PMBA 8125 Course Map and purpose. Why bother studying the management of IS? Annual worldwide expenditures on IS/IT is estimated to be between $1.7 -6.

PMBA 8125Course Map and

purpose

Why bother studying the management of IS?

Annual worldwide expenditures on IS/IT is estimated to be between $1.7 -6 TRILLION.

Annual spending on the IS/IT function in Atlanta is > $20 Billion. $2 Billion of this is by two firms alone—UPS and the Hope Depot.

The extant IS resource in Atlanta firms is valued at hundreds of billions $ US.

Like any corporate resource –land, plant, equipment, capital or people- the IS resource needs to be managed.

The IS function provides both tactical AND strategic value to the firm.

For many firms poor management of this function would mean the death of the firm.

Professor TruexPMBA 8125

Published purpose (paraphrased)

Professor Truex

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 associated 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.

PMBA 8125

Published Learning Objectives

Professor Truex

1. Apply information systems principles to meet business needs.2. Articulate how information systems provide business value.3. Assess the potential impact of information systems on business

strategy and competitive advantage4. Recommend how to organize and manage business process

innovation initiatives.5. Identify the enablers and barriers of process implementation and the

key tactics for achieving successful implementation6. Evaluate how alternative process configurations impact business

agility.7. Understand the functioning and role of the IS organization.8. Understand the issues and opportunities associated with managing

enterprise data.9. Analyze the ways in which information systems can be acquired.10.Understand the principles of IT project management.11.Assess the ethical, privacy, and security issues involved in the use of

information

PMBA 8125

8125 is not…

Professor Truex

1. A computer course. We will not learn microcomputer tools like excel. This would be like teaching engineers to use a slide rule. This is a much higher order class.

2. A complete coverage of the IS function. We will not cover the breath of the IS/IT function. It is simply too larger for a single course. We will delve into a handful of critical topics. Each of these topic are an entire course or even an degree program in CIS department.

PMBA 8125

The PMBA 8125 Challenge

Professor TruexPMBA 8125Information Technology Management

Why = theoryBasic Building Blocks

How = practiceIntegrate Theory and Practice

Contextual knowledge for understanding concepts. Needed to keep current; no matter how the technology changes

Needed to relate the pieces of theory and to build hands-on competence and confidence

Text readings, course notes, discussions and lectures; case briefs (thought pieces); table-driven analysis; class discussion; shared learning exercises

Skillport exercises; individual table-driven exercise; specialized articles; Team-led discussion; Team project

Professor Truex

MBA 8125Informatioon Technology management 7

Figure 1.1 The Information Systems Strategy Triangle

Manager in the

coordinating role

Business Strategy

OrganizationalStrategy

InformationStrategy

IS strategy has consequences on the business and organizational strategies.

IS Strategy is affected by the other strategies a firm uses. Changes in IS strategy must be accompanied by changes in the other two.

Includes the whole concept of organizational design

Professor TruexMBA 8125Informatioon Technology management 8

Figure 1.1 The Information Systems Strategy Triangle

Manager in the

coordinating role

Business Strategy

OrganizationalStrategy

InformationStrategy

The corners are interlocking. Change one and all must adjust

IS strategy has consequences on the business and organizational strategies.

IS Strategy is affected by the other strategies a firm uses. Changes in IS strategy must be accompanied by changes in the other two.

Includes the whole concept of organizational design

9

When & How to Innovate

Main Street - new efficiencies

Existing technologyto new markets

Established offers inexisting markets tonext level

Surface modifications to improve customer experience.

Improve customer-touching processes

Reframe establishedvalue proposition

Restructure industryrelations

Key and Core Concepts

Boundary

Integration

System

Process / Business Process

Standards

Generalized Security Design Model

11

Targets1. Physical

Hardware, facilities, people

2. Software3. Data4. Communications

Threats1. Destruction2. Modification3. Disclosure

Sources1. People2. Mother

nature

Controls1. Avoidance2. Tolerance3. Mitigation

8125 Content mapContext: Strategy as the driver

Firm Strategy & Information SystemsBusiness Strategy, Organization design, IT Design triangle; Porter and the internet

Process Design, Enshrinement in silicon and deployment/useBusiness Process perspectives

Process Innovation

Process and Organizational Agility / change management

Business System Analysis and Process Integration

Enterprise Systems (ERP/SAP)

Enterprise-wide - ERP configuration

SAP tutorials

Sourcing of IS and other business functions (because of the IT systems)

Where, by whom and how it is done

Consequences: (Management Challenges and ‘the dark side’ of IT)Security & Risk Management