causes of inaccurate collection of business process information. This research uses a case study in information and technology consulting company in Indonesia. The analysis of this study uses the Ishikawa Diagram analysis tool and the Bayes Theorem. The results showed that the inaccuracy of communication between business analysts and customers and the inability of business analysts to design applications were the leading causes of inaccuracies in gathering business processes and designing applications. The results also indicate mitigation priorities that need to be applied. The results of the research are expecting to help actors in the information technology consulting industry and other businesses to carry out more effective project management."