4. Solutions and Consulting

8/12/2019 4. Solutions and Consulting

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INSTITUTE OF MANAGEMENT TECHNOLOGY

GHAZIABAD

Track: Solutions & Consulting

Course Outlines

(2014-2015)


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# Course Term

1 Project Management V

2 Advance Decision Analysis V

3 Business and IT Consulting V

4 Business Intelligence V

5 Business Process Reengineering V

6 Enterprise Resource Planning V

7 Information Risk ManagementV

8 Large Data Analytics V

9 Business Analysis and Process Modeling VI

10 E-Business VI

11 Green IT and Sustainable Technologies VI

12 IT Strategy VI

13 Outsourcing and Vendor Management VI

14 Predictive Modeling VI

15 Quality Management & Six Sigma VI

16 Business Ana. Tools & Tech. ** IV


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Project Management

Course Summary and Aims

Business environment is nowadays is highly competitive and rapid creation and delivery of high

quality product and services is decisive to business survival. Consequently organisations need to

operate at high performance level, effectively utilize its resources and be innovative in order to achieve

its strategic objectives. Since we live in an projectized world, project management is the strategic

capability for organizations to face global competition. Project management is a systems approach to

management and requires management of technology, people, and culture, stakeholders among various

other elements in order to create & deliver desired product or service. It has proven to be the most

effective tool of delivering products within cost, schedule, and resource constraints and is the means

to respond to external opportunities as well as threats. The success of the project significantly depends

on project management knowledge and skills of project manager and project team members. Thus

professionals who have the capabilities to lead the projects to success are vital for any progressive

organization. The course provides an understanding of fundamental concepts of project management,

organisational context of projects and aids in development of project management competencies.

Students acquire proficiency in employing analytical tools and techniques for time management & cost

management of projects. The course also makes the students conversant with the global standards and

best practices in project management discipline.

Student Learning Outcome

a. Todevelop

project

management

capabilities

for

effective

project

planning,

scheduling,

monitoring and control of both small & large projects. This includes understanding of

organizational context of projects, ability to build project teams and manage project

stakeholderstoachieveprojectobjectives.(Outcome1.3).

b.Toacquireanalyticalskillsandabilitytoemploytoolsandtechniquesfortimemanagement,cost

managementandtime costtradeoffinprojects.Thisincludesabilitytocriticallyanalyzeprojects

andoptimizeachievementoftime&costobjectiveswithinthegivenconstraints.(Outcome3.1).

Teaching Pedagogy

The pedagogy includes a variety of teaching and learning techniques to impart knowledge and skills

to students. To develop conceptual and analytical skills, a mix of lectures, experience sharing, case

discussion, illustrative numerical problems, assignments and project shall be employed. The course

utilizes cases as the primary vehicle for learning. In addition to the reading materials, additional

readings and cases will be distributed in the class from time to time. Since students' performance shall

be accessed through a continuous system of tests, quizzes, assignments, presentations and semester-

end examination, students are expected to demonstrate active class participation.


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Session Plan

Session 1: Project and Project Management Fundamentals

Characteristics of project; project scope; project deliverables; project life cycle Fundamental

concepts of Project Management, need and objectives of project management.

Readings:

Chapter 1; Gray Clifford F; Larson Erik W; Project management: The managerial process; McGraw

Hill, 4e, 2010

Session 2-3: Project Management Standards

Overview of various project management standards and best practices; introduction to project

management standard (PMBOK by PMI, USA); selected project management processes

Readings:

Chapter 1: PMBOK 4th edition (Copyright: PMI, USA)

Case:

The Chunnel Project (Copyright : Project Management Institute, USA)

Session 4: Organizational Context, Project Manager and Project Team

Projects and strategy, structure & culture; Project stakeholders management, Role & responsibility

of project manager, project team building, conflict & negotiation

Readings:

Chapter 3,10; Gray Clifford F; Larson Erik W; Project management: The managerial process;

McGraw Hill, 4e, 2010

Session 5: Project Planning

Introduction to project planning, major aspects of project planning, project master plan; Linear

Responsibility Chart (LRC), Work Breakdown Structure (WBS)

Readings:


Hill, 4e, 2010

Session 6: Project Scheduling

Steps in project scheduling; network scheduling; network diagramming methods; AOA & AON

networks; Gantt charts, Introduction to network analysis (with illustrative numerical problems)

Readings:


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Chapter 5,6; Gray Clifford F; Larson Erik W; Project management: The managerial process; McGraw

Hill, 4e, 2010

Session 7: Project Network Techniques-CPM

Network Analysis with Critical Path Method (CPM), Activity Floats & their significance (withillustrative numerical problems)

Readings:


Hill, 4e, 2010

Case:

H. M. S. Pinafore (Copyright : Ivey Management Services)

Session 8: Project Network Techniques- PERT

Network Analysis with Program (or Project) Evaluation and Review Technique (PERT) (with

illustrative numerical problems)

Readings:


Hill, 4e, 2010

Session 9: Project Resource Allocation

Allocating resources to the project; resources scheduling, allocation, aggregation, smoothing and

levelling (with illustrative numerical problems)

Readings:


Hill, 4e, 2010

Session 10: Project Risk Management

Project risk identification, risk analysis, risk response planning

Readings:


Hill, 4e, 2010

Session 11: Cost Estimation and Budgeting

Types of project costs; methods of cost estimation; cost estimation process; creating project budget

(with illustrative numerical problems)

Readings:


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Hill, 4e, 2010

Session 12-13: Project Time-Cost Trade off

Expediting the Project; relation between project duration & project costs; schedule compression;crashing projects (with illustrative numerical problems)

(with illustrative numerical problems)

Readings:


Hill, 4e, 2010

Session 14: Project Contracting Management

Readings:


Hill, 4e, 2010

Session 15: Project Execution, Monitoring & Control

Progress reports; monitoring project performance; tracking; project monitoring & control with Earn

Value Management (EVM) (with illustrative numerical problems)

Types of project termination, closeout process, early termination of projects, final project report.

Readings:


Hill, 4e, 2010

Case:

Reverview Childrens Hospital (Copyright : Ivey Management Services)

Session 16: Project Closeout

Types of project termination, closeout process, early termination of projects, final project report.

Readings:


Hill, 4e, 2010

Assessment method in alignment with learning outcomes

Students will be evaluated on the basis of project, individual assignments, quizzes, class participation

and end-term exam. The weightage given to each of these is listed below:


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Specific Assessment Method Weightage Intended subject

learning outcome

(1.3) to be assessed

Intended subject

learning outcome

(3.1) to be assessed

Group Assessment Methods

Group Project Submission, Presentation 20%

Individual Assessment Methods

Assignment 15%

Class Participation 5%

Quiz 20%

End-term Exam 40%

Reading List and References

Text Books:

GrayCliffordF; LarsonErikW; Projectmanagement:Themanagerialprocess;McGrawHill,4e,

2010

Reference Books:

MantelSamuelJ;MeredithJackR;ShaferScottMet.al.;Projectmanagementcoretextbook;

IndianEdition,Wiley,1e,2011

PintoJeffreyK;Projectmanagement achievingcompetitiveadvantage;PearsonEducation,

2009

NicholasM.;SteynJohnHerman;Projectmanagementforengineering,businessand

technology;IndianeditionRoutledge,4e,2012

Lewis,JamesP;Projectplanning,scheduling&control;McGrawHill

KloppenborgTimothy;Contemporaryprojectmanagement,Cengage,2009

Chandra,Prasanna;Projects:planning,analysis,selection,implementation&review,New

Delhi:TataMcGrawHill

MeredithJackR;Projectmanagement:amanagerialapproach; JohnWiley

Lock,Dennis;Projectmanagement;Gower

Kerzner,Harold;Projectmanagement:asystemsapproachtoplanning,scheduling,and

controlling;John Wiley

ConwayKieron;Softwareprojectmanagement:fromconcepttodeployment;NewDelhi:

DreamtechPress

Nagarajan,K;Projectmanagement;NewAgeInternational(P)Ltd.,5e,2010

Step

By

Step

(Microsoft)

ChatfieldCarl;JohnsonD.Timothy;Microsoftproject2010stepbystep

StoverTeresaS.et.al;Microsoftproject2010insideout


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Software

StudentsareexpectedtolearnandemploytheMSProjectssoftwareforgroupprojectworkas

wellasinassignment.

