mis final exam cram guide
DESCRIPTION
Comm 190 (MIS) Final Exam Cram GuideTRANSCRIPT
MIS Final Exam Overview: Chapters 9, 10, 11, 12 (Chapter 8 NOT tested) Classes 13 – 20 (Class 21 NOT tested) After midterm topics / ideas
NOTE: Process map, ER Diagram, etc. will NOT be on the final exam However, some concepts will still be applicable on the final exam
Focus: Frameworks Concepts Application and synthesis of frameworks and concepts to justify answers
in case study
Format: 5 Short Questions
5 marks each based mainly on frameworks and concepts
MINI case study 35 marks Synthesis framework to structure response The case will be shorter than the ones we’ve done in class
Exam Strategy When Taking Exam:1. Read case study2. Do short answer questions3. Do case study
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Introduction2012-12-07 10:17 PM This note is structured by the IT Interaction Model, which are broken down
into the following sections:
1. Strategy2. Structure (organization structure)3. Culture4. Leadership5. Process6. Infrastructure (of technology)7. Applications (of technology) (includes: data, hardware)8. Financials
Following the 8 sections, there will be: a section on Case Study Strategies
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StrategyI. Generic Strategy: You can implement product vs. cost differentiation to differentiate your
company Which one to use: can you be differentiated?
Yes: use product or service differentiation No: use cost differentiation
Midterm Refresher:Question: How does a firm gain competitive advantage?Answer: A firm is unique what they do and how they do it. They provide value to the customer.In Mufti’s words: “doing things ‘faster, cheaper, quicker’ is NOT “competitive” strategy. You have a competitive strategy is when you do different things or when you do the same things differently.”
Note the difference between generic strategy and competitive strategy.
II. The Operating Model For an info system, if you:
o 1. Standardize processo 2. Integrate data
… and can do these 2 things really well, you get innovation
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Business Process StandardizationLow High
Business Process and Data Integration
Low DiversificationShared service, large scale, independence business different customers different expertisee.g. P&G has Canada
Operations and Japan operations; there is no need to co-ordinate, share, and standardize
ReplicationStandardized process for efficiency similar business
units independente.g. franchises
High CoordinationEasy access to data for decision making unique business need to know each
other’s transactions
UnificationShared process and access single business global process
standardsglobal data standards
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Another case not in the operation model: “Pre-Diversification”
o neither integrated nor standardized in operating system and hardware
o “Legacy Platform”
QUESTION: Describe the characteristics of a business that has a
coordinated/unified/diversified/replicated operation model.
ANSWER:
Coordinated Operation Model:The business has low business process standardization but high data integration for easy access data in case of decision making. This business is unique but its different branches need to know about each other’s transactions.
Unified Operation Model:The business has high business process standardization and high data integration. This business is a single business and its processes and data are the same, globally.
Diversified Operation Model:The business has low business process integration and data integration. Although it has a shared model, but they are independent operations serving different customers in different geographic locations, requiring different expertise and knowledge.
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Replicated Operation Model:The business has high business process standardization but low data integration for operational efficiency. Although they are similar business units, they are independent.
HOW TO APPLY THE OPERATING MODEL IN A CASEYou are making recommendations for the company in the case, consider the characteristics of the business, is it: A global company with different operations around the world like P&G?
Diversified. A franchise like Tim Hortons? Replicated. An independent branch of a large business like State Farm? Coordinated. A business where you can access anywhere in the world? Unified.
Then with those characteristics, think: To what degree does this business need data integration? To what degree does this business need business process
standardization?
With this knowledge, is the technology/system that I’m recommending suitable for this business’s for operating model?
III. Strategic Alignment Between Business and IT Note on strategy: If you don’t have a business strategy, then the chances
are, you don’t have an IT strategy either
IV. Strategic Grid
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Strategic Value (how important is it tomorrow?)Low High
Operational Dependence(how important is it for today’s business?)
Low Support IT plays supportive
role to other critical functions
IT does not require senior management attentione.g. consulting firms
Turnaround IT investment crucial to
firm’s survival Senior management
lead IT projects
High Factory Dependent on IT for
smooth operation Ongoing IT
investments are made by management because management ensures the IT is reliablee.g. governments
Strategic IT = backbone IT linked to business
strategy Senior management
responsible for IT strategy and implementation
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“Factory” and “Support” = “Defensive shield” of business “Strategic” and “Turnaround” = “Offensive weapon” of business and play
a part in business’s strategic differentiation in a large organization that has a portfolio of applications, each
application would belong in one of support/factor/turnaround/strategic category because they each have a different level of importance
QUESTION:When the senior management of a company is responsible for IT strategy and implementation, what role does IT play in the organization?
