'It Strategy\r'

'B19 †IT Strategy syllabus Start January 31, 2013 Ends April 25, 2013 Day and Time: Thursday 12-14 & 14-16 Instructors:Stefan Henningsson (sh. [email&#clx;protected] dk) Jonas Hed gentleman (jh. [email protected] dk) + guests Course Description This furrow uses the IVK model Series to examine important issues in IT focusing through the eyes of Jim Barton, a talented pedigree (i. e. , non- technological) manager who is thrust into the Chief Information ships officer (CIO) role at a troubled monetary services firm. The course follows Barton through challenges, mis under counts, travails, and triumphs.We take this move with him, commenting on and debating his choices and decisions. During his source year as CIO, Barton confronts issues cogitate to skill and talent management; IT costs, bud lounge roughlys, value, and charge h senescent remainss; anteriority fit and financial justification of IT investments; confinement management; romp projects and underp erforming vendors; security risks and crises; Web 2. 0 policies; communications with different senior executives; vendor management; infrastructure calibration; support for innovation; and risk management. As Barton encounters these issues, we lead them too, through associated readings.As we examine and critique both query and conventional management wisdom on these topics, we’ll add a frame written report for managing IT as a transmission line leader. Course Book The of import text for this course is the concord â€Å"Adventures of an IT Leader”, in any case called IVK after the participation in the book. Adventures of an IT Leader Robert D. Austin, Richard L. Nolan, Shannon O’Donnell | Apr 21, 2009 Publisher: Harvard billet school Press (1 Mar 2009) ISBN-10: 142214660X ISBN-13: 978-1422146606 Among otherwise places, the book is on tap(predicate) from http://amzn. com/142214660X Obtaining Harvard Business School Publishing MaterialsSome of the re adings in this course must be acquired online from Harvard Business School Publishing. You can access the target to download these materials here(predicate): https://cb. hbsp. harvard. edu/cbmp/access/17620259 At this site you will pauperism to use a credit card to leveraging copyrighted materials, which you will then download in PDFs and be able to print as is convenient. occupy be sure to use this link, not the main HBSP website, so that you get the discount associated with the course. Course intercommunicate The course blog is the official source of information, where updates, sitting presentations, etc. ill be posted. http://www. itu. dk/courses/EB19/F2013/ academic term 1: Introduction to the Case Method and the Course (Thursday, January 31, 12:00 to 12:00, ScrollBar) practice (please read before class): â€Å"A Note on Case Learning,” HBS 899-105 (download/ obtain from HBSP website) IVK 1 †The New CIO â€Å"Understanding Financial Statements” HBS 523 8BC (download/purchase from HBSP website) grant Questions (think to the highest degree and discuss with others before class): Consider the exhibits at the end of IVK-1; what do they tell you about the IVK fellowship’s channel situation? wherefore has this family replaced its chief executive officer?If you were Jim Barton, would you accept the CIO personal line of credit offered by the impudently CEO? If he accepts, what should be his plan of consummation? What should he do first? Second? What would be your best single piece of advice to Barton if he decides to take the job? What should he watch out for? Where should he be careful? Session 2: Challenges cladding the New CIO (Thursday, February 7, 12:00 to 16:00, ScrollBar) *** IBM Guest foundation *** Reading: IVK 2 †CIO Challenges IVK 3 †CIO Leadership IVK 4 †The Cost of IT appellation Questions: How do you interpret the claw’s advice to Barton: â€Å"You affect to know what you donâ€⠄¢t know? ”Davies predicts that Barton will be gone in a year; why does he secernate this? Do Maggie’s notes (exhibit at end of IVK-2) dangle any light on Davies’ assertion? What should be Barton’s plan for reaching out to other CIOs and industry experts to gain expertise quickly about running an IT department? Whom should he talk to first? Do you agree with Ruben that IT is a â€Å"unique” business percentage, that it is different from other departments in the organization? What did Barton nobble from his trip to the bookstore and subsequent night of study? Session 3: The Value of IT (Thursday, February 14, 12:00 to 16:00, ScrollBar)Reading: IVK 5 †The Value of IT â€Å"Zara: IT for Fast Fashion” HBS 604-081 (download/purchase from HBSP website) â€Å"IT Doesn’t Matter” HBS 0306B (download/purchase from HBSP website) â€Å"Dog eat Dog” http://online. wsj. com/public/article_print/SB117735476945179344. html â €Å"The IT Productivity pass” http://ebusiness. mit. edu/erik/Optimize/pr_roi. html â€Å"Zara: IT for Fast Fashion” concession Questions: How would you advise Salgado to proceed on the issue of upgrading the POS terminals? Should he upgrade to a modern operating system? Should the POS applications be rewritten to include any additional functionality?If so, what functionality? What benefits does Inditex/Zara get from its IT infrastructure? How difficult would it be for a contender to acquire these same benefits? IVK fitting Questions: What is the â€Å"right” amount for a keep company to invest in IT? How should Jim Barton do to the CEO when he postulates: â€Å"What is the ‘right’ amount for IVK to pass along on IT? ’ What is the purpose of a â€Å"chargeback” system for reversive IT costs to business units? Why implement a great deal(prenominal) a system? As we learn in IVK-4, at IVK business units overlook all of the IT calculate; what do you think of this arrangement?Should Barton try to â€Å" lure back” some of the budget that is allocated to business units, to bring on his own discretionary budget? How does IT create or enable the creation of value within a company? How should we value IT capabilities required to keep us in business, but that do not recite us from competitors (so-called â€Å"qualifiers” in the discussion in IVK-5)? Session 4: Managing depicts (Thursday, February 21, 12:00 to 16:00, ScrollBar) Reading: IVK 6 †Project focussing IVK 7 †The Runaway Project â€Å" lake herring Systems, Inc. : Implementing ERP” HBS 699-022 (download/purchase from HBSP website) Managing Project Uncertainty: From diversity to Chaos” by Arnoud De Meyer, Christoph H. Loch, and Michael T. Pich, MIT Sloan Management Review 42, 2, (Winter 2002); CBS library Database: http://search. ebscohost. com/login. aspx? direct=true&db=bth&AN=5982685& amp;site =ehost-live&scope=site Cisco Systems assigning Questions: Cisco was highly successful with its attempt resource readying (ERP) effort. What accounts for this success? What were the most important things that Cisco did decent? Did Cisco do anything wrong on this project? If so, what? Was Cisco smart or lucky with its ERP carrying out?IVK subsidization Questions: Which side would you take in the see between Henderson and Calder? What do you think of the onrush that Davies seems to train used (judging from documents found by Barton) to managing uncertainty in projects? What should Barton do to get the IR initiative back on track? Should he fire NetiFects? How do you manage project problems you cannot anticipate? Session 5: Prioritization, Governance (Thursday, February 28, 12:00 to 16:00, ScrollBar) Reading: IVK 8 †IT Priorities IVK 9 †Governance â€Å"Volkswagen of the States: Managing IT Priorities” HBS 605-003 (download/purchase from HBSP website)Volksw agen of America Assignment Questions: What is your judgment of the new process for managing priorities at Volkswagen? are the criticisms justified? Is it an improvement over the old process? Who controls the budgets from which IT projects are funded at Volkswagen of America? Who should control these budgets? How should Matulovic respond to his fellow executives who are calling to want him for special treatment outside the new priority management system? IVK Assignment Questions: Should Barton try to take control of the entire IT budget? Should he ask for a percentage of the overall budget to be placed under his control?Or should he try to fix the committee structure model in place by Davies? What should Barton do about â€Å"managing Beckworth? ” Managing Williams? Session 6: Crisis and modify control (Thursday, frame 7, 12:00 to 16:00, ScrollBar) IVK 10 †Crisis IVK 11 †Damage http://www. nytimes. com/2011/01/16/world/middleeast/16stuxnet. html Symantec Intern et aegis Threat Report: Executive Summary April 2010 http://eval. symantec. com/mktginfo/enterprise/white_papers/b-whitepaper_exec_summary_internet_security_threat_report_xv_04-2010. en-us. pdf Viruses and threats Questions: What type of malware is the Stuxnet, and how did it work?How did the Hydraq Trojan operate? Could it be a potential threat to IVK? IVK Assignment Questions: What is your assessment of how IVK handled the crisis during the event itself? Did they do a good job of crisis management? How would you recommend that Barton handle the analyst contact? If you were on the team coming up with the system for the meeting, what guidelines would you suggest to Barton? Session 7: Communication (Thursday, contact 14, 