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Georgia State

MBA 8125

Information Technology Management

 

Catalog Description

  

This course addresses using information technology to position company operations to be effective, efficient and adaptable in the rapidly changing global economy while appropriately handing the challenges, ethical concerns, and risks. Issues and various approaches involved in defining, developing or acquiring, and deploying information systems are studied within both strategic and support roles.  Students will examine how information technology can be used as an enabler for business process improvement and service innovation, how to recognize business processes and assess their information-related needs, and how to develop organizational agility through business process innovations enabled by information technology.

 

 

Detailed Course Description


Business organizations have become increasingly dependent upon information technology. What a firm will be able to do in five years will be greatly influenced by what its information technology can do.  This has important implications for managers who must understand the capabilities and limitations of information technology as it applies to their company’s operations in a global economy.

 

This first part of the course is designed to help managers understand the challenges, opportunities and risks involved in information technology management. It examines the issues involved in acquiring information systems that support and maintain business operations in an efficient, effective, and ethical manner. Students should be able to understand the strategic and support roles of information technology and various approaches to acquiring and deploying information systems.

 

The second part, examines how information technology can be used as an enabler for business process improvement and service innovation. There are the five “I’s” of business processes: Identify, Improve, IT-enable, Innovate and Implement. These I’s represent major learning objectives. Students learn how to recognize business processes and assess their information-related needs. They also learn how to develop organizational agility through business process innovations enabled by information technology.

 

  

Course Learning Objectives

 

  • Articulate how information systems provide business value.

  • Assess the ethical, privacy, and security issues involved in the use of information systems.

  • Distinguish the different types of systems that are used to support business processes.

  • Analyze the ways in which information systems can be acquired.

  • Select among emerging trends in information technology to create business value.

  • Utilize the fundamentals of business process innovation and appreciate the importance of these efforts for contemporary business.

  • Recommend how to organize and manage business process innovation initiatives.

  • Evaluate how alternative process configurations impact business agility.

  • Demonstrate an understanding of the role played by information technology as a source of business process  innovation.

  • Identify the enablers and barriers of process implementation and the key tactics for achieving successful implementation.

 

Grading

 

Component

Percentage

Group Assignment (2 Case Analyses)

15%

Midterm

20%

Webcast

5%

Class Participation

10%

Project

20%

Final (open book, open note)

30%

 

 

Each team will write up two cases.  One team will be given the opportunity to present the case in class, instead of completing a case write-up. Teams may volunteer to do the case presentations and will be selected on a first come basis. If no team volunteers, teams will be randomly selected.  Students are responsible for all cases. Case analyses should be 4-5 pages (1.5 line spaced and 12 pt font).  The case analyses should focus on the questions provided for the case and the answers should draw upon the material presented in class.  If asked for an opinion, is and should be supported with background justification based on the course content.

 

 

Text

·         Customized textbook

·         Fingar, Peter: Extreme Competition: Innovation and The Great 21st Century Business Reformation, Meghan-Kiffer Press, Tampa, FL, 2006, 222p.  ISBN: 10: 0-929652-38-X.

  

 

Lecture Outline

 

Session

Topics

Assignments

Readings/Notes

1

 

 

Course overview

Information Systems and Business Processes

 

Data Management

 Case:  Dollar General (Posted)

Reading: Chapter 1, Laudon and Laudon:

Managing the Digital Firm (course packet)

Lecture notes: Course Overview

Lecture notes: Information Systems for Business Operations

Lecture notes: Data Management

2

 

Information Systems and Corporate Strategy

Case: Carnival Cruise Lines

 

 

Reading: Chapter 3: Laudon and Laudon "Information Systems, Organizations, Management, and Strategy" (course packet)

Lecture notes: Strategic Information Systems  

Reading: Extreme Competition pp.15-28

3

 

 

Information Systems Security

 

Case:  N. Carr, “The End of Corporate Computing.”  