ANSWER:It is the strategic backbone of the business and the IT strategies are directly linked to the business’s business strategies, holding high strategic value. The business currently has a high operational dependence on IT. Additionally, the company uses IT as an offensive “weapon.”
HOW TO APPLY THE STRATEGIC GRID IN A CASEThink: is IT important for today’s business? Yes: high operational dependence;
No: low operational dependence will IT be important for company tomorrow? Yes: high strategic value; No:
low strategic valueConsider: what is management’s attitude towards IT? Is management’s attitude towards IT in the business “suitable?” Does IT play a supportive role in the business? (IT is a defensive shield)
Or… Does the business get its competitive advantage from cutting edge IT? (IT is a weapon)
When making recommendations: Keep in mind the above points If IT is a weapon, INVEST in cutting edge IT! If IT is a support for the business’s core operations, cut spending on IT or
consider outsource
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StructureI. Process vs. Function Orientation
Midterm Refresher Functional
organizational structure
Advantages Disadvantages
Employees within the functional structure are differentiated to perform a specialized set of tasks.
Vertically integrated
Specialized units reporting to a single authority
Specialization of tasks and knowledge
Give employees clear career goals
Efficient use of human resources
Easy to train employees by department
Top management is responsible for coordination
Complicated communication and decision making
More bureaucratic Lack of
synchronization More difficult to
manage Narrow focus and
neglect of larger company view
Process Organizational structure
Advantages Disadvantages
Employees are organized in the order in which tasks are carried out
Horizontally integrated
Efficiency Faster
communication Ease of collaboration More flexible and
contingent to deal with changing trends
Lack of specialization in terms of department and specialties
Lack of a central manager and central control
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II. Governance goal: improve benefits of IT investment over time increased need to report and disclose operational information makes
employees of all levels more familiar with issues facing informational technology
cross functional approach ensures IS AND business managers are involved in IT decisions
RACI DECISION MAKING FRAMEWORK R: RECOMMENDS (responsible to recommend decision to problem) A: APPROVES (authorized to approve and be accountable for
decision) C: CONSULTED (opinions are sought; 2 way communication) I: INFORMED (informed after decision is made; 1 way
communication)
Important note for RACI on case study: One person CANNOT be R AND A (if they are, then there is are bias and
conflict of interest) Put only 1 letter per person
o If they are R or A, then they are automatically C and or I
III. Role of IT in OrganizationIf: CIO reports to CEO, organization sees IT as an innovation center CIO reports to CFO, organization sees IT as a cost center
IV. Federalized Model Hybrid of centralized and decentralized model
Federalized Model has the following characteristics:
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Characteristics from Centralized Model
Unique Federalized Model Characteristics
Characteristics from Decentralized Model
Scale economies Standards control Critical mass of skills
IT vision and leadership
IT structure and architecture
Governance Synergy
Users control IT priorities
Business units have ownership
Responsive to business unit’s needs
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Bottom line: an organization with a federalized IS / IT structure is good because it combines the best characteristics of all models
In a project team, you have the following components and they serve the following purposes:
Steering committee: strategic Shared serveries: tactical Project management: operationalWhat’s important: when making human resources adjustments, keep at least 1 original member from the previous project team
QUESTION:What are the advantages and disadvantages of centralized and decentralized models?
ANSWER:Centralized Advantages Disadvantages
Scale economies Standards controlCritical mass of skills
Unresponsive No business unit ownership No business unit control of
overhead Doesn’t meet every
business unit’s needsDecentralized Advantages Disadvantages
Users control IT priorities
Business units have ownership
Responsive to business unit’s needs
Excessive cost Variable standards of
competency No synergy and integration
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V. Outsourcing
Motivations for each role:CEO Technical Financial Alleviates competitive
pressure: able to focus on core business competencies
Reduce management distraction
Acquisition or divestment
Moderates political / commercial relationship
Improve service levels
Implement change More access to skills Current lack of in-
house infrastructure
Ease of asset management
Reduce cost Avoid cost Control cost Make cost variable
HOW TO APPLY OUTSOURCING FOR CASE-REFER TO STRATEGIC GRID IN PREVIOUS SECTION- If, in the company, IT is:
“Factory”: Outsource (unless company is HUGE and IT is WELL managed)
“Support”: Outsource “Strategic”: Do not outsource “Turnaround”: Do not outsource (unless required resources are not
in company)
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CultureI. Business and IT-Gap Business unit often have wrong conceptions of IT unit IT professionals are more “married” or “loyally identified” with the IT
profession than the industry the company is in or even the company itself Gartner Group: “Cost of replacing [good] IT professionals is
extraordinarily high compared to the cost of keeping them.”
