Universitas Tarumanagara

REVIEWER

1. Prof. Ir. I Nyoman Pujawan, MEng, PhD (Sepuluh Nopember Institute of Technology, INDONESIA) 2. Prof. Ahmad Syamil, Ph.D. (Arkansas University, USA) 3. Prof. Erry YT Adesta, Ph.D. (International Islamic University of Malaysia, MALAYSIA) 4. Assoc.Prof. Dr. Chuvej Chansa-Ngavej (Shinawatra University, THAILAND) 5. Dr. Ir. Sri Gunani Pertiwi, MT. (Sepuluh Nopember Institute of Technology, INDONESIA) 6. Dr. Dadang Surjasa, SSi, MT (Trisakti University, INDONESIA) 7. Dr. Ir. Triwulandari SD, MM (Trisakti University, INDONESIA) 8. Dr. Ir. Lily Amelia, M.Agr., M.M. (Esa Unggul University, INDONESIA) 9. Dr. Ir. Nofi Erni, M.M. (Esa Unggul University, INDONESIA) 10. Prof. Dr. Hadi Sutanto (Atma Jaya Jakarta Catholic University, INDONESIA) 11. Prof. Dr. Weggie Ruslan (Atma Jaya Jakarta Catholic University, INDONESIA) 12. Prof. Dr. Ir. S. Sardy, M.Eng.Sc (Al Azhar Indonesia University, INDONESIA) 13. Dr. Ir. Hj. Tjutju Tarliah Dimyati, MSIE (Pasundan University, INDONESIA) 14. Dr. Ir. Hj. Arumsari, MSc (Pasundan University, INDONESIA) 15. Dr. Lamto Widodo ST. MT (Tarumanagara University, INDONESIA)

The 6th International Seminar on Industrial Engineering and Management (6th ISIEM) Harris Hotel, Batam, Indonesia, February 12th-14th, 2013 Proceeding, 6th International Seminar on Industrial Engineering and Management Harris Hotel, Batam, Indonesia, February 12th-14th, 2013 ISSN : 1978-774X

DESCRIPTION AND REVIEW EXISTING KNOWLDEGE MANAGEMENT FRAMEWORK, SYSTEM, TECHNOLOGY AND ARCHITECTURE

Riya Widayanti

Computer Science Faculty, Esa unggul University, Jakarta, Indonesia E-mail : [email protected]

ABSTRACT There is a growing recognize in the organizatinon and community about importance of managing knowledge. Some organizations have taken initiatives to improve and manage the resources. The resources need to be managed and protected in order to sustain and grow a business. There are several management perspectives that are being used when designing these knowledge system. Those include people, culture, structure, and technology. Firstly, the authors will present their view regarding knowledge management, which is a framework and technological perspective. Seondly, the authors will analyse the characteristics of knowledge as the object to be managed and will identify, analyse and criticise the most relevant knowledge management approaches, models and methodologies related to their objectives, then outlining the requirements that technological knowledge management . Key words : Knowledge management framework, knowledge management technology and architectur

1. INTRODUCTION based approach focuses on the use of knowledge by participants in a project, or the In the last decades, knowledge management infrastructure/generic system based (KM) has captured enterprises’ attention as approach focuses on building a base system one of the most promising ways to reach to capture and distribute knowledge for use success in this information era (Malone, throughout the organization (Jennex, 2005). 2002). A shorter life cycle of products, The main objective of this paper is to review globalization, and strategic alliances the evolution and development of KM between companies demand a deeper and framework and technology models in terms more systematic organizational knowledge of focus of each model. management (Vizcaíno, 2007). So many knowledge management solution to develop and create s framework. In this paper author 2. KNOWLEDGE MANAGEMENT want to desriptive existing knowledge APPROACHES management framework and technology approch, and give a summary about these. 2.1. Knowledge Management However, developing KMS is a diffcult task; Frameworks since knowledge per se is intensively 2.1.1. Nonaka Model domain dependent whereas KMS often are They propose a model of knowledge context specifc applications. Thus, creation consisting of three elements: (i) the reusability is a complex issue. On the other SECI process, knowledge creation through hand, the lack of sophisticated the conversion of tacit and explicit methodologies or theories for the extraction knowledge; (ii) `ba', the shared context for of reusable knowledge and reusable knowledge creation; and (iii) knowledge knowledge patterns has proven to be assets, the inputs, outputs and moderators extremely costly, time consuming, and error of the knowledge-creating process. The prone (Gkotsis, Evangelou, Karacapilidis & knowledge creation process is a spiral that Tzagarakis, 2006). Moreover, there are grows out of these three elements; the key several approaches towards KMS to leading it is dialectical thinking. The SECI developing. For instance, the process/task

Description And Review Existing Knowldege Management Framework Riya Widayanti IM-13 Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X process: four modes of knowledge A. Skandia Model conversion (figure 1). Knowledge management was not only seen as the transfer of tacit and explicit An organisation creates knowledge through knowledge but it has also been argued as the interactions between explicit knowledge intellectual capital (Chase, 1997; and Roos and tacit knowledge. We call the interaction and Roos, 1997). between the two types of knowledge `knowledge conversion”'. Through the conversion process, tacit and explicit knowledge expands in both quality and quantity.There are four modes of knowledge conversion. They are: (1) socialisation (from tacit knowledge to tacit knowledge); (2) externalisation (from tacit knowledge to explicit knowledge); (3) combination (from explicit knowledge to explicit knowledge); and (4) internalisation (from explicit knowledge to tacit knowledge). Nonaka, Toyamam Konno, 2000.