RecommendedPeriodicals

PMNetwork

ProjectManagerToday

Projects@Work

IEEEEngineeringManagementReview

PMIToday

RecommendedAcademicJournals

InternationalJournalofProjectManagement(http://www.elsevier.com)

ProjectManagementJournal (http://www3.interscience.wiley.com)

InternationalJournalofManagingProjectsinBusiness(http://info.emeraldinsight.com)

InternationalJournalofProjectOrganisationandManagement(http://www.inderscience.com)

Engineering,ConstructionandArchitecturalManagement(http://www.emeraldinsight.com)

JournalofConstructionEngineeringandManagement(http://www.ebscohost.com)

Websites

AmericanSocietyfortheAdvancementofProjectManagement(http://www.asapm.org)

AssociationforProjectManagement(UnitedKingdom)(http://www.apm.org.uk)

AustralianInstitute

of

Project

Management

(AIPM)

(http://www.aipm.com.au)

InternationalProjectManagementAssociation(http://ipma.ch)

InternationalAssociationforProjectandProgramManagement(http://www.iappm.org)

OfficialPrince2website(http://www.ogc.gov.uk/prince2)

ProjectManagementInstitute(PMI)(www.pmi.org)


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Advance Decision Analysis


This course contributes to the achievement of 2 sub goals of PGDM Program. In doing so the subject

provides students with the understanding of analytical techniques necessary to meet the needs ofbusiness and the real-world decision-making problems. In this course, we discuss real-worldapplications as a motivation for learning business decision analysis. We will focus on quantitative toolsand optimization techniques to form basis for decision making. ovide students with an understandingof the roll of business statistics in decision making.


To critically analyse situations for forward thinking and business sustainability (Outcome 3.1, 2)

following learning objectives are formulated:

(a)Analytical thinking in complex business situation :

(b)Understand and apply Forecasting model, using aggregate planning using optimization

techniques

(c)Use of software like MS-Excel software, @risk software etc and interpretation of the result(d)Interpretation of quantitative based solution in managerial interpretation

Teaching Pedagogy

The course will be primarily based on interactive lectures, case discussions, live data sets and projects.Doing things is taught with real business project, and all students in the groups will try to identify

some real field situation and prepare a business model to propose an end to end solution. Learning willbe ensured through solution of real scenario and steps a consultant goes through while finding solution.Case studies and exercises will also be extensively used in the class to illustrate concepts and practicesand to help students develop the necessary skills required for a manager. A lot of emphasis will be onsource of data and types of data required for any particular problem of industry. An extensive use ofthe different software will be done in order to formulate quantitative business model and to findsolution.

Session Plan

Session 1:

Optimization : Application of Optimization tools in different industry based production

Case : Amarco Inc

Pre- reading: linear programing formulation and knowledge of excel for solution of LPP.

Session 2:

Sensitivity analysis and its importance in decision making process

Case 2:Flora farmers gladiolus bulb

Pre reading: theory of sensitivity analysis and how to get sensitivity report through MS-excel


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Session 3, 4

Forecasting models:Using Non-linear regression,

And Time series forecasting: Multiplicativedecomposition(Bothwithlineartrendandnonlinear

trend)

Usingoptimizationtominimize

Note: Students are expected to bring latest time series data from any industry to fit-in the forecasting

model

Assignment for session 3: Student groups are expected to identify the industry and business to carry

out project and submit synopsis of one page

Special Note: 15 days off class assignment to identify industry and business in which student group

would like to apply their learning, Initial field visit, identification of the problems and collection of

data is expected during this time.

Session 5, 6:

Combinatorial Model :

New product pricing based on brand value

Discount model and bundle to set in price based on past trend & buying behaviour

Work on live case

Session7 & 8:

Nonlinear optimization: Portfolio management, Pareto curve

Using optimization techniques for Minimizing risk with return higher than floor value

Maximising return with risk less than ceiling

Pre-reading: beginners knowledge about portfolio, Beta and

Methodology : Work on live data

Session 9, 10: Multiple Objective Programming :

Goal programming techniques

Case: Live case

Session 11&12: Simulation optimization

Hand on exercise with Live data using software


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Session 13& 14 : simulation with Optimization

Handonexercisewithlivedataandcase

Session15&16:Projectpresentation


Students will be evaluated on the basis of case analysis, project, class participation and end-term exam.The weightage given to each of these units is listed below:


Case Analysis 10%

Group project synopsis submission 5%

Group Project submission 15%

Group project presentation 10%

End Term Exam 40%

Specific Assessment Method Weightage Intended subjectlearning outcome

(3.1, 3.2) to be

assessed

Group Assessment Methods

Group Project Submission 15%

Group Project Presentation 10%

Group project synopsis 5%

Case analysis 10%

Individual Assessment Methods


End-term Exam 40%


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Business Intelligence & Big Data

(Data Analytics Data Mining and Warehousing)

CourseBackgroundandObjectives:

Hellostudents!!FewQuickquestions:

HowmanypeopleknewMakeinterestingandmeaningoutofHugeDatabefore?

Docompaniesmeasuredata?Howmanytimes?InTB?InZeta/Zotta/BrontoBytes?

Whatareknowledgeknuggettsforfirms?

IsHadoopBIGDatathenextbigthing,afterERP?WhatisMapReduce?

WhattypeofbusinessrulesBusinessanalystswrite?

Though RBI,ShoppersStop,LIC,ICICI,AIIMS,AirteladoptedBIwhatisTHATdifferentiateswhenitcomes

toBI?

Whereare

Indian

Analytics

companies

standing?

Does

the

1990

IT

bubble

is

forming

again

in

India

in

BI?

WhatisOLAPmarket?Whatopportunitiesexist?

DoyouwedoDeNormalizationforusinganalytics?

HaveyouheardaboutIndianAnalyticsposterboyRajaram?

Whatisprescriptive,diagonisticanddescriptiveanalytics?

WhatisthearchitectureforBigdatatechnology.Examples.

CRISPDM Methodology: CrossIndustry Standard Process (CRISP) for Data Mining: Introduction and

applications

DearStudent,WelcometothiscourseonBusinessIntelligenceandBigdata.Thisisauniquecoursewhichprepares

youfortheworldofworkinanalyticsincompanies.Studentshavingoptedforthiscourseinthepreviousyears

have found placement offers from leading companies, the designations include Data analyst, Business

developmentManager,andBusinessAnalystand researchanalyst.Thecoursegivesyouablendof industry

knowledge,conceptsandexperientiallearningthroughcollaborativeteachingbyindustryexperts.Takethefirst

stepinjoiningthecourse;wewillthenhelpyoutocompletethejourneyintoapersonwellversedwiththeart

andscienceofanalytics.

Firstandforemostandveryimportant,thetermanalyticsstartedfromBusinessintelligence,dataminingonly.

Nowadayseverybodyareusingthis.Youhavemarketinganalytics,predictiveanalytics,financialanalyticsetc.

etcsometimesyougetconfusedtoo.Youpredictalmosteverythingifyouhavehistoricalbigdata,saystarting

fromcustomer/employeechurnanalysistolifetimevalueanalysis,retentiontechniquestoCARTorCHAIDor

conjointanalysisetc.Toexactlyunderstand whatIndianAnalyticalindustriesarecurrentlydoingonBIGdata,

orHadoopexamples,orcompanieslikeMuSigma,Nabler,AbsoluteData,ManthanSystemsaredoing.Wedo

thosehotcases/westudyinthisBIBD.

MOST IMPORTANTLY HANDS ON TRAINING ON STATISTICA WOULD BE GIVEN 68 HOURS FOR WHICH

STATISTICAWOULDPROVIDECERTIFICATIONTOALLSTUDENTS.

Pleasenote,

Itisnottheoretical

Itis

not

about

programming,

dont

bunk

classes.

Thebusinessscenariosandproblemslookstrangebutinteresting

Youneedtospendlongtopics/researchdiscussionsafterclasshourswithme

Ihavetogetmyhandsverydirtytomakeyoubusinessanalysts(!!??!!!)


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Thecourseistough:assignment+exams+Researchproject;hencegearup!!!

Analytics Promisinginbusiness,researchanddevelopment

BigdataBigmoney assaidbyMcKinsey:manywellpaidpositions(median$100k)

BusinessIntelligence(BI)andDatamininglookscool.Forme,toyoutoo!!!

Objectives

ToexactlyunderwhatIndianAnalyticalindustriesarecurrentlydoingonBIGdata,orHadoopbigdata.

Forexample,companieslikeMuSigma,Nabler,AbsoluteData,ManthanSystemsareallthehotIndian

Analyticscases thatwestudy.Please readblogsor forums,discussionsofDataAnalystsorbusiness

analysts.

