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Information and Communications
Technology Qualifications
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| Prescription: IS600 Strategic Information Systems Management |
| Aim of Module | To enable the student to apply basic techniques and principles for managing information systems for strategic commercial advantage
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| Credits | 14
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| Student Learning hours | 140
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| Content Revised | New 2004
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| Prescription Expiry Date | Nov 2007
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| Note | As this module has content that overlaps with the content of EP600 and IS700 students completing this module cannot be awarded a credit for either EP600 or IS700
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LEARNING OUTCOMES
The Student Will
| | | | | C | 1 | Explain how effective information management is a “critical strategic success factor” for commercial competitiveness and advantage. | | | A | 2 | Develop a corporate information systems strategy that supports the organisation’s strategic goals, using a “Case Study” organisation. | | | A | 3 | Apply at least one method of tactically and operationally managing the corporate information systems for a case study organisation that is consistent with the organisation’s Information Systems strategy | | | P | 4 | Evaluate a case study organisation’s need to upgrade hardware and software and propose an economically effective solution that will enable the organisation to retain and/or extend its competitive advantage. | | | P | 5 | Solve at least two “case study” problems associated with managing modern “Highly Skilled” workforces where workers may commonly be more skilled and have greater knowledge than their manager. | | |
CONTENT
| | | | > | The impact the information age has had on management and the way managers are expected to manage should be outlined in the following categories | | | - | Managing information and information technology | | | - | Management in the information age | | | - | Managing information for competitive advantage | | | - | Challenges and issues for managers of information systems | | | - | Managing mature IS organisations | | | - | Important concepts in IS management | | | - | Stages of growth | | | - | Critical success factors for IS managers | | |
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| | | | > | The meaning of the term “Strategic Information Systems” is defined with examples. An explanation of the way a typical organization might develop an information systems strategy that will facilitate corporate growth and market position. | | | - | Strategic issues for IS management. | | | - | The process of developing an “Information Systems Strategy” is explained. Examples are given to illustrate. | | | - | Strategic information systems defined. | | | - | Strategic information systems examples illustrated under the following categories. | | | - | Applications | | | - | Networks | | | | | > | Forming and managing strategic alliances (CISM Ch 8) | | | | | > | The effects of strategy on competition (CISM Ch 3) | | |
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| | | | > | Tactical management of “Information Systems for Competitive Advantage” is covered. Consideration is given to the importance of information as a tactical resource. | | | - | Tactical Information is defined. | | | - | Understanding customer expectations as a tactical resource. | | | - | Managing Information Systems for competitive advantage. | | | - | Capacity management | | | - | Performance management | | | - | Information reporting management. | | | | | > | Operational management of information systems | | | - | Managing customer expectations | | | - | Service Level Agreements defined. | | | - | Service Level Agreement contents outlined and explained. | | | - | Problem change and recovery management. | | | - | Network management | | | - | Managing the application portfolio | | | - | Information, Organisation, and control | | | | | > | Organising and leading the IT business function. | | | - | The CIO’s role. (MIT) | | | - | Technology related management processes (MIT) | | | | | > | Integrating changing technology platforms and assimilating emerging technologies. (MIT Part 2) | | |
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| | | | > | Hardware and software evaluation and procurement | | | - | The importance of a professional approach to the acquisition of Information Systems hardware and software is explained | | | - | Methods of objectively comparing diverse vendor proposals in against to client IS acquisition requirements. | | | | - Picture comparison method. | | | | - Implementation led evaluation. | | | | - Evaluation Matrix method. | | | - | The complete process of Hardware and Software evaluation is carried out for a simple “case study” purchase. | | | | - A simple “Request for Proposal” is developed from a supplied requirements specification. | | | | - The “Evaluation Matrix” method of hardware comparison is used to compare example vendor proposals for the hardware component of the case study purchase. | | | | - The “Picture comparison” method and “evaluation Matrix” methods of software package evaluation are used to compare example vendor proposals for the software component of the case study purchase. | | | | - The hardware Evaluation Matrix is extended to include a “Cost Benefit” comparison of the hardware being evaluated. | | | | | > | Managing IT outsourcing. (CISM Ch 8) | | | | | > | Managing the application portfolio (MIT Part 3) | | | | | > | Managing the organisation’s data (DBA). | | | - | The DBA’s role | | | - | Critical data management factors | | | - | Performance | | | - | Risk | | | - | Security | | | - | Change | | | | | > | Managing the network. (MIT Ch 15) | | | | | > | Measuring IS Investments and returns (MIT Ch 16) | | |
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| | | | > | Leadership in an environment of mutual respect (Kant principle 2) | | | - | Leadership styles - Characteristics, appropriateness and effect | | | - | Kant’s principle of respect is explained and applied to hypothetical contexts | | | - | Managing in an environment of mutual respect. Advantages and disadvantages, costs and benefits are identified and discussed. | | | | | > | Peak Performance Teams | | | - | Characteristics identified and explained | | | - | Developing such teams. Methods, attitudes, management styles, etc. that help develop such teams are identified and explained. | | | - | Managing “Peak Performance Teams”. Examples are given and common management style characteristics are identified. | | | | | > | Motivating a sophisticated workforce | | | - | The problems associated with managing a modern sophisticated workforce where workers are commonly more skilled with greater knowledge than their managers are identified and explained. | | | - | Personality profiling tools (Myers-Briggs and Enneagram plus any other similar appropriate tools) are explained and students apply these to themselves. | | | - | Personal management styles are considered on the basis of individual student profiles. Advantages and disadvantages of each style category are identified. | | | - | Developing and applying a management style appropriate to a modern “knowledge” workforce is explained. | | |
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| | | | Note | | > | RECOMMENDED TEXTS: | | | | | - | Management of Information Technology, Carroll. W. Frenzel, Course Technology | | | - | Corporate Information Systems Management. Applegate, McFarlan, McKenny, McGraw-Hill | | | - | Database Administration. Craig S. Mullins, Addison Wesley | | | - | Package Evaluation. Richard Sharland, Avebury Technical. | | | - | IT Problem Management. Gary Walker, Prentice Hall PTR. | | | - | Peak Performance. Clive Gilson, Kevin Roberts, Michael Pratt, Ed Weymes. Harper Collins Business. | | |
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