2.1.2. The Wiig Model Figure 2. Wiig Model According to Wiig (1993), knowledge is composed of facts, concepts, judgements, The intellectual capital model of knowledge expectations and methodologies, that is, management was developed by a Swedish Know-How, figure 2. Said knowledge is firm called Skandia as an approach for accumulated and added and is stored for measuring its intellectual capital. The model long periods of time and is available to solve focuses on the importance of equity, human, specific situations and problems. Information customer and innovation in managing the solely consists of facts and information that flow of knowledge within and externally is organised and used to describe particular across the networks of partners. Lank(1997) situations or conditions. Using this approach, suggests that this model assumes a Knowledge Management focuses on those scientific approach to knowledge and functions (or activities) that enable assumes that intellectual capital can be organisations: creating, displaying, using transformed into commodity or assets of and transmitting their knowledge based on organizations but unfortunately, this the socalled Pillars of Knowledge intellectual viewof knowledge management Management, which we could summarise as ignores the political and social aspects of identification, evaluation and management. knowledge management. Indeed, this is consistent with Nonaka’s view of knowledge management. Skandia intellectual capital model of knowledge management gives a strong emphasis to measurement associated with each of the decomposed elements (human, customer and structure) of knowledge management assuming that it can be tightly controlled. However, this approach can result in attempts to fit objective measures to subjective elements. Hence, this mechanistic approach to measurement is more consistent with Nonaka’s process of externalization and combination (Lank, 1997), (Haslinda, 2009). Figure 1. SECI Model, Nonaka

Description And Review Existing Knowldege Management Framework IM-14 Riya Widayanti Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X

Figure 4. Leonard-Barton Model

C. Arthur Andersen and APQC Model Arthur Andersen and APQC have advanced a model comprised of seven KM processes that can operate on an organization’s knowledge. As illustrated in Figure 5, these processes are create, identify, collect, adapt, organize, apply, and share. The nature of organizational knowledge that they process Figure 3. Skandia Model is not characterized in this model. Nor does it characterize the nature of the processes B. The Leonard-Barton Model The themselves. The model identifies four Knowledge Management organizational enablers that facilitate the The Leonard-Barton Model The Knowledge workings of the KM processes: leadership, Management model of Leonard-Barton measurement, culture, and technology. The (1995) is based on two basic components: a) model does not detail the nature of the the basic capabilities of organisations, and enablers. b) their knowledge creation activities.The basic capabilities of organisations are the knowledge management sources and activities that allow organisations to strengthen their knowledge: a) the physical systems and the knowledge and skills of employees; b) the management and regulatory systems. The first two are the sources, and the last two are the management activities.The knowledge Figure 5. Arthur, APQC Model creation activities are those, mainly aimed at the development of products that generate D. The Alavi, KPMG Model new knowledge in organisations. These are The Knowledge Management model of divided into four activities: a) problem solving KPMG Consulting (Alavi, 1997) focuses on (shared or creative) to produce current those knowledge management processes products; b) the implementation of new aimed at improving customer service in methodologies and techniques (and organisations, using the Web as a storage integration) to optimise current processes; c) and consultation environment. The experimentation and the creation of knowledge management processes that are prototypes to innovate and create new carried out as sequences are: capabilities in organisations, and d) the  Acquisition of knowledge: In this pro- acquisition, importing, and absorption of cess, knowledge related to experiences external technology (Ayus, Ayuso:2012) and lessons learnt from projects executed

with clients is created and developed.  Indexing, Filtering and Linking: In these processes, the typical activities of

Description And Review Existing Knowldege Management Framework Riya Widayanti IM-15 Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X

library management are carried out, out through Web pages (a problem of such as the emission, classifcation, structure and design). addition and interconnection of  Application: In this fnal process, the knowledge from different sources from knowledge that has been acquired, those from which it has been acquired in compiled and delivered is used, to the process of Acquisition. produce improvements in the products  Distribution: In this process, the grouping and services of the organisation. and delivery of knowledge is carried

Figure 6. Alavi model

Figure 7. Sveiby Model

E. The Szulanski Model organisation. The factors of influence The Knowledge Management model of are those negative characteristics (and Szulanski (1996), focuses on the analysis of which must be evaluated and reduced) organisations’ internal structures, to related to the transfer processes and evaluate the difficulty in the transfer of components of the transfer of knowledge. internal knowledge. In a similar way to the model of Andersen & APQC, both the F. The Sveiby Model knowledge transfer processes and the The Knowledge Management model of factors of influence in the organisation on Sveiby (1997), focuses on identifying and said processes are analysed. The evaluating the intangible assets of knowledge transfer processes are as organisations. The model is composed of follows: three parts, ilustrated in figure 7:  Beginning: At this stage, a need for  External structures: Composed of the knowledge for the organisation is relationships with clients, suppliers, recognised, that requires a search for brands and reputation. said knowledge and the transfer of said  Internal structures: Composed of the knowledge to satisfy the need. models, concepts, patents, ICT  Implementation: At this stage, the resources, organisational infrastructure transfer of the knowledge is carried and culture. out. Said process requires the  Employee skills: The aptitudes and identifcation of the source of knowledge, knowledge bases of the individuals inside and the route that it must follow to the organisations. client (or recipient).  Increase: At this stage, the recipient G. The Holsapple and Joshi Model uses the transferred knowledge, The Knowledge Management model of applying it to problems not previously Holsapple & Joshi (2002) is an attempt to solved, after they have been identifed and unify the different approaches that we have classifed. seen above. To this end, the authors identify  Integration: At this fnal stage, the three dimensions that appear to be transferred knowledge, after being fundamental in Knowledge Management: a) used successfully, is nstitutionalised the knowledge resources; b) the activities of and becomes a routine within the