Doyouknow, regressionmodels,factoranalysisordata interpretationsorstatisticalmodelsarenot

actuallyBigdatamodel.

Forbigdataanddataanalyticsoneshouldknowdatawarehousingtoo.

Pedagogy

The pedagogy will be a mix of lectures, experience sharing, real life case discussion, assignments and

industry/researchbasedprojects. Thecourseisfocusedonstrategicissueswithcasesastheprimaryvehicle

forlearning. Inadditiontothereadingmaterials,additionalreadingsandcaseswillbedistributedintheclass

fromtimetotime. Studentsarealsoexpectedtoprepareandanalyzeallthecasesasclassparticipationis

veryimportant.Therearefourmainpillarsinthecoursepedagogy,namely,(a)lecturescumPPTstoshare

theconceptual frameworks;(b)experiencesharingthroughcollaborativeteachingby industryexperts; (c)

handson StatisticaDatamining tools, computerlabbased; and (d) case studiesof leadingorganizations

selectedfromHarvardCasesandothersources.Thecourserequiresahighdegreeofinteractionsintheclass

onpartofthestudentsandfeedbackontheirhandsonworkisprovidedbyindustryexperts.

CourseRequirements

i. Sincemuchofthecoursematerialrequiresclassdiscussion,itisimportantthatyouarepreparedfor

theclassandpresentanddefendyourideas. Preparationforclassincludeshavingreadtheassigned

material.

ii. Wewilluseanumberofcases in thiscourse. Casesareagreateducationalexperiencebut they

absolutelyrequirethatyoubereadyfortheclass.Whencasesareassigned,youshouldcometoclass

readytodiscusstheissuesofthecase. Foreachcase,youshould:a)identifythemajorproblem,b)

giveyourrecommendationtoresolvethisproblem(bothshortandlongterm),andwhenappropriate

d) provide supporting analysis (both qualitative and quantitative) for your recommendations.Answeringthequestionsprovidedforeachcaseshouldhelpinthiseffort.

iii. Theclasswillbedividedintoanumberofgroupsandeachgroupwillhave5students. Forallcases,

eachgroupwillsubmitcaseanalysisreportandpowerpointpresentationonedaybeforescheduled

class.

iv. Therewill be several home assignments assigned throughout the Term alongwith a numberof

unannouncedquizzes. Latehomeworkwillnotbeacceptedandtherewillbenomakeupquizzes.

v. Classparticipationwillbebasedonthevalueyouaddtotheclassthroughyourquestions,statement,

andcomments. Itisthequalityofthesethatismoreimportantthanthequantity.

Courseduration:

16

sessions

plus

Statistica

hands

onwithStatisticacertification


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Evaluation

Quizzes : 20%

EndTerm : 30%

Project : 40%

Assignments : 10%

CAUTION: IuseEPHORUSandTurnitin software forPlagiarismdetection.Allyourproject submissions

shouldcometomeafterverificationofEphorus.IMTGhasprocuredTurnitin,FYI.CheckwithourIT/APO

department.

TextBookandReferenceBooks

BuildingDataMiningApplications forCRM :AlexBerson,StephenSmith,KurtThearling,TMH3rd

edition

DataMining:ToolsandTechniquesbyHanandKamber

Bigdatabookswhatevercostofbelow500wecanprocure.

ReferenceJournals(youwillhavetoreadcompulsorily)

EmeraldPublications:DirectMarketing,VineJournalofKnowledgeManagement.

IndersciencejournalsandElsevierjournalsonbigdata.

Business Intelligence based topics and Data Mining Business Cases at www.thearling.com,

www.dmreview.com,andalsocasesfromSpringer/IEEE

Analyticsmagazine

india

:please

read

many

free

articles.

IndustrialManagementandDatasystems,EmeraldPublications

Acronyms used: BA Business Analytics, BI (business Intelligence), DM (Data Mining), DWM (Data

Warehousing),CRISPDM,ETL,ODS.BDA:Bigdata

Sessions Topic/Session/LectureName Explanationsandcomments

12Introduction-

Data Management Issues; Role of Analytics in Business;

Effective IT infrastructure;connectingMISthatyoulearnt

infirstyear;recallESS,EIS,DSS.

Why Data mining and Data Warehousing; What is data

warehousing;Severalmarketverticalexamples

Book:HanandKamber Data

Mining: concepts and

Techniques.Pages17

www.thearling.com

whitepapersonWhatisdata

mining


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3Why Data mining and Data warehousing moredefinitions.

Whatisdatawarehousing

Severalmarket

vertical

examples



TechniquesPages739

4 Dataminingorigin,DMknowledgediscoveryprocess;

Examplesapplications,DMcommunity.

MethodsandTechniquesinDataMining,DataWarehousing.

AnnouncementofProjectgroupbased.

Differentiating Business Intelligence and Analytics : IBM

downloadedmaterialthatIusuallyprovide.

Understandinganalytics

triangle

Book: Han and Kamber DataMining: concepts andTechniques Pages 7-39 ---contd

56 Data ware housedefinitions, differences with databases,

OLAP technology, data models, Warehouse architecture,

datamartDatawareHouse Implementation,DataCubes

Examples, delivery process, schema, STAR, SNOWFLAKE,

CONSTELLATION, DATA MARTS, ODS, meta data,

aggregations,ETLtools.

Case:BIatShoppersStop,BIatICICI,AIIMS,LIC.



TechniquesPages10549

67 Data ware housedefinitions, differences with databases,

OLAP technology, data models, Warehouse architecture,

datamart;

Examples. Meta Data Management, consumers of Meta

Data.DataCleaning;DataQuality;Dataprocessingstages

Case:IndianGlobAnalyticscompany:ManthanSystems.

Case:MuSigma.

Itsalearningblast,sodontbunkthis.

Stick on to my slides with

references of different

researchreportweblinksthat

Ihavegiven

89

Aover

view

of

Indian

Analytics

Industry,

Big

data

opportunities..Completepresentation.

Dontmissthisclass,veryveryimportant.

Onpackages,roles,importanceofbusinessdomains.

Prepared fromMcKinseyGlobalReport,Gartner, IBM, IDC,

ForbesViews, Surveys.

ReportsofPWC,CRICIL,Bloombergongrowthofdata.

GartnerReports;

Forrester

Reporst.

Research paper,Refer Hand

book

1011

BIG

Data,

Hadoop

Systems,

Case

study

on

Indian

companies:

MuSigmacontdandAbsoluteData.

Stickon

to

my

slides

with



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HadoopandBIGData:

RulesforBigDataarchitectureincompanies.

WhenshouldacompanythinkofBigdata.

Whatis

V3

and

v5.

Text

mining

role.

Sentimentanalysisandtwitteranalytics.

Even NONBI student who is free and no class are most

welcome.

BusinessWorldarticlesonBIGData.

HOWBIGisBIGData.


Ihavegiven

1213 DataLifecycle,

DataMiningToolssnapshots,BIVendors

RealTimeBusinessIntelligence,OracleBAM.

EnterSOCIALCRMthroughSocialMediaanalytics

BigDatainHealthcare

MachinelearningandAI:neededforBDA.

Bigdatainretail.

Bigdata

in

financial

management:

Allapplicationswithexamples.


references

of

differentresearchreportweblinksthat

Ihavegiven

14. Building predictivemodels,MarketBasketAnalysis,CART,

CHAID.Typeofvariables,Dataclusteranalysis,hierarchical

andpartitioningmethodswithpracticalexamples.

Understandpredictionandforecasting.

UnderstandNeuralnetworks

Calculatingthe

ROI

of

BI

by

Jonathan

Wu,

BASECONSUTLINGGROUP,USA

CRISPDMMethodology

CrossIndustryStandardProcess(CRISP)forDataMining:

Introductionandapplications

FACEBOOKSuccessthroughBIdiscovered:case




Ihavegiven

Guestlectures ComputerlabBuildingModel:formarketingBasketanalysis

UsingStatisticaSoftware

Computerlab


17/44

Guestlectures ComputerlabBuildingModel:fordecisiontrees


Computerlab

Guestlectures ComputerlabBuildingModel:forpredictivemodeling

UsingStatistica

Software

Computerlab

Guestlectures Computer lab Building Model : for CHAID, Clustering

methods


Computerlab

2extra

sessionsfor

presentations

Projectdiscussions,descriptionsandpresentations

Asabusinessstudentwhenyoujoincompaniesespecially inBIarena,youneedtosometimesunlearnsome

thingwhich

you

have

done

theoretically

in

the

class

as

there

are

several

advanced

tools

emerging

and

your

companymayjustuse that.For this sake, Iwouldbe introducing from time to time, ineach session,Extra

Informationlike:

BIConsultancy

DataMartbuilding

ROIofDWH

SizeofDWH

PMML

CRISPDM

Datadenormalization

Theschedule

for

tests,

submission

of

projects,

presentations

will

be

intimated

time

to

time

in

as

per

rules

of

IMT.Youarefreetocontact,discussandclearyourdoubtswithmebetweenofficehours.Iexpectcomplete

discipline,dedicationandsincerityfromeachstudent. Myofficephonenumberis01203002219.