 

Lecture notes: Security

Reading: Extreme Competition pp.58-63

4

 

 

Ethics, Privacy, and Social Issues

 

 

Case:  Google Inc.: Launching GMail

 

 

Reading: Chapter 5: Laudon and Laudon "Ethical and Social Issues in the Digital Firm" (course packet)

Lecture notes: Ethics  and Social

Implications

5

 

Global Information Systems Acquisition

 

Project Management  

 

Case: None of our

Business

Lecture notes: Systems Development

Reading: Twenty Practices for Offshore Outsourcing

Lecture notes: IT Architectures

Lecture notes: Pitfalls

6

 

Enabling Process Innovation with IT

  Case: IBM Offshoring

Reading: Extreme Competition pp.64-104

7

 

 

Transformers and Agile  Organizations

 

 

 

Reading: T. Davenport: “The Coming Commoditization of Processes” Harvard Business Review, June, 2005

Reading: Appian

Are Perfect Processes Possible?

http://www.appian.com/Literature/pdfs/

Reading: Extreme Competition pp.105-185

8

Mid-term: Open book, open notes

 

 

9

 

The first I:

Identifying

(discovering)

processes.

Modeling the

process

 

Case: Commoditization of Processes 

 

 

1. Michael Anthony: “A Study of

Strategic Change, Process

Alignment, and Notation: FNGC

Tap Process,” International

Performance Group, March 2003,

33p.

Optional:

2. Colin Cook, Yoram Wind: “The

Power of Impossible Thinking: Our

Models Define our World,” sample

chapter, Feb 2006, 8p.

10

 

The Second

and Third I’s:

Process

improvement

and

innovation

 

.

 

1. Clayton M. Christensen and

Michael Overdorf: Meeting the

Challenge of Disruptive Change,

Harvard Business Review, March-

April 2000. (10 Pages).

2. Stephen M. Shapiro: The 7R’s of

Process Innovation, The 24/7

Innovation Thought Leadership

Series, 2002. (3 Pages)

3. Stephen M. Shapiro: Innovate Your

Organization, The 24/7 Innovation

Thought Leadership Series,

November/December 2002. (6

pages)

11

 

The Fourth I:

IT enablement

of processes

 

.

 

Varies

12

 

The fifth I:

Implementin

g Business

Process

Change

 

.

 

1. C. Hildebrand: The Greenhouse

Effect, CIO Magazine, May 1997,

10 pp. (10 pages)

2. David McCoy: Soft-Side Suicide:

Using BPM to Enshrine Ignorance,

Arrogance and Isolation, Business

Integration Journal, Dec/Jan 2005,

p.13. (1 page)

3. David McCoy: Soft-Side BPM:

Household Cleaners as Process

Training on the Cheap, Business

Integration Journal, Feb 2005, p.12.

(1 page)

4. David McCoy: Business Process

Management: The Soft Issues,

Business Integration Journal,

November 2004, p.40. (1 page)

13

 

Innovating Processes with Ubiquitous Technology

 

 

Steven Alter: at the top but, CIO Insight, February 2002.

Reading: Extreme Competition pp.185-199

14

 

Group Projects

 

 

Presentations

.

 

Lecture notes: Course Wrap-Up

 

15

 

Finale

 

 

Exam: Open book, open notes.

 

 

 

 

Departmental General Class Policies

Prerequisites are strictly enforced.  Students failing to complete a prerequisites with a grade of “C” or higher will be administratively withdrawn from the course in which they are in violation with a loss of tuition fees.  There are no exceptions.

 

Student work submitted in fulfillment of course requirements and any student activity recorded is deemed to be granted in the public domain (copyright-free) for the purposes of use as instructional or research material or for examples of student work in future courses.

 

Students are expected to attend all classes and group meetings, except when precluded by emergencies, religious holidays or bona fide extenuating circumstances.