Description And Review Existing Knowldege Management Framework IM-16 Riya Widayanti Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X knowledge management; and c) the factors research perspectives (e.g., aspects studied of influence. or models validated). However, due to its In the study by Hoslapple and Joshi, it is relevance to practice, it is a good candidate shown that none of the models that we have to be used as a basis for a global framework. seen so far include all of the three specified dimensions. What can be seen is that each 2.2. Knowledge Management one of them is interested in a specific Technology and Architecture dimension, focussing metho-dology towards 2.2.1. Kerschberg & Weishar Model resources, activities or the factors of Based on the Conceptual Model of influence. Kerschberg & Weishar (2002), we show the Regarding the knowledge resources, the components of a Corporate Knowledge Leonard-Barton model is the only one that System that are defined in the middle layer, considers them in a special way, classifying based on the Business Model and the goals them into two types: employee knowledge established by the Strategic Management, and knowledge from physical systems. As which we can divide into two subgroups: ilustrated in figure 8. Services Based on Knowledge and on Regarding the activities of knowledge Unstructured Information, and Services management, the majority of the models Based on Standardised Processes and explicitly consider said activities. Structured Information. Within each of the From the study carried out, Holsapple & subgroups we can find the following Joshi establish a model of three levels (or services: dimensions):  Knowledge Based Services and  Knowledge Resources: These are the Unstructured Information (KBS-UI). sources of knowledge in organisations. These services are aimed at the needs of  Knowledge Activities: These are the organisations relating to knowledge: the processes that establish the handling of Business Intelligence for the monitoring of knowledge. competitive processes, the Knowledge  Factors of Influence: These are the Engineering for the modelling of the inten- elements of organisations that could sive knowledge processes and the culture support or hinder the knowledge of organisations, as well as the manage- activities in organisations. ment needs of the unstructured informa- tion, which is usually 80% of the total in 2.1.3. CEN Model an organisation, and finally, the Work in One of the main frameworks currently used Group processes (and a certain amount in practice is the framework by CEN (2004) of automation based on the WorkFlow). created in the European standar-dization The solutions aimed at these needs are community. It provides a common Decision Support Systems (DSS) and terminology and frame of reference for Data Mining for Business Intelligence; organizations involved in knowledge Knowledge Based Systems (KBS) and management (Figure 8). The CEN frame- Knowledge Engineering (KE) to manage work shows a clear process orientation, the intensive knowledge processes aiming at describing core business (Intelligent Agents in Generic Tasks), the processes as well as knowledge-related culture of the organisation (Corporate processes. It extends those processes by Reports), and developing Intelligent enablers: knowledge capabilities on an Agents that can be used for Learning, organizational (e.g., vision, strategy) and Information Retrieval Systems (IRS) individual level (such as skills, competences, combined with Document Based methods, tools). This framework has created Management Systems (DBMS) to a common terminology and structure as well optimise the use of unstructured infor- as guidelines around those. However, it mation in organisations, and Collaborative does not cover the main aspects of globally Work Systems (CWS) to support the distributed KM but provides extension group processes within organisations. options, such as extending processes or  Services Based on Standardised adding enablers and additional compo- Processes and Structured Information nents. It also does not incorporate the (SBSP-SI). These services are aimed at

Description And Review Existing Knowldege Management Framework Riya Widayanti IM-17 Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X

the needs of organisations relating to of viewing flexibility enables users to alter standardised processes: Finance, and combine views dynamically and Customer Relations, Production, Logistics interactively and to more easily apply the and Products; using automation through knowledge to new contexts and the Work Flow, as well as the multi- circumstances. At a Classification of platform of the WEB environment. All of Knowledge Management Applications Based this based on the structured information on this knowledge management architecture, of organisations. knowledge processing can be segmented into two broad classes: integrative and 2.2.2. Zack model interactive (Figure 11), each addressing The management of explicit knowledge different knowledge management objectives. utilizes four primary resources (Figure 10): Together, these approaches provide a broad  Repositories of explicit knowledge; set of knowledge processing capabilities.  Refineries for accumulating, refining, They support well-structured repositories for managing, and distributing that managing explicit knowledge while enabling knowledge; interaction to integrate tacit knowledge.  Organization roles to execute and manage the refining process; and  Information technologies to support those repositories and processes.  The Knowledge Repository The design of a knowledge repository reflects the two basic components of knowledge as an object: structure and content. Knowledge structures provide the context for interpreting accumulated content. If the repository is conceived as a

"knowledge platform", then many different Figure 8 Cen KM views of the content may be derived from a particular repository structure. A high degree

Figure 9. Holsapple and Joshi Model

Description And Review Existing Knowldege Management Framework IM-18 Riya Widayanti Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X

Figure 10. Zack Model (Zack, 1998)

application. Its content is dynamic and emergent.

Interactive applications vary by the level of expertise between producers and consumers and the degree of structure imposed on their interaction. Where formal training or knowledge transfer is the objective, the interaction tends to be primarily between instructor and student, or Figure 11. KM Application Zack Model expert and novice, and structured around a (Zack, 1998) discrete problem, assignment or lesson plan. I refer to these applications as distributed Integrative Applications learning. Integrative applications exhibit a sequential flow of explicit knowledge into and out of the 2.2.3. Lindvall & Sinha Model repository. Producers and consumers KM services are provided using tools for interact with the repository rather than with data and knowledge discovery and each other directly. The repository becomes collaboration services. Through portals, the primary medium for knowledge knowledge can be distributed to different exchange, providing a place for members of users and applications, such as e-learning, a knowledge community to contribute their competence management, intellectual knowledge and views. The primary focus property management, and customer tends to be on the repository and the explicit relationship management (illustrated in knowledge it contains, rather than on the figure 12). contributors, users, or the tacit knowledge they may hold. 2.2.4. Duffy Model Communication Systems Layer Interactive Applications The basic foundation layer for knowledge Interactive applications are focused primarily management is the communication systems on supporting interaction among people layer that represents all the communication holding tacit knowledge. In contrast to systems involved. There are varieties of integrative applications, the repository is a communication systems such as local area by-product of interaction and collaboration network (LAN) or intranet, extranet and rather than the primary focus of the World Wide Web or Internet. The

Description And Review Existing Knowldege Management Framework Riya Widayanti IM-19 Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X organizations would have connectivity to information flow, security, and system Internet service providers (ISPs) through management and admini-stration. various “last-mile technologies” options. The  End-User Application Layer communications systems are used for The end-user application layer represents communicating across or exchanging the user interface into the applications information through various groupware and knowledge. Because the Web is used systems for the creation of knowledge. as a medium for interface, it uses Web- Illustrated in figure 13. based interactive tools to access  Enterprise Data Source Layer knowledge from knowledge management The enterprise data source layer provides systems. In many instances, portals the base or platform upon which KM similar to those used to access the solutions are built. It consists of Internet (e.g., Yahoo!, Lycos, Excite, or repositories for unstructured data (i.e., Plumtree) represent the user interface document and content management) and layer (Duffy, 2001). A user interface structured data (i.e., databases, e-mail) should be easy to use, interactive and and groupware, etc. (Duffy, 2001). valuable to the users. It should hide all Companies use databases and ERP the internal complexities of KM systems for structured data and varieties architecture and should respond to users’ of document management systems for requests through easy-to-use features. unstructured data.  Knowledge Repository Layer 2.2.5. Meier Model The knowledge repository layer consists This framework is organized on different of a data warehouse for structured data levels (strategic, design, organizational) and and document content management and by knowledge types which are connected by a groupware system for unstructured generic knowledge acti-vities. The data. The knowledge repository layer architecture identifies key aspects of mainly consists of repositories for knowledge management as well as potential unstructured data (i.e., document and tools and methods around those (e.g., content management), structured data ontologies, technical architectures, or roles). (i.e., data warehousing, generation, and It is based on clear, research-based management), and groupware for classifications and categorizations and supporting the collaboration needed for identifies influence factors and solutions for knowledge (Duffy, 2001) different purposes. Thus, it is applicable for  Middleware Layer structuring both research and practice The middleware integrates the approaches. However, the framework also applications of the knowledge repo-sitory needs to be extended regarding the specifics and enterprise information portals. of globally distributed KM activities. Middleware supports intelligent message Ilustrated in figure 14. routing, business rules that control

