MIS Final Exam Cram Guide

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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 study 2. Do short answer questions 3. Do case study 1

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Comm 190 (MIS) Final Exam Cram Guide

Transcript of MIS Final Exam Cram Guide

Page 1: MIS Final Exam Cram Guide

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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