 

Students who, for non-academic reasons beyond their control, are unable to meet the full requirements of the course should notify the instructor. Incompletes may be given if a student has ONE AND ONLY ONE outstanding assignment.

 

A “W” grade will be assigned if a student withdraws before mid-semester while maintaining a passing grade. Withdrawals after the mid-semester date will result in a grade of “WF”.  Refer to GSU catalog or Registrar’s office for details.

 

Spirited class participation is encouraged and informed discussion in class is expected.  This requires completing readings and assignments before class.

 

Unless specifically stated by the instructor, all exams and assignments are to be completed by the student alone. 

 

Within group collaboration is allowed on project work.  Collaboration between project groups will be considered cheating unless specifically allowed by an instructor.

 

Work copied from the Internet without a proper reference will be considered plagiarism and is subject to disciplinary action as delineated in the Student Handbook.

 

Any non-authorized collaboration will be considered cheating and the student(s) involved will have an Academic Dishonesty charge completed by the instructor and placed on file in the Dean’s office and the CIS Department.  All instructors regardless of the type of assignment will apply this Academic Dishonesty policy equally to all students.  See excerpt from the Student Handbook below.

 

Academic Honesty

(Abstracted from GSU’s Student Handbook Student Code of Conduct “Policy on Academic Honesty and Procedures for Resolving Matters of Academic Honesty” - http://www.gsu.edu/~wwwcam/academichonesty.html)

 

As members of the academic community, students are expected to recognize and uphold standards of intellectual and academic integrity. The University assumes as a basic and minimum standard of conduct in academic matters that students be honest and that they submit for credit only the products of their own efforts. Both the ideals of scholarship and the need for fairness require that all dishonest work be rejected as a basis for academic credit. They also require that students refrain from any and all forms of dishonorable or unethical conduct related to their academic work.

 

Students are expected to discuss with faculty the expectations regarding course assignments and standards of conduct.  Here are some examples and definitions that clarify the standards by which academic honesty and academically honorable conduct are judged at GSU.

 

 

Plagiarism. Plagiarism is presenting another person’s work as one’s own. Plagiarism includes any paraphrasing or summarizing of the works of another person without acknowledgment, including the submitting of another student’s work as one’s own. Plagiarism frequently involves a failure to acknowledge in the text, notes, or footnotes the quotation of the paragraphs, sentences, or even a few phrases written or spoken by someone else. The submission of research or completed papers or projects by someone else is plagiarism, as is the unacknowledged use of research sources gathered by someone else when that use is specifically forbidden by the faculty member. Failure to indicate the extent and nature of one’s reliance on other sources is also a form of plagiarism. Failure to indicate the extent and nature of one’s reliance on other sources is also a form of plagiarism. Any work, in whole or part, taken from the internet or other computer based resource without properly referencing the source (for example, the URL) is considered plagiarism. A complete reference is required in order that all parties may locate and view the original source. Finally, there may be forms of plagiarism that are unique to an individual discipline or course, examples of which should be provided in advance by the faculty member. The student is responsible for understanding the legitimate use of sources, the appropriate ways of acknowledging academic, scholarly or creative indebtedness, and the consequences of violating this responsibility.

 

Cheating on Examinations. Cheating on examinations involves giving or receiving unauthorized help before, during, or after an examination. Examples of unauthorized help include the use of notes, texts, or “crib sheets” during an examination (unless specifically approved by the faculty member), or sharing information with another student during an examination (unless specifically approved by the faculty member). Other examples include intentionally allowing another student to view one’s own examination and collaboration before or after an examination if such collaboration is specifically forbidden by the faculty member.

 

Unauthorized Collaboration. Submission for academic credit of a work product, or a part thereof, represented as its being one’s own effort, which has been developed in substantial collaboration with assistance from another person or source, or computer honesty. It is also a violation of academic honesty knowingly to provide such assistance. Collaborative work specifically authorized by a faculty member is allowed.

 

 
 

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