Information Technology Management

Azerbaijan University

School of Business

MBA 8125 Information Technology Management

Fall 2009

INSTRUCTOR: Mais Yusifov, Email: [email protected] Phone: +994 12 449 39 25

OFFICE HOURS: Friday18h00 – 20h00

WELCOME Welcome to Legal Information Technology Managment. I am confident that you are going to find this course exhilarating, rewarding and challenging. To avoid any misunderstanding, you are encouraged to read this course outline and to bring the prescribed text to each class meeting.

COURSE MATERIALS:

Cases and readings are available online from www.study.net

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. SYLLABUS Information Technology Management Fall 2009

This 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. The course also examines how information technology can be used to substantially improve business process performance. 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. Students learn how to recognize business processes and assess their information-related pathologies and they learn how to develop organizational agility through business process innovations enabled by information technology. By the end of the course, students should be able to understand the strategic and support role of information technology and various approaches to acquiring and deploying information systems.

INSTRUCTIONAL METHODS:

Lecture/Discussion/Case Studies/Debates/Examinations

PREREQUISITES:

Good command of reading/speaking/written English

 COURSE OBJECTIVES:  Understand and be able to describe the key dimensions of corporate strategy and relate them to information systems and IT.  Analyze the potential contributions of information systems to achieve corporate strategic objectives.  Understand the fundamentals of business process description and modelling innovation  Be able to describe and model a basic business process and business work system  Understand the various types of information systems that are used in connection with business processes.  Apply information systems to meet business needs.  Evaluate emerging trends in information technology  Analyze the ways in which information systems can be acquired or built.  Describe the trade-offs with in-sourcing, out-sourcing, and off-shore development.  Understand the user’s role in the development and implementation of information systems in organizations.  Apply project management principles to information systems projects

2 SYLLABUS Information Technology Management Fall 2009

 Assess the ethical, privacy, and security trade-offs involved in the use of information systems  Manage successful IT project initiatives by understanding the enablers and barriers of process implementation and knowing key tactics for achieving successful implementation.

Course Content:

Week Topics Assignments Readings/Notes

1 Course overview Case: Dollar Reading: Chapter 1, Loudon and Loudon: Information Systems General (Posted) Managing the Digital Firm (course packet) and Business Lecture notes: Course Overview Processes Lecture notes: Information Systems for Business Operations Data Management Lecture notes: Data Management

2 Information Systems Case: Carnival Reading: Chapter 3: Loudon and Loudon and Corporate Cruise Lines "Information Systems, Organizations, Strategy Management, and Strategy" (course packet) Lecture notes: Strategic Information Systems Reading: Extreme Competition pp.15-28

3 Information Systems Case: N. Carr, The Lecture notes: Security Security End of Corporate Reading: Extreme Competition pp.58-63 Computing.

4 Ethics, Privacy, and Case: Google Inc.: Reading: Chapter 5: Loudon and Loudon Social Issues Launching GMail "Ethical and Social Issues in the Digital Firm" (course packet) Lecture notes: Ethics and Social Implications

5 Global Information Case: None of our Lecture notes: Systems Development Systems Acquisition Business Reading: Twenty Practices for Offshore Outsourcing Project Management Lecture notes: IT Architectures Lecture notes: Pitfalls

6 Enabling Process Case: IBM Reading: Extreme Competition pp.64-104 Innovation with IT Offshoring

7 Transformers and Reading: T. Davenport: The Coming

Agile Organizations Commoditization of Processes Harvard Business Review, June, 2005 Reading: Apian 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: Case: 1. Michael Anthony: A Study of Identifying Commoditization Strategic Change, Process (discovering) of Processes Alignment, and Notation: FNGC processes. Tap Process, International Modeling the Performance Group, March 2003, process 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 . 1. Clayton M. Christensen and and Third Is: Michael Overdrove: Meeting the Process Challenge of Disruptive Change, improvement Harvard Business Review, March- and April 2000. (10 Pages). innovation 2. Stephen M. Shapiro: The 7Rs 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: . Varies IT enablement of processes

12 The fifth I: . 1. C. Hildebrand: The Greenhouse Implement in Effect, CIO Magazine, May 1997, g Business 10 pp. (10 pages) Process 2. David McCoy: Soft-Side Suicide: Change 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 Steven Alter: at the top but, CIO Insight, with Ubiquitous February 2002. Technology Reading: Extreme Competition pp.185-199

14 Group Projects Presentations Lecture notes: Course Wrap-Up .

15 Finale Exam: Open book, open notes.

GRADING DISTRIBUTION:

Evaluation Device Points Final (open book, open note) 15 Midterm 20 Webcast 5 Class Participation 10 Project 20

Final (open book, open note) 30 Total 100

Note: The instructor will on every lecture call on students to respond to questions related to the lecture or material covered in the text. The quality of your response will also be considered as a part of your class participation score.

Final grades will be given on the following grading scale

Scores AKTS scores A+ = 97 – 100 A = 93 – 96 A = 90 – 100 A- = 90 – 92 B+ = 87 – 89 B = 83 – 86 B = 80 – 89 B- = 80 – 82 C+ = 77 – 79 C = 73 - 76 C = 70 – 79 C- = 70 – 72 D+ = 67 – 69 D = 63 – 66 D = 60 - 69 D- = 60 – 62 F = 0 - 59 E = 50 – 59 Fx = 40 – 49 F = 0 – 39

ADDITIONAL INFORMATION:

1. Student success in Information Technology Management, is usually correlated with the following: diligent class attendance, careful homework preparation, and comprehensive preparation for quizzes and examinations.

2. Diligent class attendance includes timely arrival (5 minute grace period) and attentiveness to classroom activities coordinated by the instructor. Late arrival to class disrupts the flow of course material and is an inconsiderate distraction to the instructor and to those students who arrived on time. Please plan to arrive in class at the appointed time, ready to begin working. Attentiveness to classroom activities includes being prepared to participate in classroom discussions and share

ideas concerning the course material. It does not include socializing with colleagues. Please turn off mobile phones upon arrival in class.

3. Assigned cases should be reviewed in detail and summarized in anticipation for class discussion.

4. The course syllabus, all course handouts, presentations and other power point presentations will available to all students through the department and sent to email addresses.