GroupProject

Thegroupprojectwillbeoneofthemostimportantlearningtoolsofthecourse. Eachgroupwillcompriseof

5students. Eachteamwilldevelopaliveproject.Thisisahighlyinteractivereallifeproject,whichrequiresa

highdegreeofanalysisandtangiblerecommendations. Yourgroupisrequiredtoidentifyacompanyaswell

asproject.

Projectwillbebasedontopicsgivenbelow.Thesetopicsareonlysuggestive.Studentswillgotothevarious

organizationsdependingon theneedofprojectand gather the information.According theywillplan for

developmentofproject.Itisexpectedthatprojectwillinvolveadditionaltimeoutsideofclassandlabtimeto

complete.

ProjectIdeasThedatesforsubmittingthetopics,phasewiseprogressreport&finalsubmissionwillbedecidedintheclass.

Thepresentation timeper groupwillbe15minuteswithnotmore than710 slides. If the timeexceeds

negativemarkswillbeassigned.Themarkswillbeawardedongroupperformancebasis.Thepresentation&

codewillbeemailedtotheprofessorinformofawriteupatthefollowingemail:[email protected] within

48hoursofthepresentation.


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Thedeliverablesoftheprojectinclude:

1. Projectproposal

2. InterimReport

3. FinalReport

4. Presentation

ProjectProposalFormat

Yourproposalshouldincludefollowing:

Introduction/Backgroundoftheproject

Rationalfortakingtheproject

Objectiveofthestudy

Scopeofthestudy

Methodology(provideflowdiagram)

Expectedoutcome

Projectschedule

InterimReportFormat

Interimreportislikeprogressreportandshouldbeabout10pages(maximum). Itshouldincludefollowing:

Introduction/Backgroundofthestudy

Objectiveofthestudy

Scopeofthestudy

Methodology(provide

flow

diagram)

ExistingSystem

Datacollection

Dataanalysis

FinalReportFormat

Thefinalreporthastobepreparedandsubmitted inthe formatencompassingtheareasmentionedhere

undertheheadingofContents.

ExecutiveSummaryAcknowledgementsListofAbbreviationsListofTablesListofFigures1. Introduction/Backgroundofthestudy

2. Objectiveofthestudy

3. Scopeof

the

study

4. Methodology(provideflowdiagram)

5. ExistingSystem

6. Datacollection


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7. Dataanalysis

8. ProposedSystem

9. Recommendations

ReferencesAppendix

GroundRules

Theentirereportmustbeintherangeof3040pages.

TheFinalReportformatasmentioned intheheadingContents isnotsacrosanct. It issubjectto

changedependingonthesectorspecificrequirementsthatneedtobeincorporatedandhighlighted

soastoimprovetheunderstandingofBA/BI. PleaseuseSummerProjectGuidelinesasStyleManual

forwritingthereport.

Gradingofthereportwillbedoneonthestrengthoftheanalysisandexplanationtherein.

Nographs,

which

is

basically

areproduction

of

the

data

provided,

are

to

be

included

as

part

of

the

report.

Pleaseincorporatediagramswhereverpossible.

Pleasefollowtheguidelinesofthesummerprojectintermsofreportsubmission.


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Session 6 & 7 : Enterprise System Implementation

ERP implementation methodology,system selection and evaluation,managing ERP implementationprojects which will seamlessly integrate the various business processes of the enterprises and alsocritically examine the issues relating to implementation.The students should be able to identify thesuccess factors in ERP implementation.

Readings:1.Article :Implementing an integrated system in a socially dis-integrated enterprise byA.R.Elbanna,Journal of Information Technology and People,Vol.20,No.2,2007

2.Case : CISCO Systems Implementing ERP,Harvard Business Review(3.2)*

Session 8: Emerging trends of ERP

The aim of this session would be to have an in-depth discussion of the emerging trends in ERP incontext to various business issues like cost,implementation time and others.Also role of ERP in asupply chain and concepts of extended ERP would be discussed.The session would conclude withdescribing the various factors which will determine the future of ERP.

Readings:1.Article:How can your company build an excellent supply chain? Wharton Press2.Article:Integration of Supply Chain with Internet and ERP System: Case Study.

Session 9 & 10: Sales and Distribution Applications

Sales order management process, Sales and distribution functionalities in ERP

Reading: SAP documentation on SD Module

Session 11 : Materials Management Applications

Purchasing process in standard ERP applications, Functions and tools for managing inventory

Reading: SAP documentation on MM Module

Session 12: Production Planning Applications

Production planning and management functions in a standard ERP applications.

Reading: SAP documentation on PP Module

Session 13: Financial Accounting and Controlling

Basic concepts related to Financial Accounting and Controlling.

Reading: SAP documentation on FI and CO Module

Session 14: Human Capital Management

Understanding of the concepts related to human resource management and standard practices relatedto it as provided by a standard ERP application.

Reading: SAP documentation on HCM Module

Session 15 & 16: Project presentation and submission of outputs of sessions 9-14 in Hard

Copy.


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Teaching/ Learning

Methodology

1.Class discussions to understand the real life implementations of the concepts learnt as pre-reads.

2.Case Studies to discuss Best of Breed real life implementations in India and abroad. Some of thecase studies would have to be solved by the students individually and a hard copy of the case analysishas to be submitted to the faculty concerned.

3.Group work aimed at developing understanding of application of management informationsystems in various contexts. The students would be given a topic to develop as a project and has topresent the same as well as submit it.

Also the course outline has been designed keeping in view the need of managers to relate theinformation processing in relevance to the global and Indian business situations.

Assessment Methods

in Alignment with

Intended Learning

Outcomes

Specific assessment methods/

tasks

%

weightage

Intended subject learning outcomes to be

assessed (Please as appropriate)

a b c

(3.2)*

d

Continuous assessment 100%

GROUP 40

Major group project on any

topic (Synopsis+ report+

presentation)

10+20+10

INDIVIDUAL 60

Individual write-up assignment

(case analysis)

10 *

Quiz /class assignment 10

End term 40

Total 100%

*This component of assessment will be used for AACSB Assurance of Learning (Learning

objective -3.2)

Faculty Meeting hrs.

Venue Faculty

Cabin

Section A Friday 11:00 am 1:00 pm

Student Study Effort

Expected

Class Contact:

Lectures 20 Hrs.

Case discussion and activities 20 Hrs.

Other student study effort:

Preparation for discussion 20 Hrs.

Preparation for Project/assignment/tests 40 Hrs.Total student study effort 100 Hrs

Reading List and

References

Text Book:

MarySumner,EnterpriseResourcePlanning,PearsonEducation

Reference Books:

AlexLeon,DemystifiedERP,TataMcGrawHill.

ERPWare:ERPImplementationFrameworkbyV.K.Garg&N.K.Venkitakrishnan

Journals:

HarvardBusinessReview

EuropeanManagementJournal

Journalof

Operations

Management

InternationalReviewofRetail,DistributionandConsumerResearch

IndustrialEngineering

SloanManagementReview


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InformationRiskManagement

Background

The course discusses the needs and methods to identify the risk and subsequently manage the

information. Following objectives are expected to be met during the course:

How the management of information risk will bring about significant business benefits

How to explain and make full use of information risk management terminology

How to conduct threat and vulnerability assessments, business impact analyses and risk

assessments

The principles of controls and risk treatment

How to present the results in a format which will form the basis of a risk treatment plan

The use of information classification schemes

Detailed session plan

Session 1 and 2

Theconceptsandframeworkofinformationriskmanagement

Theneedforinformationriskmanagement

Thecontext

of

risk

in

the

contemporary

business.

