The role of managing the information systems function changed from (passive) support to the overall operations of the organizations, to (active) contribution to the overall organizational strategy. In this course we take the internal view of managing the information resources, that is, how the IS function can contribute to organizational strategy and competitiveness. The course provides you with learning experiences regarding this approach. The readings, cases, project and reports are instruments to enable each student to have the ability to:
To assure fast and timely communications between me and you, and you and other group members, E-Mail will be used extensively in this course. I will post last minute notices, reading assignments, etc, in your E-Mail accounts. I will check my E-Mail at least twice a day (including weekends) and respond to whatever questions and problems you may have. You should check your E-Mail at least once a week Thursdays, for last minute class news. I will not distribute Xerox copies of assignments in class, they will be posted in your E-Mail account and the Web. Most of your assignments are also to be turned-in by e-mail.
Class handouts will be available on the Web at the following address of the course syllabus:
Note: To print properly this syllabus set top and bottom margins to 1" in your browser.
|Case analyses (11)||33%|
The field study is to be done in groups of 2-3 students in one of the following topics:
The field study deliverables are: (a) a final written report to be sent to the host organization, copy to me, and (b) an oral presentation using multimedia audio/visuals of 20 minutes, in class, both on December 16. The final report and presentation should answer the following questions:
The case analyses are to be done individually. For each of the cases a fifty-minute discussion will take place in class, and a report (up to 2 pages) is due on the following week via e-mail in my e-mail mailbox.
Your reports should have three sections, clearly identified with a header, answering the following questions: (a) what is the problem, (b) what are the alternatives and (c) what is your recommendation to solve the problem. Your ability to discuss the case solution will be worth 30% of the grade. The other 70% will come from your ability to apply the conceptual materials of your reading assignments to solve the case, as documented on the written report.
The enclosed Cases list shows the abstract of the cases by topic of discussion, date of discussion, and date reports are due.
Take-Home Final Exam
The take-home final exam consists of 20 questions regarding applications of information resource management concepts to the cases discussed in class. You should answer each question in no more than one page. The exam is due by 8 PM, December 16, in my e-mail mailbox.
* No textbook is required. Required readings and cases are shown in the class outline. Harvard cases and notes are on sale in the Bookstore, articles are on reserve in the Library.
Select the text version of the outline here, if you are not using Netscape 1.1 and above.
|09/09||IRM concept and overview||1, 2|
Niederman,F,Brancheau,J.C. and Wetherbe,J.C."Information Systems Management Issues for the 1990s,"MISQ,(15)4,1991, .475-500
|09/16||IS/IT environment||Boynton, A.C., Victor, B. and Pine, B.J. "New Competitive Strategies: Challenges to Organization and Information Technology," IBM Systems Journal, (32)1,1993, 40-52||E-mail review: Bento, R. "Many Happy Returns," UB, 1995|
Hwang, "Selecting an IT Strategic Planning Methodology," JITM,(3)1, 1992, pp.39-42
|09/30||budgeting for IS/IT||Houch, A Practical Guide to...,
Lexington Books, 1979, chapter. 7|
Datamation IS Budgets Surveys: (35)7, 1988, pp.18-22;(40)8 ,1993, pp 30-34
J.B. Ivey & Co.
Space Constructors, Inc.
Brooks, The Mythical Man-Month, 1985.
|10/14||project management in IS||6,8|
Arthur, L.J., Software Evolution, New York: John Wiley & Sons, 1988, ch. 1.
|10/21||performance measurement||Weill, P."The Relationship
Between Investment in IT and Firm
Performance," ISR, (3)4, 1992,|
DeLone,W and McLean, E. R. "Information Systems Success: The Quest for the Dependent Variable," ISR, (3) 1,1992, 60 -95
|10/28||quality management||Garvin D A, March A "Note on
Quality: The Views of Deming,
Juran, and Crosby" HBSP, Note #|
Rank Xerox A,B
|11/04||quality in IS/IT||"Management Initiatives for
Continuous Quality Improvement
Programs," I/S Analyzer, (29) 2,
Swanson, K. et all, "The Application Software Factory:.." MISQ, (15)4, 1991, 566-579.
Beth -Israel Hospital
Zackman, J. "A Framework for Information Systems Architecture," IBM Systems Journal, (26)3, 1987.
"Managing Information: The IT Architecture," HBSP, Note # 9-193-059, 1993
OOPS on Big Iron
|11/18||IA & technology trends||10|
Sinha, A "Client-Server Computing," Communications of ACM, (35)7, 1992, 77-97
Future of Distributed Systems at Aetna
|11/25||Thanksgiving||=== no classes ===|| |
|12/02||Human resources||Computer World, "Salary & Job
Satisfaction Survey 1993-1994,"
Couger & Colter, Maintenance Programming, Englewood Cliffs: Prentice-Hall, 1985, chapters 1, 4.
Du Pont Fibers IS
|12/09||IS Organization||Cash JI Jr, Simon J, Davenport TH "Managing Information Technology: Organization and Leadership," HBSP, Note # 9-189-133||9-188-037 |
Manufacturers Hanover Corp. (A)
|12/16||Field project presentation||20 minutes per group, printed
report due||Take-home Final due|
Note: Numbers in bold in the reading list refer to chapter(s) in the recommended textbook, e.g. 1,2 in the reading list for September 9, means Chapter 1 and 2 of Kerr's book.
2. The course moves forward to provide an in-depth overview of planning, budgeting and project management as tools for collaboration and communication between the various stakeholders in the acquisition, deployment and management of information technology and systems. At this point in time the students, working in teams, are supposed to be engaged in a real life field study and experience first -hand the need for teamwork and communications.
3. The course concentrates next in performance measurement, quality initiatives, and the firms' Information architecture as vehicles to manage and introduce change and innovation in organizations. This study is also a basis for building an understanding of the need for lifelong learning by exposing the students to the evolution, from the 70's to the 90's, of these three concepts, and their implications for business careers and organizations.