II. IT Skills and Culture
3 Factors Influencing IT Professional Hiring and Retention:
1. Changing skill setsa. Increasing demand for technical, organizational skills, knowledge:
All aspects of IS2. Organizational Factor
a. Attractiveness of company and industry: some IT professionals are paid more than managers
3. Personal Factora. Changes in employee loyalty: IT professionals are more loyal to
profession than company or industry
DEALING WITH CULTURE IN CASESide note: some IT professionals have what we call a “Prima Donna Factor:
Difficult and thinks they’re amazing, refuses to share information with others in company or IT department
Solution: Put them in charge, give them praise and recognition; eventually they’ll become more open to share their ideas and give others guidance
WHEN MAKING RECOMMENDATIONS FOR SYSTEM IN CASE ERP < Data Warehouse
If culture and organizational structure are the bigger concerns, try NOT to recommend implementing ERP because it forces people to talk to each other more than before
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Leadership I. Role of CIO1. Formulate IT strategy2. Deploy technology3. Address business needs 3 Characteristics of Good CIOs 1. They learn about company operations in preparation for broader, non-
IT opportunities. 2. They know the company's business strategy and learn what drives
value. 3. They have a background with significant management experience in
non-IT business functions.
2 Types of CIO and characteristics [YOU MAY NEED TO IDENTIFY THIS IN CASE]
1. Careerist Stays with company Does not have much technical skill but have solid grounding in
business Has ability to build coalitions and consensus as team player
2. Professional Focuses on bringing particular IT skills to serve company Ideal job: IT “turnaround” Operates on force of ideas and IT track record
II. What Business Needs From IT 3 Levels (Think of it as Maslow’s Hierarchy of Needs)
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Level I Level II Level IIIObjective Establish IT
competenceBuild trust Develop
partnershipsAudience IT staff
Operational manager
Business managers
Executive partners, BOD
Strategies Discipline, damage control
Make it easier for user to work with IT
Show IT integral to business strategy
Pitfalls Promise > Delivery
Directing business strategy with IT
Automatic process, no re-engineering
Timeframe Less than 1 year Medium term: 1-2 years
Longer term: 2-5 years
Success Criterion
No news is good news
IT consulted about decisions
IT at decision making table
IT Role Service Provider
Trusted Advisor Strategic Partner
III. IT Leadership Roles: Transactional
(Manager) Transformationa
l (Leader)
Organization
Enabler Strategist
IT Function Technologist Innovator
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QUESTION What are transactional organization managers suitable for? ANSWER They’re enablers who are suitable for fulfilling level 1 business needs of establishing competence. They’re more suitable for building trust in level 2 than technologists (transactional IT function managers.)
QUESTIONWhat are transactional IT function managers suitable for?ANSWERThey’re technologists who are suitable for fulfilling level 1 business needs of establishing competence and building some trust in level 2.
QUESTIONWhat are transactional organization leaders suitable for?ANSWERThey’re strategists who are the most suitable for fulfilling business level 1, 2, 3 needs of establishing competence, building trust, and developing partnerships.
QUESTIONWhat are transformational IT function leaders suitable for?ANSWERThey’re innovators who are suitable for fulfilling business level 1, 2, 3 needs of achieving the objectives: establishing competence, building trust, and developing partnerships. However, strategists may be more suitable for developing partnerships than innovators.