References

Ch1Textbook

BCSreferencematerial

Case:TheuseandmisuseofInformationTechnologyTheleversofcontrolrevisited

Session 3 and 4

BasicsofInformationriskmanagement

Relevanceofinformationsecurity

Theriskmanagementstandardsandindustrywidebestpractices

Implementinginformationriskmanagement

References

Ch2Textbook

BCSreference

material

Case:Buildingnetworksthatvanadapttorisk


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Session 5 and 6

Theorganizationwide agendaofinformationriskmanagement

Therequirements

Strategicapproachtoinformationriskmanagement

Informationclassification.

Reference

Ch3and4oftextbook

BCSmaterial

Case:EngroChemicalsPakistanLtdTheBusinessDisasterovercome

Session 7 and 8

Riskidentification(9hours)

Identificationofassets

Businessimpactanalysis

Threatandvulnerabilityassessment

Reference

Ch5and6oftextbook

BCSmaterial

Case:Todays

Solutions

and

Tomorrows

Problems

The

Business

Process

Outsourcing

Risks

Session 9 and 12

Riskassessment

Riskanalysis

Riskevaluation

Optionsforriskmanagementcontrol

Reference

Ch7and

8of

text

book

BCSmaterial

Case:Buildinglearningnetworksthatcanadapttorisks.

Session 12-16

Risktreatment

Riskreportingandpresentation

Businesscases

Risktreatment

plans

Monitorandreview

Informationriskmonitoring

Informationriskreview


25/44

Reference

Ch9and10oftextbook

BCSmaterial

Case ConductingRiskStrategyAuditLearnablerisks

EvaluationCriteria

Project: 30%

EndTermExam: 40%

Caseanalysis: 20%

Quiz:

10%

Textbookreference

Kouns, Minoli,Information Technology Risk Management in Enterprise Environments, Wiley

publications, ISBN: 978-0-471-76254-6

Adapted from http://certifications.bcs.org


26/44


27/44

Session67

Activitiesofthesystemsanalysislifecyclephase.

Effectofbusinessprocessreengineeringonactivitiesoftheanalysisphase.

Functionalandnonfunctionalsystemrequirements.

Typesofuserswhowillbeinvolvedininvestigatingsystemrequirements.

Typeof

information

that

is

required

to

develop

system

requirements.

Determinesystemrequirementsthroughreviewofdocumentation,interviews,

observation,prototypes,questionnaires,vendorresearch,andjointapplicationdesign

sessions.

Needforvalidationofsystemrequirementstoensureaccuracyandcompletenessand

theuseofastructuredwalkthrough.

Readings: Chapter 6 & 7: Systems Analysis & Design John Satzinger Thomson

Session8

Creatinginformation

system

models.

Typesofmodels,andspecificmodelsusedforanalysisanddesign.

Useofeventstodefineactivitiesandusecases.

Identifyandanalyzeeventstowhichasystemresponds.

Identifyandanalyzedataentitiesandobjectsneededinthesystem.

Read,interpret,andcreateanentityrelationshipdiagram.

Read,interpret,andcreateaclassdiagram.


Session9

10

Developusecasediagrams.

Writeusecaseandscenariodescriptions.

Developactivitydiagramsandsystemsequencediagrams.

Developstatemachinediagramstomodelobjectbehavior.

ExplainhowUMLdiagramsworktogethertodefinefunctionalrequirementsforthe

objectorientedapproach.


Session11

Explainhow

the

traditional

approach

and

the

object

oriented

approach

differ

when

modelingthedetailsofausecase.

Componentsofatraditionalsystem:Dataflowdiagrams,dataelementdefinitions,data

storedefinitions,andprocessdescriptions.

Developtablestoshowthedistributionofprocessinganddataaccessacrosssystem

locations.


Session1213

Prioritizethe

system

requirements

based

on

the

desired

scope

and

level

of

automation

forthenewsystem.

Describethestrategicdecisionsthatintegratetheapplicationdeploymentenvironment

andthedesignapproachforthenewsystem.


28/44

Determinealternativeapproachesforsystemimplementation.

Evaluateandselectanimplementationapproachbasedontheneedsandresourcesof

theorganization.

Describekeyelementsofarequestforproposal(RFP)andevaluatevendors'proposals

foroutsourcedalternatives.

Developaprofessional

presentation

of

findings

to

management.


Session1415

Anoverviewofthestructuredmodels,modeldevelopmentprocess,andrelated

terminology.

Howdataflowdiagrams(DFD)areannotatedwithautomationboundaryinformation.

Howinformationfromanalysisphasemodelsistransformedintodesignmodelsusing

systemflowcharts,

structure

charts,

and

module

pseudocode.

Howtraditionalsoftwaredesignisintegratedwithotherdesignphaseactivities.

Howthetraditionalapproachisappliedtodesignathreelayerarchitecture.

Explainthepurposeandobjectivesofobjectorienteddesign.

Developdesignclassdiagrams.


Session 1516

ProjectPresentations

Teaching/Learning

MethodologyLectures,

case

study

discussions,

group

based

discussions,

assignments,

industry

experts

talk,andprojects.

Assessment

Methodsin

Alignmentwith

IntendedLearning

Outcomes

Assignments:20%

Groupproject:30%

CasePresentations:10%

Finalexam:40%

FacultyMeeting

hours;

VenueFaculty

Cabin

All Willbeintimatedatthetimeofcommencementofthecourse

ReadingListand

References TheUnifiedmodelinglanguageuserguide,G.Booch,J.

RambaughandI.Jakobson,AddisonWesley,1998.

TheUMLReferencemanual,G.Booch,J.RambaughandI.

Jakobson,AddisonWesley,1998.

AnalysisandDesignofInformationSystems,JamesA.Senn,Mc

GrawHill

VisualModelingwithRationalRose2000andUML,Terry

Quatrani,AddisonWesley,2000.

Fundamentalsof

Object

Oriented

Design

in

UML,

Meiler

Page

Jones,AddisonWesley,2000


29/44

E- Business

SubjectTitle eBusiness

CreditValue 2RoleandPurposes ThiscourseprovidesanintroductiontoeBusiness businessthathappensonline.Online

business

is

increasingly

gaining

acceptance

and

importance

in

our

networked

world

of

globaltransactionsandglobalcompetition.Intoday'sglobalmarket,ebusinesscanno

longerbeconsideredan independentphenomenon from theorganization. Instead,e

businesspervadesallfunctionalareasoftheorganizationandmustbeconsideredinall

aspectsofmanagerialdecisionmakingandproblemsolving.Thiscoursefocusesonthe

strategicaspectsofelectronicbusinessandbuildsuptodevelopsustainablecompetitive

advantage in the new economy. The purpose of the course is to enable a student

recognizeupcomingcompetitivethreatsanddevelopalternativestocounterthem.

SubjectLearning

Outcomes

Oncompletionofthiscourseyoushould:

a) HaveageneralunderstandingoftheInternetandrelatedtechnologies

b) Understandcurrent

and

future

benefits

of

ebusiness,

both

in

India

and

worldwide

c) Beabletoanalyzeandunderstandthevariousatomicebusinessmodels.

d) Understandhowtostartanewebusinessinitiative.

e) Beabletospecifynewdimensionstoanexistingebusinessandbeabletospecifythe

developmentofelectroniccommercecapabilitiesinacompany

f) UnderstandthelegalaspectsoftheInternetandrelateddevelopments

g) Understandmbusinessanditsbenefits.

SubjectSynopsis/

IndicativeSyllabusSession1&2:Introductiontoebusinessandecommerce

HistoricaldevelopmentoftheInternetandebusiness

TheriseoftheInternetThegrowthinaccessibletechnologies

Theriseof"dotcoms"

ecommerceversusebusiness

ebusinessinfrastructure

Thecomponentsofmcommerce

Readings: Chapter 1: Dave Chaffey, E-Business and E-Commerce Management:Pearson EducationLearning:HistoricaldevelopmentoftheInternetandebusiness

CaseDiscussion:

Napster.com

Amazon.com

Session47:ebusinessmodels

ebusinessversustraditionalbusinessmodels

Introducingebusinessmodels

Thethreatofnewentrants

Low barriers to entry

The threat of disintermediationReadings: Chapter 2: Dave Chaffey, E-Business and E-Commerce Management:Pearson Education


30/44

ClassNotes

Learning:ebusinessmodels

CaseDiscussion:

eBay.com

facebook.com

Amazon.comGexpro.com

Session810:ebusinessstrategy

Strategyimplementation

Clicksandmortarasafuturestrategy

Developingebusinesssolutions

Onlinepaymentsystems

Readings: Chapter 5: Dave Chaffey, E-Business and E-Commerce Management:Pearson Education


CaseDiscussion:

Ford

Citibank

Session1112:EBusinessIntegrationforOperationsManagement

Identifythecomponentsofavaluechain.