Figure 12. KM Architecture, Lindavall& Sinha

Description And Review Existing Knowldege Management Framework IM-20 Riya Widayanti Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X

Figure 13. KM Architecture, Duffy

Figure 14. KM Architecture, Meier

Description And Review Existing Knowldege Management Framework Riya Widayanti IM-21 Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X

Figure 15. KM Solution, Jennex & Olfman Model

2.3. Knowledge Management System processes into regular work practices, And Solution and that knowledge needs were different 2.3.1. Jennex & Olfman Model for users of different levels, were key Dimension descriptions of the model follow, issues in order to determine and reperesentated at figure 15. implement what is the right knowledge for  SYSTEM QUALITY KM to capture. Addition ally, it was found Jennex and Olfman (2000, 2002) found that KM users have formal and/or informal infrastructure issues such as using a drivers that guide them in selecting common network structure; adding KM skills information and knowledge to be retained to the technology support skill set; and using by KM and formal and informal processes high-end personal computers, integrated for reviewing and modifying stored databases; and standardizing hardware and information and knowledge. The software across the organization to be keys Knowledge Quality dimension to building KM. The System Quality incorporates this and ensures that the dimension incorporates these findings and right knowledge with sufficient context is defines system quality by how well KM captured and available for the right users performs the functions of knowledge at the right time. Three constructs: the KM creation, storage/retrieval, transfer, and strategy/process, knowledge richness, application. and linkages among knowledge  KNOWLEDGE QUALITY components are identified. Jennex and Olfman (2000, 2002)  SERVICE QUALITY identified that having a KM process and The Service Quality dimension ensures an enterprise-wide knowledge that KM has adequate support in order for infrastructure, incorporating KM users to utilize KM effectively. Three

Description And Review Existing Knowldege Management Framework IM-22 Riya Widayanti Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X

constructs management support, user KM 2.3.3. Massey, Montoya-Weiss, and service quality and IS KM service Driscoll KM Success Model quality—are identified. Management Massey, Montoya-Weiss, and O’Driscoll support refers to the direction and support (2002) present a process-based KM success an organization needs to provide in order model derived from their Nortel case study. to ensure that adequate resources are The case study suggested that KM cannot allocated to the creation and maintenance be applied generically and that a process of KM; a knowledge sharing and using approach to KM will help an organization to organizational culture is developed; understand how it can apply KM to improve encouragement, incentives, and direction organizational performance. The model is are provided to the work force to presented in Figure 15. Key components of encourage KM use; knowledge reuse; the model are: and knowledge sharing; and that  KM Strategy-defines the processesusing sufficient control structures are created in knowledge and what that knowledge is; the organization in order to monitor the sources, users, and form of the knowledge and KM use. This construct knowledge; and the technology enables the other two constructs. infrastructure for storing the knowledge.  Key Managerial Influences-defines 2.3.2. Berecca- Fernandez Model management support through Knowledge management solutions refer to leadership, allocation, and management the variety of ways in which KM can be of project resources, and oversight of facilitated: KM processes, KM systems, KM the KMS through coordination and mechanisms and technologies, KM control of resources and the application infrastructure. Knowledge management of metrics for assessing KMS success. systems are the integration of technologies  Key Resource Influences-the financial and mechanisms that are developed to resources and knowledge sources support the four KM processes, the model is needed to build the KMS. presented in figure 14.  Key Environmental Influences-describe the external forces that drive the organization to exploit its knowledge to maintain its competitive position.

Figure 14. KM Solution, Berecca-Fernandez Model

Description And Review Existing Knowldege Management Framework Riya Widayanti IM-23 Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X

Figure 15. KM Success, Massey, Montoya-Weiss, and Driscoll Model

2.3.4. Lindsey KM Effectiveness Model Lindsey (2002) proposes a conceptual KM effectiveness model based on combining Organizational Capability Perspective theory (Gold, 2001) and Contingency Perspective Theory (Becerra- Fernandez & Sabherwal, 2001). The model defines KM effectiveness in terms of two main, knowldege infrastucture technology and knowledge capability.

3. ANALYSES OF FRAMEWORK

The descriptive framework on three dimention, knowledge management Figure 16. KM Effectiveness, Lindsey framework, technology/architecture, and solution/ system.Table 1, 2, 3.

Table 1. Summary of Knowledge Mangement Framework Author Description Detil Activity Nonaka An individual and organizational creat knowledge through - Socialiation the interactions between explicit knowledge and tacit - Internalization knowledge(SECI) - Combination - Externalization Wiig Knowledge Management focuses on those functions (or - Creation activities) that enable organisations: creating, displaying, - Manifestation using and transmitting their knowledge based on the - Use socalled Pillars of Knowledge Management. - Transfer Skandia The intelectual capital are equity, human, customer and - Measuring intelectual capital innovation in managing the flow of knowledge within and (human, customer, externally across the networks of partners and innovation)

Description And Review Existing Knowldege Management Framework IM-24 Riya Widayanti Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X

Table 1. Summary of Knowledge Mangement Framework (cont.) Author Description Detil Activity Leonard Manage Interaction betwen capabilities of - Problem solving Barton organisations, and their knowledge creation - Importing knowledge activities. - Experimenting - Implementing and integrating Arthur Provide KM processes that can operate on an - Share - Adapt Anderson, organization’s knowledge and identifies - Create - Organize APQC organizational enablers that facilitate the - Indentify - Apply workings of the KM processes - Collect Alavi, Concern at improving customer service in - Acquisition - Linging KPMG organisations, using the Web as a storage and - Indexing - Distributin consultation environment - Filtering g - Applicatio n Szulanski focuses on the analysis of organisations’ - Initiation - Ramp-up internal structures, to evaluate the difficulty in - Implementatio - Integration the transfer of internal knowledge n Sveiby focuses on identifying and evaluating the - Internal Resources intangible assets of organisations - Eksternal Resources - Employee Skills Holsapple classifying them into two types: employee - Knowledge resources and Joshi knowledge and knowledge from physical - Kowledge Activities systems. - Factor of Influence Cen shows a clear process orientation, aiming at - Identify - share describing core business processes as well as - Create - use knowledge-related processes - Store

