Azerbaijan University
School of Business
MBA 8125 Information Technology Management
Fall 2009
INSTRUCTOR:
Mais Yusifov,
Email: mais_y@hotmail.com
Phone: +994 12 449 39 25
OFFICE HOURS:
Friday 18h00 – 20h00
WELCOME
Welcome to Legal Information Technology Managment. I am confident that you are going to
find this course exhilarating, rewarding and challenging. To avoid any misunderstanding,
you are encouraged to read this course outline and to bring the prescribed text to each class
meeting.
COURSE MATERIALS:
Cases and readings are available online from www.study.net
COURSE DESCRIPTION:
Business organizations have become increasingly dependent upon information technology.
What a firm will be able to do in five years will be greatly influenced by what its information
technology can do. This has important implications for managers who must understand the
capabilities and limitations of information technology as it applies to their company’s
operations.
This course is designed to help managers understand the challenges, opportunities, and risks
involved in information technology management. It examines the issues involved in
acquiring information systems that support and maintain business operations in an efficient,
SYLLABUS
Information Technology Management
Fall 2009
effective, and ethical manner. The course also examines how information technology can be
used to substantially improve business process performance. There are the five “I’s” of
business processes: Identify, Improve, IT-enable, Innovate and Implement. These I’s
represent major learning objectives. Students learn how to recognize business processes and
assess their information-related needs. They also learn how to develop organizational agility
through business process innovations enabled by information technology. Students learn
how to recognize business processes and assess their information-related pathologies and
they learn how to develop organizational agility through business process innovations
enabled by information technology. By the end of the course, students should be able to
understand the strategic and support role of information technology and various approaches
to acquiring and deploying information systems.
INSTRUCTIONAL METHODS:
Lecture/Discussion/Case Studies/Debates/Examinations
PREREQUISITES:
Good command of reading/speaking/written English
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COURSE OBJECTIVES:
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Understand and be able to describe the key dimensions of corporate strategy and
relate them to information systems and IT.
Analyze the potential contributions of information systems to achieve corporate
strategic objectives.
Understand the fundamentals of business process description and modelling
innovation
Be able to describe and model a basic business process and business work system
Understand the various types of information systems that are used in connection with
business processes.
Apply information systems to meet business needs.
Evaluate emerging trends in information technology
Analyze the ways in which information systems can be acquired or built.
Describe the trade-offs with in-sourcing, out-sourcing, and off-shore development.
Understand the user’s role in the development and implementation of information
systems in organizations.
Apply project management principles to information systems projects
Assess the ethical, privacy, and security trade-offs involved in the use of information
systems
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SYLLABUS
Information Technology Management
Fall 2009
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Manage successful IT project initiatives by understanding the enablers and barriers of
process implementation and knowing key tactics for achieving successful
implementation.
Course Content:
Week
Topics
Assignments
Readings/Notes
1
Course overview
Information
Systems and
Business Processes
Case: Dollar
General (Posted)
Reading: Chapter 1, Loudon and
Loudon:
Managing the Digital Firm (course
packet)
Lecture notes: Course Overview
Lecture notes: Information Systems for
Business Operations
Lecture notes: Data Management
Data Management
2
Information
Systems and
Corporate Strategy
Case: Carnival
Cruise Lines
Reading: Chapter 3: Loudon and
Loudon "Information Systems,
Organizations, Management, and
Strategy" (course packet)
Lecture notes: Strategic Information
Systems
Reading: Extreme Competition pp.15-28
3
Information
Systems Security
Case: N. Carr,
The End of
Corporate
Computing.
Lecture notes: Security
Reading: Extreme Competition pp.58-63
4
Ethics, Privacy, and
Social Issues
Case: Google
Inc.: Launching
GMail
Reading: Chapter 5: Loudon and
Loudon "Ethical and Social Issues in the
Digital Firm" (course packet)
Lecture notes: Ethics and Social
Implications
5
Global Information
Systems Acquisition
Case: None of
our
Business
Lecture notes: Systems Development
Reading: Twenty Practices for Offshore
Outsourcing
Lecture notes: IT Architectures
Lecture notes: Pitfalls
Project
Management
2
SYLLABUS
Information Technology Management
Fall 2009
Week
Topics
Assignments
Readings/Notes
6
Enabling Process
Innovation with IT
Case: IBM
Offshoring
Reading: Extreme Competition pp.64104
7
Transformers and
Agile Organizations
8
Mid-term: Open
book, open notes
9
The first I:
Identifying
(discovering)
processes.