Examinethelinkbetweenebusinessandtheorganization'svaluechain.

Analyzethevaluechainfornewebusinessopportunities.

Eprocurement

Readings: Chapter 6 & 7: Dave Chaffey, E-Business and E-CommerceManagement: Pearson Education


CaseDiscussion:

ShellChemicals

Session1314:Emarketing&CRM

Emarketingplanning&strategyeCRM

customerretentionmanagement

Readings: Chapter 8 & 9: Dave Chaffey, E-Business and E-CommerceManagement: Pearson Education

CaseDiscussion: Tesco

Session 1516:CSecurity&ethicalchallenges,mBusiness,mobile

applications&

Project

Presentations

Readings: ClassNotes


31/44

Teaching/Learning

Methodology

Lectures,casestudydiscussions,groupbaseddiscussions,assignments,industryexperts

talk,projects.

Assessment

Methodsin

Alignmentwith

IntendedLearning

Outcomes

Assignments: 20%

Groupproject: 30%

CasePresentations:

10%

Finalexam: 40%

FacultyMeeting

hours;

VenueFaculty

Cabin

All Willbeintimatedatthetimeofcommencementofthecourse

ReadingListand

References

RequiredTextBook:DaveChaffey, EBusinessandECommerceManagement:Pearson

Education

ReferenceBooks:

LaudonandTraver,ECommerceBusinessTechnologySociety:Pearson

Education

Rayport,JeffreyandBernardJaworski,ECommerce:TataMcGrawHill

Dietal&Steinbuhler,eBusiness&eCommerceforManagers: Prentice

Hall

RaviKalakota,MarciaRobinson,eBusiness2.0:RoadmapforSuccess:

PearsonEducation

RaviKalakota,AndrewB.Whinston,ElectronicCommerce:AManager's

Guide:Pearson

Education


32/44

Green IT and Sustainable Development

Overview

This course will introduce students to the new area of Green IT and sustainable technologies. Thecourse will cover emerging problems associated with the rapid growth in energy consumption ofmodern computing infrastructures, including data centers, and discuss recent research focused onmitigating these problems. The course will also cover ways to leverage computation, networking,and sensing to improve the energy-efficiency of society, e.g., by automatically regulating energyconsumption in buildings, homes, etc.

These days, it seems like everyone wants to go green. But its not just a fad; there are many greatreasons why it is in our collective best interests to conserve, to be kinder to Mother Earth, and to makethe most of what this amazing universe provides us. Its become quite clear that all we create and allwe consume can deeply affect our lives, now and in the future. 1 This Green Information Technology

course is about looking through your sustainability lens and determining the right IT solutions thatnot only make sense for the environment (planet), but also for the rest of the triple bottom line profits,and people. The course will alternate each focusing on topics focuses on improving the energy-efficiency of computing versus improving the energy-efficiency of society.

Course objectives:

1. To Assess enterprise-wide and personal computing and computing related energyconsumption.

2. To understand all Green IT initiatives by various companies.3. Choose the best sustainable Green Technologies for business applications.

4. to Evaluate the regulatory and governance issues surrounding Green IT.5. to Recognize the necessity for long-term sustainability in Green IT.6. Formulate plans for CSR related processes for reducing IT heating and cooling

requirements.7. Execute a virtualization plan wrt Green and sustainable technologies.8. To learn Green Computing, including background9. To learn soecome nomics (to understand electricity markets)1. To understand what exactly is data hunting and privacy2. Let us learn all CSR related activities.

This course empowers students to understand the energy use, waste, and other environmental impactsof IT systems while reducing life cycle costs, thereby improving competitive advantage.

Students learn on: green data centers, recycle computer equipment, understand to minimize power, usevirtualization to reduce the number of servers, and other green technologies. Students also learn howto make green IT an integral part of organizational culture and planning, to foster long term sustainableinformation technology. The course is executed through a combination of lectures, guest lectures, fieldtrips, assignments, labs, case studies, and a term project.


33/44

Evaluation:

Class Participation, Quiz : 15% Research Paper Reviews: 15% Paper Presentations and projects: 50%

End term exam : 20%

Please note three sessions will be done amphitheatre to reduce energy consumption.

Session 1-2.

Introduction to Green IT and Sustainable Technologies. What is Green Computing and Green

Technologies.

Forest loss analytics.

Understanding E-waste, Toxic links etc.

Green Norms : for corporate, for governments

Mahindra Reva : discussion on Electric cars and visit to Mahindras Reva in delhi.

Web based Case discussion :

(a)Top 10 Companies that Paint India Green.

(b)How Green is India Inc.?

Session 3-4.

(a)Capegemini Reports and Gartner Reports of Green IT (Gartner Says Indian Green IT And

Sustainability Spending To Reach $70 Billion By 2015).

(b)The impact of Googling: some 40 mt. tons of CO2 daily: case

(c)Super light cars : a cover story

(d)Earth hours and other Green Measures.

(e)Case study

Session 5-6-7

1. Research an organizations IT sustainability2. Research an organizations IT power usage and identify ways to reduce it. (RA)3. A tentative list of per-week topics on computing includes: Renewable Integration,

Leveraging Energy Storage, Building Balanced Systems, Energy-efficient Networking,Green Storage, and Power Proportionality. A tentative list of per-week topics on improvingsociety's energy-efficiency includes: Smart Buildings, Grid Peak Reduction, Non-intrusiveLoad Monitoring, Security and Privacy, Renewable and Storage, and Demand Response.

Case study


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Sessions 8-9-10

Assessing enterprise-wide and personal computing and computing related energy consumption.Understand all Green IT initiatives by various companies.

How do you choose the best sustainable Green Technologies for business applications. Evaluating theregulatory and governance issues surrounding Green IT. The necessity for long-term sustainability inGreen IT.

Case study

Session 11-12-13-14

Formulate plans for CSR related processes for reducing IT heating and cooling requirements.Executing a virtualization plan wrt Green and sustainable technologies. Let us learn tounderstand electricity markets)

Field Visit to RRR Company in Delhi/Noida/Ghaziabad

Session 15-16

We would address with example the following questions

1. Where does Carbon meet Computer?2. Green Computing The basics3. Data and information explosion What are the drivers?4. Understanding Electricity Markets?5. Assessing Enterprise wide energy consumption [Micro]6. Assessing aggregate level energy consumption [Macro]7. Cloud and Green Where do they meet?8. Data Center design and Green philosophy9. Technology Convergence and its impact in Green10. Energy and CSR is it mostly Green Washing?11. Green IT and long term energy sustainability?12. Product Service Migration and its Green Impact?13. Kyoto Protocol and its Green Focus?14. Carbon Credits and Carbon trading?15. Greener IT world Some Prescriptions?

Guest lectures


35/44

IT STRATEGY

SubjectTitle INFORMATIONTECHNOLOGYSTRATEGYCreditValue 2Role

and

Purposes

Thiscourse

provides

students

with

an

understanding

of

therelationshipbetweenITandbusinessstrategyandenablesthemdevelopstrategicITplansforbusinessorganizations.ThesubjectwillalsohelpthestudentsunderstandhowwellknownorganizationsindifferentsectorshavedevelopedtheirITstrategyandalignedthesamewiththeirbusinessstrategyto

gaincompetitiveadvantage. Itwillalsoprovideanunderstandingofsourcingstrategiesandotherrelatedempiricalpracticestypicallyadopted.Itwillenablethestudentsappreciatethe

overall IT ecosystem of an organization including the interrelationship between IT and

organizationstructure,innovationandregulatorypractices,amongothers.

SubjectLearning

Outcomes

a)UnderstandtheconceptualframeworksofbusinessandITstrategyalignment,IT&organizationsandsourcingstrategies.b)

Demonstrate

the

capability

to

articulate

the

IT

strategy

of

a

typical

enterprise

consideringallrelevantfactors.c)DemonstratethecapabilitytoaudittheITstrategyofanenterpriseandevaluateitscomprehensivenessandinternalconsistencyd)InculcatetheabilitytolinkempiricalpracticesasobservedthroughcurrentawarenesswiththetheoreticalframeworksofITstrategyandbridgethetwo.