Table 2. Summary of Knowledge Table 3. Summary of Knowledge Mangement Technology and Architecture Mangement System/Solution and Author Description Architecture Kerschberg 3 Layer Author Focus Description & Weishar - Information Jennex & KM System - System Quality - KM Olfman - Knowledge Quality - Presentation - Service Quality - Sharing - Use/perseived benefit - Creation - User satisfication Zack Technology dan organizational infrastucture - Net benefits Integrative and Interactive Berecca- KM Solution - KM Processess Lindvall & 7 layer: Feernandez - KM Systems Sinha - Information and Knowledge Source - KM Mechanisms - Low Level IT Infrastucture - KM Infrastucture - Document and Content Management Massey, KM Success - KMStrategy - Organizational Taxzonomy Montoya- - Key Mangerial - KM Sevices Weiss, and Influence - Personalize Knowledge Gateway Driscoll - Key Resources - Business Application Layer Influence Duffy 5 Layer: - Key Environmental - Communication Influance - Enterprise Data Source Lindsey KM - Knowledge - Knowledge repositoy Effectiveness Infrastucrture - Middleware Capapbility - End User Application - Knowledge Process Capability

Description And Review Existing Knowldege Management Framework Riya Widayanti IM-25 Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X

4. CONCLUSION The Journal of International Social Research, Volume 2 / 9 Fall 2009. The internal and external knowledge of the (i) Holsapple, Joshi, (1999). “Description company and the different models of and Analysis of Existing Knowledge knowledge, its competitive knowledge Management Frameworks”, resources, belonging to their key Proceedings of the 32nd Hawaii competencies and tasks, and the proposed International Conference on System technology supports the competitive Sciences. strategy implemented in the company and (j) Holsapple, C., & Joshi, K.D. (2001). is applicable to different organisational “Knowledge management: A three-fold types. This review contributes to the existing framework. The Information Society”, framework KM literature by reviewing the 18(1), 47-64. evolution and development of the previous (k) Jennex, Olfman Assessing, (2008). KM models. The importance of KM “Knowledge Management Success”, technology and the role it will play in International Journal of Knowledge organizational and support of KM framework Management, 1(2), 33-49, ITJ2771. and KM solution. (l) Jennex, Olfman. (2004). “Assessing Knowledge Management Success/Effectiveness Models”, 5. REFERENCES Proceedings of the 37th Hawaii International Conference on System (a) Alavi, M. (1997). KPMG Peat Marwick Sciences – 2004. U.S.: “One giant brain”(Report Nr. 9- (m) Kerschberg, L., & Weishar, D. (2002). 397-108). Boston: Harvard Business “Conceptual models and architectures School. for advanced information systems. (b) Andersen, A., & APQC (American Applied Intelligence”, 13(2), 149– Productivity and Quality Center). 164. (1996). “The KM assessment Tools”: (n) Leonard-Barton, D. (1995). External benchmarking version. “Wellsprings of knowledge: Building Winter. and sustaining the sources of (c) Aris, Ayuso, “A Methodology for the innovation. Boston”: Harvard Business Auditing of Technological Knowledge School Press. Management”, IGI Global. (o) Lindsey, K, (2002). “Measuring (d) Becerra-Fernandez, I. & Sabherwal, knowledge management effectiveness: (2004). Organizational knowledge A task-contingent organizational management: A contingency capabilities perspective. Proceedings perspective.Journal of Management of the 8th Americas Conference on Information Systems, 18(1), 23-55. Information Systems (pp. 2085-2090). (e) CEN (2004) CEN CWA 14924 (p) Lindvall, Sinha, (2002). “Technology European Guide to good Practice in Support for Knowledge Management”, Knowledge Management - Part 1 to 5, LSO 2002. Brussels. Cummings, J.N., Work (q) Massey, A.P., Montoya-Weiss, M.M., & Groups, Structural Diversity, and O’Driscoll, T.M. (2002). “Knowledge Knowledge Sharing in a Global management in pursuit of Organization, Management Science, performance:Insights from Nortel Vol. 50, No. 3, pp 352-364. 2004 Networks”, MIS Quarterly, 26(3), 269- (f) Duffy, J., (2000). “The KM technology 289. infrastructure. Information (r) Maier, R. (2007). “Knowledge Management”, Journal, 34(2), 62-66. Management Systems: Information (g) Duffy, J. (2001). “The tools and and Communication Technologies for technologies needed for knowledge Knowledge Management”, 3rd ed. management”, Information Springer, Berlin et al. Management Journal, 35(1), 64-67. (s) Maier, R., and Remus, U. (2003). (h) Haslinda, Sarinah, (2009). “A Review “Implementing process-oriented of Knowledge Management Models”, knowledge management strategies”,

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Journal of Knowledge Management, Vol. 7, No. 4, pp 62–74. AUTHOR BIOGRAPHIES (t) Maier, R. and Thalmann, S. (2010). “Using personas for designing Riya Widayanti is a lecturer in Department knowledge and learning services: of Informatics, Faculty of Computer Science, results of an ethnographically Esa Unggul University, Jakarta. She informed study”, International Journal received her Master of Information System of Technology Enhanced Learning, from Gunadarma University in 2003. Her Vol. 2, No. 1/2, pp58–74. research interests are in the area of (u) Nonaka, Toyama and Konno, (2000). Knowledge mangement & Software “SECI, Ba and Leadership: a United Engineering, Information Techology Model of Dynamic Knowledge Governance. Her email address is Creation”, Long Range Planning 33, 5- [email protected]. 34. (v) Pawlowski, J.M., Bick, M, (2012). “The Global Knowledge Management Framework: Towards a Theory for Knowledge“, Management in Globally Distributed Settings, Electronic Journal of Knowledge Management. (w) Sharma, Gupta, Wickramasinghe, (2004). “Information Technology Assessment for Knowledge Management”¸ IDEA GROUP PUBLISHING. (x) Sveiby, K. E. (1997). “The new organizational wealth”. San Francisco: Berrett-Koehler. (y) Szulanski, G. (1996). “Exploring internal stickiness: Impediments to the transfer of best practice within the firm”. Strategic Management Journal, 17, 27–43. (z) Wiig, K. (1993). Knowledge management foundations: Thinking about thinking – how people and organizations create, represent and use knowledge. Arlington, VA: Schema Press.f. (aa) Zack, (1996). "Developing a Knowledge Strategy", forthcoming, California Management Review; J. H. Grant and D. R. Gnyawali, "Strategic Process Improvement through Organizational Learning", Strategy & Leadership, vol. 24, no. 3.