Modeling the
process
Case:
Commoditization
of Processes
1. Michael Anthony: A Study of
Strategic Change, Process
Alignment, and Notation: FNGC
Tap Process, International
Performance Group, March 2003,
33p.
Optional:
2. Colin Cook, Yoram Wind: The
Power of Impossible Thinking: Our
Models Define our World, sample
chapter, Feb 2006, 8p.
10
The Second
and Third Is:
Process
improvement
and
innovation
.
1. Clayton M. Christensen and
Michael Overdrove: Meeting the
Challenge of Disruptive Change,
Harvard Business Review, MarchApril 2000. (10 Pages).
2. Stephen M. Shapiro: The 7Rs of
Process Innovation, The 24/7
Innovation Thought Leadership
Series, 2002. (3 Pages)
3. Stephen M. Shapiro: Innovate Your
Organization, The 24/7 Innovation
Thought Leadership Series,
November/December 2002. (6
pages)
Reading: T. Davenport: The Coming
Commoditization of Processes Harvard
Business Review, June, 2005
Reading: Apian
Are Perfect Processes Possible?
http://www.appian.com/Literature/pdfs/
Reading: Extreme Competition pp.105185
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SYLLABUS
Information Technology Management
Fall 2009
Week
Topics
Assignments
Readings/Notes
11
The Fourth I:
IT enablement
of processes
.
Varies
12
The fifth I:
Implement in
g Business
Process
Change
.
1. C. Hildebrand: The Greenhouse
Effect, CIO Magazine, May 1997,
10 pp. (10 pages)
2. David McCoy: Soft-Side Suicide:
Using BPM to Enshrine Ignorance,
Arrogance and Isolation, Business
Integration Journal, Dec/Jan 2005,
p.13. (1 page)
3. David McCoy: Soft-Side BPM:
Household Cleaners as Process
Training on the Cheap, Business
Integration Journal, Feb 2005, p.12.
(1 page)
4. David McCoy: Business Process
Management: The Soft Issues,
Business Integration Journal,
November 2004, p.40. (1 page)
13
Innovating
Processes with
Ubiquitous
Technology
14
Group Projects
Presentations
.
15
Finale
Exam: Open
book, open notes.
Steven Alter: at the top but, CIO Insight,
February 2002.
Reading: Extreme Competition pp.185199
Lecture notes: Course Wrap-Up
GRADING DISTRIBUTION:
Evaluation Device
Points
4
SYLLABUS
Information Technology Management
Fall 2009
Final (open book, open note)
15
20
5
10
20
30
100
Midterm
Webcast
Class Participation
Project
Final (open book, open note)
Total
Note: The instructor will on every lecture call on students to respond to questions
related to the lecture or material covered in the text. The quality of your response
will also be considered as a part of your class participation score.
Final grades will be given on the following grading scale
Scores
AKTS scores
A+ = 97 – 100
A
= 93 – 96
A = 90 – 100
A- = 90 – 92
B+ = 87 – 89
B
= 83 – 86
B-
= 80 – 82
C+
= 77 – 79
C
=
C-
= 70 – 72
D+
= 67 – 69
D
= 63 – 66
D-
= 60 – 62
F
= 0 - 59
73 - 76
B = 80 – 89
C = 70 – 79
D = 60 - 69
E = 50 – 59
Fx = 40 – 49
F = 0 – 39
ADDITIONAL INFORMATION:
1. Student success in Information Technology Management, is usually correlated with
the following: diligent class attendance, careful homework preparation, and
comprehensive preparation for quizzes and examinations.
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SYLLABUS
Information Technology Management
Fall 2009
2. Diligent class attendance includes timely arrival (5 minute grace period) and
attentiveness to classroom activities coordinated by the instructor. Late arrival to
class disrupts the flow of course material and is an inconsiderate distraction to the
instructor and to those students who arrived on time. Please plan to arrive in class
at the appointed time, ready to begin working. Attentiveness to classroom
activities includes being prepared to participate in classroom discussions and share
ideas concerning the course material. It does not include socializing with
colleagues. Please turn off mobile phones upon arrival in class.
3. Assigned cases should be reviewed in detail and summarized in anticipation for
class discussion.
4. The course syllabus, all course handouts, presentations and other power point
presentations will available to all students through the department and sent to
email addresses.
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