12:00 to 16:00, ScrollBar) *** Danske Bank Guest insertion *** Reading: IVK 12 †Communication â€Å"The Lessons of ValuJet 592,” by William Langewiesch ( meet 1998) The Atlantic. ttp://www. theatlantic. com/issues/98mar/valujet1. htm â€Å" go under to Acquire: IT resources for a growth-by-acquisition strategy”. To be distributed. IVK Assignment Questions: Which option for securing IVK in the aftermath of the plan of attack would you rent? Would you recommend shutting the company down? If so, when? Do you agree with the CEO’s decision about what to disclose about this contingent hacker attack? How should Barton handle the CEO’s new leaning to offer him helpful but misinformed advice? How should Barton communicate with deal outside the IT department to rebuild his and his department’s credibility?How frequently should he communicate with the CEO? With his peers? Should he rely on â€Å"The Doctrine of perfect Staff Work” as he formulates a communication strategy? Session 8: rising technologies and Sustainable IT (Thursday, March 21, 12:00 to 16:00, ScrollBar) Reading: IVK 13 †Emerging Technology â€Å"Three strategies for common IT” by Hedman & Henningsson http://www. c omputer. org/portal/web/csdl/doi/10. 1109/MITP. 2010. 141 (see also course blog) â€Å"Organizational self-renewal: The role of IS in growth organizational eco-effectiveness” by Hedman, Henningsson & Selander. 2012. To be distributed in class. kilobyte IT TBDIVK Assignment Questions: How would you respond to Bernie Ruben’s three questions concerning possible action on the blog issue? What engineering can IVK use to improve business? March 28: Easter Break Session 9: Outsourcing, Infrastructure, and Vendor Partners (Thursday, April 4, 12:00 to 16:00, ScrollBar) Reading: IVK 14 †Vendor Partnering IVK 16 †Standardization and Innovation IVK Assignment Questions: Which vendor should IVK choose for the IR project? Which approach to an SLA? Service delivery model? How much technical expertise does a company desire IVK need to keep in house if it plans to outsource much of it’s IT work?How can it retain expertise when most of the interesting work is be ing through with(p) by vendors? What information should a company like IVK ask for in a â€Å"Request for scheme” (RFP) document? What questions should they ask a vendor to wait on? Should the IR project implementation be â€Å"set price” or another sort of slenderize? Which approach should IVK take to infrastructure standardization? Are IT standardization and innovation (or flexibility) in conflict in an organization like IVK? How do you interpret the boor’s story about the great man who went missing? Session 10: Managing Talent (Thursday, April 11, 12:00 to 16:00, ScrollBar) Reading:IVK 15 †Managing Talent â€Å"Bridging the recess Between Stewards and Creators” (download/purchase from HBSP website) Online Streaming Video: â€Å"dialog box Discussion: The Organizational Dilemma of Stewards and Creators” http://www. uwtv. org/programs/displayevent. aspx? rid=4858 Assignment Questions: What should Carter and Barton do about the Ivan Kors ky situation? Should Barton seek a technological way of monitoring what his employees are doing? Why or why not? Should IVK have a management system for identifying its top value sight assets? If so, how baron such a system work? How would it interact with training and skills development?Should Barton reorganize the IT function so that the best talent is in a central â€Å"shared services” organization available to the entire organization (rather than just a situation business unit)? What are the pluses and minuses of such an arrangement? What might Barton be able to learn from the way have a go at it ensembles work about how to manage top passing game IT talent? Session 11: IT Risk Management (Thursday, April 18, 12:00 to 16:00, ScrollBar) IVK 17 †Risk IVK 18 †Looking Forward â€Å"The Evolution of Security” http://www. acmqueue. org/modules. php? reveal=Content&pa=showpage&pid=478 â€Å"CareGroup” HBS 303-097 (download/purchase from H BSP website) The novel of Secure Computing” HBS 0306J (download/purchase from HBSP website) IVK Assignment Questions: What do you think of CEO Williams’s explanation of his actions in the aftermath of the crisis described in IVK-10? How should a company like IVK approach its cost and risk tradeoffs? CareGroup Assignment Questions: What caused the network outage at CareGroup? Consider the lessons learned that Halamka enumerates at the end of this caseâ€are these the right lessons? Has he missed any? Session 12: Mini-project presentations (Thursday, April 25, 12:00 to 14:00, ScrollBar) ***Mini-project presentations ***\r\n'