Description And Review Existing Knowldege Management Framework Riya Widayanti IM-27 ISSN : 1978-774X

Proceeding The 6th International Seminar on Industrial Engineering and Management (6h ISIEM)

Harris Hotel Batam Center, Batam, Indonesia February 12th – 14th, 2013

Organized by : Industrial Engineering Department of

Supported by :

Indonesian Industrial Engineering Higher Education Association FOREWORD

In this 6th International Seminar on Industrial Engineering and Management (ISIEM) Seminar issues is Sustainable on Enhancing Industrial Management, Technology, and Information, and wide area of Industrial Engineering including Quality Engineering, Supply Chain Management, Production System, Operation Research, Decision Support System, Ergonomics, Artificial Intelligent, Industrial Management, and Entrepreneurship.

All of papers received were review by a peer of reviewers and published for 55 papers from various Indonesian University and abroad, and be presented by 52 presenters.

Historical, the ISIEM is an annual seminar event organized by 6 universities that run Industrial Engineering Department, which are Triskati University Jakarta, Atmajaya Catholic University Jakarta, Tarumanagara University Jakarta, Esa Unggul University Jakarta, Al-Azhar Indonesia University Jakarta, and Pasundan University Bandung. The seminar took different places annually in all over Indonesia.

I would like to thank you to all committees for the efforts, all Reviewers, Mr. Predeep Nair from Schneider Manufacture Batam, Prof. Dr. Rosnah Mohd. Yusuff from Department of Mechanical and Manufacturing Engineering Universiti Putra Malaysia, Prof. Frits Blessing from Rotterdam University/Rotterdam Business School, for the Keynote Speeches, all Participants to join the Seminar, and everybody who helped us to make this seminar happen.

At last, enjoy your stay in Batam and have a good Seminar.

Ir. Wahyukaton, MT. (Pasundan University Bandung)

Chairman of Committee

The 6th International Seminar on Industrial Engineering and Management (6th ISIEM) Harris Hotel, Batam, Indonesia, February 12th-14th, 2013

COMMITTEE

Steering Committee 1. Iphov Kumala Sriwana, ST, MSi (Esa Unggul University, Indonesia) 2. Dr. Dadang Surjasa, SSi, MT (Trisakti University, Indonesia) 3. Vivi Triyanti, ST, MSc (Atma Jaya Jakarta Catholic University, Indonesia) 4. Dr. Ir. Syarif Hidayat, MEng.Sc, MM (Al Azhar Indonesia University, Indonesia) 5. Ir. Toto Ramadhan, MT (Pasundan University, Indonesia) 6. Dr. Lamto Widodo ST, MT (Tarumanagara University, Indonesia)

Organizing Committee Chair Ir. Wahyukaton, MT (Pasundan University, Indonesia) Co-Chair Nunung Nurhasanah, ST, MSi (Al Azhar Indonesia University, Indonesia) Secretary Dr. Lamto Widodo ST, MT (Tarumanagara University, Indonesia) Treasury Iphov Kumala Sriwana, ST, M.Si (Esa Unggul University, Indonesia)

Proceeding Editor Rahmi Maulidya, ST, MT (Trisakti University, Indonesia) Endro Wahyono (Tarumanagara University, Indonesia)

Leaflet Dr. Lamto Widodo ST, MT (Tarumanagara University, Indonesia) Dr. Adianto, MSc (Tarumanagara University, Indonesia) Rahmi Maulidya, ST, MT (Trisakti University, Indonesia)

Sponsorship Rina Fitriana, ST., MM. (Trisakti University,Indonesia)

Conference Organizer Ir. Syarif Hidayat, MEng, MM (Al Azhar Indonesia University, Indonesia) Lina Gozali, ST, MM (Tarumanagara University, Indonesia) Riya Widayanti, SKom, MKom (Esa Unggul University, Indonesia)

Accomodation Vivi Triyanti, ST, MSc (Atma Jaya Jakarta Catholic University, Indonesia) Feliks Prasepta, ST, MT (Atma Jaya Jakarta Catholic University, Indonesia) Marsellinus Bachtiar, ST, MM (Atma Jaya Jakarta Catholic University, Indonesia) Yoseph Ole (Atma Jaya Jakarta Catholic University, Indonesia)

Website Ir. Yogi Yogaswara, MT. (Pasundan University, Indonesia) Galih Ferdi Firmansyah (Pasundan University, Indonesia)

The 6th International Seminar on Industrial Engineering and Management (6th ISIEM) Harris Hotel, Batam, Indonesia, February 12th-14th, 2013 Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X Harris Hotel, Batam, Indonesia, February 12th-14th, 2013

CUSTOMER RELATIONSHIP MANAGEMENT INFORMATION SYSTEM DEVELOPMENT IN PT. CITRA VAN TITIPAN KILAT

Fransiskus Adikara, Ricky Fauzi

Teknik Informatika, Universitas Esa Unggul, Jakarta, Indonesia E-mail : [email protected]; [email protected]

ABSTRACT Customer Relationship Management (CRM) is an important factor in service-oriented business like goods and mail delivery service business (PT. Citra Van Titipan Kilat).The company needs information system to maximize their customer relationship management so they can have more competitive advantage than their competitor. This paper shows activities to design and develop the new CRM information system for PT. Citra Van Titipan Kilat. With the new information system, the company can manage their customer satisfaction with the new features provided by the system like delivery trackings and more reports than manual reports provided before. Key words: customer relationship management, deliver service business, CRM information system, customer sastifaction