SubjectSynopsis/

IndicativeSyllabus

Session1 2:FundamentalsofStrategyandIT

PortersModelwithITsuperimposedonit;DebateonDoesITMatter;

MovieNewInformation&CommunicationTechnologiesReadings

Chapter1oftheprescribedtextbook

Chapter1ofApplegateet.al CorporateStrategyandInformationSystems,TataMcGraw

Hill

HBRPaper,ITDoesNotMatter,NicholasCarr,2003

HBRPaper,StrategyandtheInternet,MichaelPorter:HBRMarch2001

HBRPaper,8thingswehateaboutIT

Learning:(i)AppreciatethesignificanceofITforasoundbusinessstrategy (ii)Understand

howITcanbesuperimposedonwellknownstrategicmanagementframeworks; (iii)Pursue

theongoingdebateonwhetherITmatters

Session3:BusinessITStrategicAlignmentModels

NolansGrowthModel;McFarlarnStrategicGrid;HendersonandVenktaraman,Strategic

AlignmentModelReadings


Chapter1ofApplegateet.al CorporateStrategyandInformationSystems,TataMcGraw

Hill

Learning:(i)UnderstandthewellknownclassicalframeworksofBusiness&ITStrategy

Alignmentandtheirpracticalapplications

Session4:ITStrategyofatypicalFirm

ReviewoftheITStrategyofDFID,UKReadings

ITStrategyofDFID,UKLearning:TypicalcontentsofanITStrategyandhowitattemptsanalignmentwith

BusinessStrategy


36/44

Session5&6:StrategicITPlanning:GuestLecturebytheHeadofanITConsultingFirm

HowconsultantsprovidealinkbetweenBusinessStrategyandITStrategyofalarge

GovernmentOrganizationspursuingITbasedsystems

Readings

TheCaseofAssamStatePWD

Chapters3and

4of

the

prescribed

text

book

Learning:Factorstobeconsideredwhiledevelopingan ITStrategy;ContentsofanITStrategy;PhasesofITStrategy;VariousplanningapproachesSession78:InformationTechnologyandOrganizations

Organisations;structuresandprocesses;strategicandeffectivenessvariables;organizationalflexibility;impactsofIT;contingencyfactorsReadings

PublishedPapersontheaboveSubjectLearning:Understandtheprocess,structural,strategicandeffectivenessvariablesofanenterpriseandhowtheyareimpactedbyIT;Also,incorporationoforganizationalflexibility

inthis

framework

Session9

Whatisoutsourcing;typesofoutsourcing;DriversandRisksofOutsourcing;advantages;

challengesofsuccessfuloutsourcingstrategies;writingoutsourcingcontracts;

StrategicOutsourcing:CaseStudy

Readings

CathayPacificCaseStudy


Learning:FundamentalsofoutsourcinganditscriticalitywithregardtoITStrategySessions

10

11:

Perspective

of

IT

outsourcing

Service

Providers:

Guest

Lecture/

Panel

discussionsbyITOutsourcingfirm/s

HowthecurrentdynamicsoftheIndianITOutsourcingindustryworkandlessonswhich

canbelearntfromthem

Readings

SharingofNotes/PPTsofguestspeakerfromindustries

Learning:ContemporarydevelopmentsintheITOutsourcingindustryandtheirimpactonITStrategiesofFirms

Session12:KnowledgeManagement&ITStrategy:CaseStudy

IT&KnowledgeManagement;HowITmakesanimpactonlargemultigeographical

organizations;

Redefining

IT

Strategy

Readings

CaseStudy:EnablingBusinessStrategywithITattheWorldBank

Learning:HowITcanbeusedtoleverageknowledgemanagementinenterprisesandtherebyfacilitateachievementofbusinessobjectivesSession13:EvaluatingPayofffromIT

QualitativeassessmentofthecostbenefitanalysisfromITInvestmentsinanEnterprise

Readings

CaseStudy:DoesITpayoff?StrategiesofTwoBankingGiants


CaseC2ofApplegateetal(pp.612636)

Learning:HowsimilarorganizationsinthesameindustrycanfollowdifferentoptionsofITinvestmentsandobtaindifferentresultsintermsofimpact.Session14:ITApplicationStrategy


37/44

WhyCOTS;COTSpackageselectionlifecycle;COTSimplementationstrategyReadingsChapter5oftheprescribedtextbookSession15&16:StrategiesforManagingITledChange

ManagingChange;BarrierstoChangeProjectpresentationsReadingsChapter11oftheprescribedtextbook

Teaching/Learning

Methodology

Theteaching/ learningmethodologyforthecoursewould includethosewhichhelpthe

studentsinabstractconceptualizationaswellasinobtainingconcreteexperiencesofthe

prevailingbusinesspractices.

Abstractconceptualization relatedmethodswould include lectures, textbook readings

andcasestudyanalysis.CaseStudieswillbegivenbeforehandandthestudentswouldbe

requiredtomaketheirgrouppresentationsinthesessionsassigned.

Guestlecturesfromindustryexpertswillbeanimportantsourceofconcreteexperiences

in understanding business practices and deriving conceptual frameworks from them.

Additionally,thestudentgroupswouldberequiredtomakeclassroompresentationson

thelatesttechnologicaldevelopmentsaspublishedinrecentnewspaperreports,business

andITjournalsandtechnologyrelatedblogsandnewsavailableonlineandjointlyexplore

howthesedevelopmentswouldtriggerstrategicinitiativesbythecompanies,particularly

thosewhichareITintensiveintheirproducts/servicesandprocesses.

Whilethesemethodshelp ingraspingexperiences,thenext logicaland importantstep

wouldbe

to

facilitate

transformative

experience

through

active

experimentation

and

reflectiveobservations.

Thestudentgroupswillbeengagedingroupprojectsaimedatindependentresearchon

how typical companies indifferent sectorspractice development of IT strategies. The

groupswillberequiredtobrainstormanddeliberateonhowadditionallessonslearntfrom

thesegroupprojectsvalidateorprovideadditionalinsightsonthelectures,textbookand

casestudybasedpresentationoftheconceptssharedearlier. Thesegroupprojectswillbe

chosenbytheteamsofstudentsoncontemporarytopicsandwillbepresentedbythem

towardstheendofthecourse.

Thestudentswillalsobeencouragedtoparticipateinvirtualdiscussionsonthefacultyled

blogs on contemporary topics by sharing their reflections through comments and/or

initiatingnewthreads.Theinsightsemergingfromthesewouldbesharedwiththeentire

classfortheirunderstandingandfurtherreflections,ifany.


38/44

Assessment

Methodsin

Alignmentwith

IntendedLearning

Outcomes

Specific assessment methods/

tasks

% weightage Intended subject learning outcomes to

be assessed (Please as appropriate)

a b (1.3) c d

Continuous assessment 100%

GROUP 35

Major group project on any topic 20 + 5

Cases Discussion 10

Peer Group Evaluation 5

INDIVIDUAL 65

Quiz (2 best of 3) 20

End term 45

Total 100%

FacultyMeetinghrs

VenueFaculty

Cabin

All Thursday4PMto6PMSaturday11.30AMto1.30PM

StudentStudy

EffortExpected

ClassContact:Lectures 06Hrs.Casediscussionandactivities 10Hrs.Otherstudentstudyeffort:Preparationfordiscussion 20Hrs.PreparationforProject/assignment/tests 30Hrs.Totalstudentstudyeffort 66Hrs

ReadingList

and

ReferencesText

Book:

Dubey,S.

S.

(2009):

IT

Strategy

and

Management,

PHI

Learning

Pvt.

Ltd.

ReferenceBooks:a) Applegateet.al CorporateStrategyandInformationSystems,TataMcGrawHill

b) Turban;McLean;Wetherbe InformationTechnologyforManagement

c) Haag,BaltzanandPhillipsBusinessDrivenTechnology,TataMcGrawHill

d) WendyRobson,StrategicManagementandInformationSystems,PitmanPublishing

e) EffyOz ManagementInformationSystems

f) LaudonandLaudon ManagementInformationSystems,

g) Hughes,Bob(2009)ExploitingITforBusinessBenefit,BritishComputerSociety,

UK

h) Kagermann,Henning;Osterle,HubertandJordan,JohnM.(2011)ITDrivenBusiness

Models:Global

Case

Studies

in

Transformation,

John

Wiley

&

Sons,

Inc.

i) NASSCOMStrategicReview,2011,2012,2013

Journals: CommunicationoftheAssociationforInformationSystems

InformationSystemsResearch(Informs)

InternationalJournalofElectronicCommerce

JournalofComputerInformationSystems

JournalofOrganizationalComputingandElectronicCommerce

JournaloftheAssociationofInformationSystems

MIS

Quarterly

(Management

Information

Systems

Research

Centre,

University

of

Minnesota)

MISQuarterlyExecutive:aresearchjournaldedicatedtoimprovingpractice


39/44

OutsourcingandVendorManagement

CourseObjective

A generation ago computers were first introduced into businesses and organizations to automateclerical functions and routine transactions. Today, information technology (IT) is an integral part ofany managers daily life and forms the backbone for every managerial function of the modernorganization. Whether it be integrating Enterprise Resource Planning systems for operational control,improving customer relationship management using data analytics, launching a comprehensive Web-

based human resource management system, or executing financial transaction in electronic markets,modern information systems (IS) are the life blood of the organization linking all the differentfunctions together in an integrated way and getting information to decision makers at the right timeand in the right format. Indeed, nearly half of all new capital investment in businesses today is forinformation technology and systems.