TIP FOR CASE Even if there is a leadership problem in the case, do identify it HOWEVER, in order to make your recommendations ‘realistic’ and
implementable, its is preferable not directly identify the recommendation explicitly to target a “leadership” problem
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ProcessI. Allocations of Funds
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Detailed breakdown in “Financials” section
II. Project Roll Out Approaches4 Philosophies1. Big Bang (Plunge)
BAM! Old one off. BAM! New system out! Usually implemented when Board of Directors has heavy influence
or for government systems2. Pilot
Try the new system out if there is resistance to the new system, this is more likely to be
used3. Phased
“pilot” bit by bit in several phrases4. Parallel
Run new system at the same time as the old Very expensive Usually used in healthcare or very risky situations where new
system failure would be detrimental
NOTE: using pilot and phased at the same time is Mufti’s favourite combination of project roll out approaches, use for case if possible
III. Systems Development Methodologies
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Steps in Generic Systems Development Life Cycle (Know the gist)1. Planning2. Requirements3. Design4. Testing and Development5. Installation and Support
4 Methodologies of Systems Development(Know what they are, VERY likely to be asked for short answer questions… just MEMORIZE)
1. Trial-and-error More for testing things Minimal cost, technical expertise Recommended for small, short-lifecycle projects or low quality
products
2. Waterfall Pure and iterative (iterative: relating to or involving iteration,
especially of a mathematical or computational process)i. Do one after one before has been completed
Problems: doesn’t always finish on time, costly because oversight in budget surplus multiples
Recommended for medium or large well defined projects Capability Maturity Model (CMM)
Organized into Levels 1 to 5 (Lowest = worst to Highest = best)
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Level 1 (Initial) Stabilize environment through process management
Level 2 (Repeatable) Develop common processes through engineering management
Level 3 (Define) Control variation through quantitative management
Level 4 (Managed) Continuously improve processes through change management
Level 5 (Optimizing)
3. Rapid Application Development (RAD) Idea: prototyping Pro: greater user involvement Con: bad for turbulent or uncertain projects Never ending prototype phase
4. Evolutionary Prototyping and Phased Releases “incremental commitment” low initial costs Mufti’s interpretation: imagine a spiral, going from the center to out
(In other words it’s quite complicated to manage releases and requires knowledgeable and dedicated developers)
Recommended for larger uncertain projects
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Note: This is confusing stuff and so much to know, if there’s going to be a question on it, it may be something like what kind of methodology does the company use? Or have?
IV. The Agile Manifesto As big as cloud computing What is it? Agile software development: a group of software development
methods based on iterative and incremental development In plain English: the manifesto (or guidelines) essentially defines the
approach to developing the software Why is this software development method important? It encourages
rapid and flexible response to change
Parts of the “Manifesto” (Just read over it and have a general idea)1. Customer satisfaction by rapid delivery of useful software2. Welcome changing requirements, even late in development3. Working software is delivered frequently (weeks rather than months)4. Working software is the principal measure of progress5. Sustainable development, able to maintain a constant pace6. Close, daily co-operation between business people and developers7. Face-to-face is best form of communication (co-location)8. Projects are built around motivated, trusted individuals9. Continuous attention to technical excellence and good design10. Simplicity- Art of maximizing amount of work not done - is essential11. Self-organizing teams
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12. Regular adaptation to changing circumstances
The following terminology are quite important: Daily Scrum – A 15-minute daily standup meeting Scrum Master - Leader of the team, responsible for “running
interference” Story – a user or business need usually using the form: as [user] I
want [function] so that [business value] eXtreme Programming (XP) – Software development and testing
in done pairs Sprint – A time-boxed period of between 10 to 30 days
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ApplicationsI. The Strategic Grid Refer to “Strategy”
Technology Selection and Acquisition Build (Develop or Customize), Buy (ERP), Rent (Cloud) Also Hybrid Solutions
II. Technology Selection and Acquisition (REFRESHER FROM MIDTERM)
Enterprise Resource Planning (ERP) Systems 2 major vendors:
1. Oracle PeopleSoft2. SAP
Advantages of Data Warehouses: Why do companies want DW? Maintain history data even if source systems do not Integrate data from multiple source systems Enable a central view across enterprise (especially valuable in merger and
acquisitions) Improve data quality: provide consistent codes and descriptions; flagging
and fixing bad data Present organization’s information consistently Provide a single data model for all data regardless of source