1. INTRODUCTION Moreover customers also feel less informed about delivery stage process. Various surveys show that the key to the company's success is not solely lie in the quality of products or services offered but 2. LITERATURE REVIEW how far the company's efforts to satisfy the needs of its customers. Giving good service 2.1. CRM (Customer Relationship to ensure that customer become loyal Management) customers. Nowadays a product-oriented CRM is a company strategy to satisfy the business has become to be customer- customers so as not turnout to competitors. oriented, many companies are now realizing The company gives a personal customer that to serve existing customers is the main care by treating the customer as king. CRM source of profit and revenue growth. is a tirelessly effort for the company to always be customer-oriented or customer- PT Citra Van Courier Express (TIKI) is a centric (Buttle, 2007). delivery service company. Satisfactory and trustworthy service are the things that make CRM manage detailed information about shipping industry business growth. individual customers and the customers’ Therefore, in developing a business TIKI "contact points" to maximize customer always oriented to customer satisfaction. loyalty. The customers’ contact points are Implementing Customer Relationship those points of contact at which businesses Management (CRM) is effective and interact directly with their customers. CRM successful way to meet and satisfy the enables companies provide real-time needs of it's customers. customer service perfectly through the use of effective personal account information More customer’s demands occurs during this (Kotler, 2009). internet era, such as the desire to be served anytime, anywhere, and from anywhere, and Relationships between IT and CRM is CRM also the desire for more personalized unites the IT potential and relationship serviced. Currently TIKI still not able to meet marketing strategies to deliver long-term delivery status information of the items to the profitability. Importantly, CRM use the data customers in realtime with internet. and information to improve opportunity level to understand and implement customer

Customer Relationship Management Information System DSS-14 Fransiskus Adikara Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X relationship marketing strategies better. This is in accordance with expectations, the process require cross-functional integration customer will be satisfied. If performance of people, operations, processes and exceeds expectations, the customer will be marketing capabilities that is enabled very satisfied and happy. Assessment of the through information, technology and customer's product performance depends on applications (Payne, 2005). many factors, especially the type of relationship that customers have loyalty to a The emergence of CRM as a management brand (Kotler, 2009). approach is a consequence of a number of important trends. These include (Payne, Factors affecting the level of customer 2005) : satisfaction (Barnes, 2003) : Product or a. Shift in business focus from service core; system and support services; transactional marketing to relationship technical Performance; elements of marketing. interaction with customers; and emotional- b. The realization that the customer is a affective dimension elements of service. To business asset and not just a archieve customer sastifaction, CRM must commercial audience. be run, because with CRM the system can c. Structuring the organization strategic improve the performance of the company's transformation from function to process. business by increasing customer satisfaction d. Recognition to the benefits of using the and in turn foster brand loyalty. information in a proactive rather than merely reactive 2.3. Web Database Application e. Greater use of technology in managing An application is a program or a group of and maximizing the value of information programs designed for use by an end user. If f. Acceptance of the need for a trade-off the end user interacts with the application between giving and extracting customer via a Web browser, the application is a Web value based or Web application, and if the Web g. The development of one-to-one application requires the long-term storage of marketing approach information using a database, it is a Web database application (Nugroho, 2008). 2.2. Customer Satisfaction For customers satisfaction, company needs The database is the long-term memory of to understand what is important to them and your web database application. The try to at least meet their basic expectations. application can’t fulfill its purpose without the Achieving the highest level of customer database. However, the database alone is satisfaction is the ultimate goal of marketing. not enough.And the application piece is the When customers are satisfied with the program or group of programs that performs services and the goods, mostly customer will the tasks. Programs create the display that be back again for another purchase and the user sees in the browser window; they would recommend to friends and family make your application interactive by about the company and its products (Barnes, accepting and processing information that 2003). the user types in the browser window; and they store information in the database and Customer satisfaction is the response in the get information out of the database (The form of feelings of satisfaction arising from database is useless unless you can move the experience of consuming a product or data in and out.) service, or a small part of the experience (Buttle, 2007). 3. RESEARCH METHODOLOGY Customer satisfaction is a person's feelings of pleasure or disappointment arising from The methods of analysis and design to build comparing the perceived performance of the a system of web-based CRM can be product (or outcome) with their expectations. described as follows: If performance fails to meet expectations, 1. Data Collection Methods the customer is not satisfied. If performance a. Field studies (Field Research)

Customer Relationship Management Information System Fransiskus Adikara DSS-15 Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X

At this stage, we collect written data personnel scattered throughout the country, and interview stakeholders in PT Citra TIKI become the largest company among Van Courier Express, about the topic delivery services industry via air express and the subject matter, scope, courier in Indonesia. objectives and benefits, the most critical issues, and the proposed resolution to the problem. 5. PROBLEMS ANALYSIS b. Literature study (Library Research) Literature study with source obtained The analysis is done by conducting surveys from books, articles, the Internet, and and analyzing the current system to obtain other scientific literature related to this information or data from the system. After study, especially those related to web- that, we do requirements elicitation by based CRM application. conducting interviews with Titipan Kilat. Also 2. Analysis Method we conducted a comparative analysis to a. The analysis of business processes. support design process, with features b. Analysis of the required customer provided by competing companies to its information needs and the results will customers. All analyzes were performed to be applied to the application of e-CRM identify the problem in terms of customer systems. service at Titipan Kilat. There are three c. Compare analysist: Observe other founding consist of : shipping company's website as a 1. Customers have difficulty in obtaining a comparison against the website that delivery status information. will be created. 2. The website of the company is still a 3. Iterative methods general nature and static, while the a. CRM application database design. company's competitors also have a b. Designing menus and specification website already provides several features process. important to the customer. c. Designing screens. 3. Customer complaints are handled properly. Only staff who receive complaints through telepone involved, the 4. COMPANY BACKGROUND staff themselves had difficulty in tracking customer complaints, with the exception PT. Citra Van Courier Express (TIKI) of customers who filed the complaint formerly known as CV. Titipan Kilat was itself. founded in 1970 in Jakarta, with the founders and shareholders Soeprapto and Nuraini Soeprapto. In 2 years period, the 6. INFORMATION SYSTEM DESIGN TIKI business has expanded and reached Kuala Pinang city, Semarang and Surabaya. Information System developes by using There was management changes in 1972. PHP, jQuery, and MySQL as database. This The company have new shareholder is because the system will be used by more consists of Irawan Saputra (deceased), than one person (Multi User), and MySQL is Gideon Raphael Wiraseputra and Rusmadi. Open Source. With the change of management and increasing economic growth, TIKI activities Designing CRM WEB application business become more improve and development will be covered by using UML expand. Within one and a half years, TIKI diagrams. UML diagrams that will be used has spread to reach and serve all Indonesia are Use Case Diagram, Class Diagram, regions and start to service abroad delivery. Statechart Diagram, Activity Diagram, Sequence Diagram, Collaboration Diagram, Currently TIKI can be found in more than Component Diagram, Deployment Diagram 500 services and reaching delivery and Package Diagram. For this paper are destinations throughout Indonesia and only shown two diagrams Use Case abroad. With the support of a reliable Diagram and Class diagram. hundreds of fleet and thousands of skilled