According to NASSCOM reports in May 2012 Within the global sourcing industry, India was ableto increase its market share from 51 per cent in 2009, to 58 per cent in 2011, highlighting India'scontinued competitiveness and the effectiveness of India-based providers delivering transformational

benefits and in more recent times Gartner Inc has published that The top five Indian providersgrew 13.3 percent to reach $34.3 billion in 2012, exceeding the IT services industry growth of 2

percent. These top 5 Indian IT companies are Tata Consultancy Services, Cognizant, Infosys andHCL Technologies. India undoubtedly has emerged as a hub of solution provisioning for IT relatedissues in business.

The course aims at educating the budding managers on approaching Indian business to provide themwith technology oriented solutions to the unique problems in their enterprises. This course also

provides an insight as to which processes should be outsourced to Indian vendors and how to managethe outsourcing alliance with an Indian vendor. The course further aims to discuss the global standardsvis--vis outsourcing and vendor management in Information Technology sector.

CoursePedagogy:Thiscourseisacombinationoflecturesandahighdegreeofcaseanalysisanddiscussion.

Prerequisites for the course: Basic understanding of relevance of Information Systems andTechnology to business

Detailedsession

plan

Session12

Information Technology (IT) Infrastructure and Service, The contemporary organizations Information Organizations, Evolution of modern business services, Introduction to business models inIT service outsourcing business.

Case 1: Remenyi, Brown ,Make or break issues in IT management,pp 1-14, ButterworthHeinmann, 2003

Case 2: Case of IT infrastructure and service management in Mercedes Benz, India

Reference: Chapter 1 of A Guide to Global Sourcing Offshore outsourcing and other global delivery

models by E.A. Sparrow, The British Computer Society, 2007.


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Session34

Basics of Business Services, Concept of Service orientation, Web services The technology and/or

managerial aspects, Business Process Management, Commoditization, Business agility

Case 1:Queensland TransportA Case Study in Service Orientation

Reference: Service Orientation: Winning Strategies and Best Practices by Paul Allen , Cambridge

University Press , 2006

Session56

Service and Service Management Concept, Introduction to Best Practices on ITSM and its relevance

in contemporary business environment, Service Lifecycle View ,Understanding Processes Roles,

Components of Service Management ITIL, Service Design Principles ITIL, The concept of

outsourcing and the reasons for the same.

Case 1: Tata Consultancy Services Sustaining Growth Momentum in China 2010 (NTU -017 )

Case 2: RBC Royal Bank Service Platform Implementation

Reference:

Service Design, by OGC, TSO,2007

Chapter 2 of A Guide to Global Sourcing Offshore outsourcing and other global delivery models by

E.A. Sparrow, The British Computer Society.

Session78

Advantages and benefits of doing business in India, Risks and countermeasures, Managing projects,the empirical analysis and measures.

Case 1: Managing customer relations in offshore outsourcing B2Bcs An Israeli consulting firm

Case 2: A framework to study Vendors contribution in a Client Vendor Relationship in

Information Technology Service Outsourcing in India

Reference:

Chapter 2 of A Guide to Global Sourcing Offshore outsourcing and other global delivery models byE.A. Sparrow, The British Computer Society.

Session910

The outsourcing universe, Drivers and Benefits, Risks and Disadvantages, Technologies that influenceoutsourcing, Collaboration Tools, Challenges of outsourcing, Preparing for Outsourcing, RunningOutsourcing, Next Steps in Outsourcing, Outsourcing and supply chain


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Case 1: Genpact Inc.

Case 2: Infosys Born Global

Reference: Notes and power point slides prepared by the course faculty

Session1112Managing Infrastructure and Operations Outsourcing, Understanding internetworking infrastructures,Modern day setups, Business Implications, Models of Service Delivery

Case 1: The iPremier Company: Denial of Service Attack

Reference: Chapter 9 of Corporate Information Strategy and Management Applegate, Austin andMcFarlan, The Mc Graw Hill

Session1314Managing Diverse IT Infrastructures, Service Models, Web Services, Vendor Management,Identifying a vendor, Managing the relationship, The vendor management team, Existing and newvendors, Risk in Vendor Management, Vendor Management Models, Vendor ManagementAssessments, Typical contract format, From Supply Chain to Demand chain

Case 1: Ford Motor Company: Supply Chain Strategy

Case 2: The power of virtual integration : An interview with Michael Dell

Reference: Chapter 7 of Corporate Information Strategy and Management Applegate, Austin andMcFarlan, The Mc Graw Hill

Session1516The global standards for vendor management, SLA and the standards, structuring the alliance.

Case 1: Cathay Pacific Doing more with less

Case 2: Business Process Outsourcing at Apollo Healthstreet

Reference: Chapter 9 and 10 of Corporate Information Strategy and Management Applegate, Austinand McFarlan, The Mc Graw Hill

Evaluation:

Case analysis assignment: 20%End term exam: 40%Project: 30%Quiz : 10%

TextReference

A Guide to Global Sourcing Offshore outsourcing and other global delivery models by E.A.

Sparrow, The British Computer Society.


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Six Sigma?


Business Process Improvement is an enduring pursuit to create a culture of excellence. Continual

Improvement is way of beingand thinking rather than a destination. An improvement culture is a

choice, derived and manifested as a commitment to go beyond the ordinary. One of the most widely

practiced improvement methodology across organizations is Six Sigma.

Six Sigma is a business process improvement initiative intended to build foundational capabilities

focused on creating a self-driven team to further performance through the right accountability and

training.

Six Sigma improvement initiatives are aimed to enhance value to the customer and translate long term

corporate goals into reality through the creation of a robust and customized improvement framework.

These capabilities could be summarized as the capability to effectively create and utilize knowledge

in the organization. Six Sigma has a very robust project management framework (Define, Measure,

Analyze, Improve and Control) popularly known as DMAIC. This framework can be utilized to solve

any critical business challenge across the value chain (R&D, Supply Chain, Manufacturing, Sales and

Marketing) which helps organization to achieve sustained competitive growth.


(e)Understand and prioritize business critical issues / challenges.(f) Demonstrate highly structured problem solving and team management skills.(g)Develop ability to apply appropriate tools (statistical and non-statistical) in problem solving.

Teaching Pedagogy

An array of pedagogical methods is utilized, including: case studies, in-class presentations, lecture-

demonstrations & team projects.


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Session Plan

Session I & II: History of Six Sigma

Introduction to DMAIC project management principles

Voice of Customer, Kano Model, Quality Function Deployment

Value Stream Mapping

Session III: Define Phase

Project Chartering, Six Sigma Metrics

Session IV & V: Data Type, Descriptive Statistics

Session VI & VII: Measure PhaseMeasure System Analysis

Process Mapping

Gage R&R and Attribute R&R

Session VIII, IX, X & XI: Introduction toAnalyse Phase

Hypothesis Testing (Confidence Interval, Central Limit Theorem)

Mean Testing (Z, t, ANOVA), Proportion Testing (p, Chi-square),

Regression and Logistics Regression

Multi-Vari Study

Session XII: Process Failure Mode and Effect Analysis (PFMEA),

Session XIII & XIV: Improve Phase(Introduction to Design of Experiments - DoE)

Session XV: Control Phase(Control Charts)

Session XVI: Control Plan (5S, Visual Management, Poke-yoke)


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Students will be evaluated on the basis of case analysis, project, quizzes, class participation, mid-termand end-term exam. The weightage given to each of these units is listed below:


Quizzes 20% Group Project submission 30%

End Term Exam 40%

Case Studies for Reference:

1. Defect reduction in chemical industry.2. Bill error reduction in telecom sector.3. Increase in Stock accuracy for Pharmaceuticals Bonded Store Room.

4. Invoice accuracy in contract manufacturing sector.

4. Solutions and Consulting

Documents