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Restructure data so it makes it easier to interpret Add value to operational business applications, especially CRM: Customer
Relationship Management systems
Software Constraints:
1. each version of an operating system is written for a particular type of hardware2. application programs are written to use a particular operating system
2 kinds:
1. Operating systems: programs that control the computer resourcesa. 4 Major systems: Windows, Mac OS, Unix, Linuxb. when you buy a computer program, you are buying a license to
use that program2. Application software: perform specific user tasks
1. Horizontal market application: e.g. Microsoft word, excel, powerpoint
2. Vertical Market application: serves specific industry3. One-of-a-kind application: developed for a specific
unique need * An organization can get “off the shelf app” or “off the shelf app
with alterations,” or “custom developed”
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InfrastructureI. Views and Primary Value Driver1. Utility: cost savings via economies of scale2. Dependent: benefits of current strategy3. Enabling: current and future flexibility
Key Infrastructure Issues:1. Cost2. Security3. Integration
Infrastructure = technology platform ≠ organizational structure
Architecture and Infrastructure analogy:
Physical building is built from:o Owner’s vision >> Architect’s Blueprint >> Builder’s
Construction
Information Technologyo Business Strategy >> IT Architecture >> IT
Infrastructure
BOTTOM LINE: Architect’s Blueprint = IT Architecture
Enterprise Architecture EA is a model for understanding how an organization's process,
technology and data are linked and related Increasing complexity in IT systems has been the driver and
justification for EA adoption By exposing interdependencies between business and
technology, an EA model is used for decision making There are two key types of Enterprise Architecture models: "As-
Is" and "To-Be"
Zachman's Systems Architecture
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Data Process NetworkBusiness Scope List of data
entriesList of functions List of locations
Functional Model
Entitles and relationships
Functional decomposition
Communication links
Logical Model Data model Process model Network modelPhysical Design Database design Process
specificationsNetwork design
Systems Development
databases Software applications
Hardware and operating system
Data Security: CIA (Potential Short Answer Question) Confidentiality refers to limiting information access and disclosure to
authorized users, and preventing access by or disclosure to unauthorized ones
Integrity refers to the trustworthiness of information resources. It includes the concept of data integrity – that data have not been changed inappropriately, whether by accident or deliberately
Availability refers to the availability of information. Information that is not available when you need it is almost as bad as none at all
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FinancialsI. Business Case (Just know what it is)
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captures the reasoning for new IS project justifies turning an investment into a project performs cost-benefit analysis for proposed business solution checks to see if project aligns with organization’s strategic plans Quantitative (revenue, cost, time) Qualitative (flexible, relationships, innovation)
II. Project Prioritization (Be familiarize with this concept)Steps in project prioritization:1. Project identification
Usually a list from different business units2. Project prioritization
Projects ranked other proposed projects Criteria may include:
i. Competitive advantageii. Customer satisfactioniii. Project costiv. Potential revenue / cost savingsv. Ease of implementation
3. Resource allocation
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A list of approved projects
There may be conflict of interest between: Business unit needs IT needs Corporate needs
III. Portfolio Management Tend to focus on:
Value maximization Balance
o having long term and short term projectso different infrastructure, databases, applications, emerging IT
Strategic direction o Does it align with corporate strategy?
In a portfolio, there are different classes of projects Types of project classes and industry average spending:
Informational application (17%) Strategic application (11%) Transactional application (26%) Infrastructure (Hardware, operating system, network)(46%)
FOR THE EXAM: KNOW THE GIST OF SPENDING IN EACH CLASS NOTE: IT Savvy firms have more money for strategic initiatives
and less on Infrastructure: 19% in information applications 18% in strategic applications 36% in infrastructure
APPLICATION FOR THE CASE knowing the gist of spending for “tech savvy” companies and the industry
average, if a “tech savvy” company in the case is spending too much on infrastructure class projects and too little in strategic applications class projects, identify it as a large financial problem
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Case Study Guide8 Step Framework [MEMORIZE THIS FRAMEWORK]
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1. Do a “Size-Up”2. List key issues3. Define main problems4. Generate feasible alternatives5. Define the criteria6. Conduct an evaluation7. Justify the recommendation8. Prepare an action plan
In-depth breakdown of each step
1. Do a “Size-Up” (0 marks)a. Key peopleb. Deadlinesc. Industryd. General sketch of company/projecte. Resources availablef. What’s really important to the company at this point
It’s not for marks but you need to do one for your own benefit and show that you understand the case