Customer Relationship Management Information System DSS-16 Fransiskus Adikara Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X

6.1. Use Case Diagram To describe any use case and actor who Use case diagrams will illustrate the is involved in it. expected function of a system, so by looking at the use case diagram will know "what" is 6.2. Class Diagram done the system and the relationship Class describes the state (attribute/property) between actor and use case. of a system, while offering services to 1. Actor manipulate the situation (method/function). Actor contained in the web applications Here is a class diagram that authors of CRM are CRM is a Customer and designed for web applications can be seen Administrator. in Figure 3. 2. Use Case

Figure 1. Use Case Diagram for Customer

Figure 2. Use Case Diagram for Administrator

Customer Relationship Management Information System Fransiskus Adikara DSS-17 Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X

Figure 3. Class Diagram

7. RESULT AND DISCUSSION In Figure 6 show page that make customer Result from information design is a new can contact TIKI 24 hours and 7 days about CRM information system for TIKI business. any question in delivery, service or anything Homepage in Figure 4 shows mision of the related about TIKI business. This increase company and login form for registered company personal care to their customers. customer.New customer also register from this homepage. The main menu of this With customer list report in Figure 7, TIKI application also show in the head of the can analyze customer information and page for navigation through out all function. behavior especially related with customer “contact points”. From this reports, TIKI can Customer’s items delivery status page show also analyze what customers really needs in item’s status, as shown in Figure 5. This their service. Business and operational status will always updated when the items improvement can be drive from this reports. move from one process to another process, The result can improve customer satisfaction so customer can track their items because customer expectation can be movements. This function realy help record from this data. company to make customer satisfy, because items tracking will increase customer’s trust in delivery service.

Customer Relationship Management Information System DSS-18 Fransiskus Adikara Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X

Figure 4. Homepage Figure 5. Customer’s Items Delivery Status

Figure 6. TIKI Contact Form from Customer

Figure 7. Customer List Report for TIKI

8. CONCLUSION AND FUTURE WORK easy for your prospects and customers Quick Courier Services in obtaining the Conclusion from this paper are : required information clearly. Also no 1. Customer service strategy that is longer limited distance, time, and designed to be web-based makes it

Customer Relationship Management Information System Fransiskus Adikara DSS-19 Proceeding, 6th International Seminar on Industrial Engineering and Management ISSN : 1978-774X

contact lines Forwarding Services (g) Kalakota, R and Marcia, R. (2001). E- Express. Bussiness 2.0 : Roadmap for Success. 2. Database integrated online service to Massachusetts : Addison-Wesley store data from a contact so as to Longman, Inc. facilitate the headquarters and branch (h) Kotler, Philip and Armstrong, Gary. offices Express Courier Services in (2001). Dasar-Dasar Pemasaran. Edisi serving customers and prospective kesembilan. Prentice Hall. New Jersey. customers as well as to establish a more (i) Kotler, Philip dan Keller, Kevin Lane. close and personal. (2009). Manajemen Pemasaran. 3. Express Courier Services to improve ERLANGGA. Jakarta. response to customer requests for (j) Munawar. (2005). Pemodelan Visual information desired by the selection of dengan UML. Graha Ilmu. Yogyakarta. the topic questions so that customer (k) Nugroho, Adi. (2009). Rekayasa inquiries can be processed by the Perangkat Lunak Menggunakan UML company dan Java. ANDI. Yogyakarta. (l) Nugroho, Bunafit. (2008). Membuat Future work to make all new information Sistem Informasi Penjualan Berbasiskan system operate well are : WEB dengan PHP dan MySQL. GAVA 1. The existence of specialized staff in the MEDIA. Yogyakarta. central office and each branch Express (m) Payne, Adrian. (2005). Handbook of Courier Services at least one person CRM. ELSEVIER. responsible for managing the service (n) Prasetyo, Ristiyanti and Ihalauw, John. over the web. (2004). Perilaku Konsumen. 2. Complete the application with e-mail Andi.Yogyakarta. facilities and contacts made through e- (o) Rob, Peter and Coronel, Carlos. (2009). mail can also be stored in the database. DATABASE SYSTEMS. Thomson 3. Adding a poll on screen display module Course Technology. United States. common to get feedback from visitors and also web poll on screen display module customers to conduct a AUTHOR BIOGRAPHIES customer satisfaction survey online Fransiskus Adikara is a lecture in Informatics Technology, Faculty of Computer 9. REFERENCES Science, Esa Unggul University, Jakarta. He received his Bachelor Degree in Informatics (a) Barker, G dan Harrison, D. (2000). in 2001 and Magister Management in MCSE Windows 2000 Profesional Information Systemin 2003, both from Bina Training Guide. USA: New Riders. Nusantara University. His research interest (b) Barnes, J.G. (2003). Secrets og are in the area of software engineering, Customer Relationship Management. balanced scorecards,and IT Governance. Terj. Andreas Winardi. Edisi Bahasa His email address is Indonesia. Yogyakarta: Andi. ([email protected]) (c) Berson, A., Smith, S., and Thearling, K. (2000). Building Data Mining Application Ricky Fauzi is a IT developer in the private for CRM. New York: The McGraw-Hill company. He received his Bachelor Degree Companies, Inc. in Informatics in 2012 from Esa Unggul (d) Buttle, Francis. (2007). Customer University. His research interest are in the Relationship Management. Bayumedia. area of software engineering and Malang. management information system. His email (e) Fatta, Hanif Al. (2007). Analisis dan address is ([email protected]) Perancangan Sistem Informasi. Andi. Yogyakarta. (f) Kadir, Abdul. (2010). Mudah Mempelajari Database Access. Andi. Yogyakarta.

Customer Relationship Management Information System DSS-20 Fransiskus Adikara