You can make supported assumptions
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In the case, you will likely play the role of CIO and you will be writing a memo to the CEO
Think: what is the most important thing to the CEO? Identify the product/service/cost differentiation possibilities for the
company
2. List key issues List about 7-10 issues that you find in the case: they could be challenges
and opportunities they’re thinking of taking or not taking, etc. List in point form 1-2 sentences each issue DO NOT list trivial issues for the sake of coming up with a long list Make sure they’re “actual” issues: sometimes in the case one key person
may say something like “I heard we’re losing money on this project…” Really read in the case to verify this information: the company may
or may not be losing money on the project If they’re not actually losing money, don’t put that as an issue…
because it’s trivial
4. Define main problems Determine 3 Describe each with 2-3 sentences Categorize the issues into one more of the following “problem categories”
one issue can belong to more than one problem category1. Strategy2. Structure (of organization)3. Culture4. Leadership
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5. Process (business)6. Infrastructure (technology)7. Application (technology)8. Financial
You must explicitly identify the top problem and explain why they’re problems, why they’ve occurred using course concepts
E.g. this financial issue has occurred because the company, although its operational dependence does not rely on IT and IT has very low strategic value to the firm, has over spent on their new information system
E.g. the company requires high business process standardization and high business and data integration; however it is using replication as its operating model when unification is what they need… this is why they have an application problem
Look for BUSINESS problems behind IT issues List issues from most significant to less significant
5. Generate feasible alternatives 3 alternatives, listed in point form 2-3 sentences explaining them Alternatives ≠ options
i.e. you can do _____, you cannot do _____ i.e. doing a hybrid of 2 alternatives and listing it as your 3rd
alternative is NOT an alternative
NOTE: alternatives like “fire CIO” or “status quo” (unless status quo is really a good option…) are BAD alternatives
Example:
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If your TOP problem is Application, your 3 good alternatives are1. Revising the application2. Redesign project management process3. Restructure the organization
Preferably, your alternatives are mutually exclusive
Alternatives do not have to be IT specific, can be for strategy, process, structure
NOTE: FEASIBLE alternatives (not what they should do but what they can afford to do)
5. Define the criteria Point form 2-3 sentences rationale per criterion for selecting each criterion Find this in the case: what is the most important thing to the CEO? Used to weigh the alternatives in the next step
6. Conduct an Evaluation Provide 2-3 sentences per criteria explaining rankingDo a weighted chart of the alternatives like so: Assign a weight out of 100% to each criteria, one criteria may be more
important than another
Criteria 1 Criteria 2 Criteria 3 Total ScoreAlternative 1 1 3 1Alternative 2 2 2 3Alternative 3 3 1 2
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Rank each alternative and score them: 3 (best alterative for criteria) 1 (least preferable alternative for criteria)
For the total scores, if you have good alternatives, then the scores should be pretty close between each alternative
if you have a clear cut winner, bluntly, your other 2 alternatives probably suck.
7. Justify the recommendation your alternatives cannot be a “hybrid” of 2, but your recommendation
can be (in fact, it can be a hybrid of all 3 alternatives) e.g. using the previous example, if in your evaluation your
alternatives: 1. Revising the application2. Redesign project management process
had good scores in the evaluation, then you can recommend to implement both alternatives
your recommendation needs to address the top problems Consider:
Strategyo What’s the organization’s operation model?o The strategic grid: how important is IT to core business?
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Culture and systemo if culture is an issue, Data Warehouse would be a better
alternative than ERP because ERP requires more communication, worsening the existing friction
your recommendation doesn’t have to be the alternative with the highest score but you must give a pretty good explanation of why that is
8. Prepare an action plan table format: RACI (you must justify the “Approver” i.e. why you’ve
assigned the person that you did to role of approver) apply course concepts and frameworks generate a list of things you need to do in order to implement your
recommendation List the action item (e.g. IT leadership, governance, architecture,
monitoring) 1-2 sentences of good explanation
Make an estimate of time required to complete each step, MEMORIZE THE FOLLOWING:
Short term: ASAP, 0-30 days, 30-60 days, 60-90 days Medium term: 91-120 days, 120-180 days, 180-360 days Long term: 360+ days
Approximate Marks Breakdown1. Do a “Size-Up” (no marks)2. List key issues3. Define main problems
Step 2 and Step 3 (10 marks)4. Generate feasible alternatives5. Define the criteria6. Conduct an evaluation
Steps 4, 5, 6 (10 marks)7. Justify the recommendation (5 marks)Prepare an action plan (10 marks)
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