SBM2303 Strategic Information Systems: Managerial Perspective

Transcription

1 SBM2303 Strategic Systems: Managerial Perspective UOS CODE SBM2303 UOS NAME Strategic Systems: Managerial Perspective CREDIT POINTS 6 STATUS Elective SUMMARY and Communication Technologies have enabled efficient data processing and analysis, and become an inseparable part of managing businesses in many areas: accounting, internal and external communication, integration of operational units, etc. Consequently, today s managers need to understand these strategically critical systems and how to benefit from them. COURSE CONVENOR COURSE TUTOR ASSUMED KNOWLEDGE APPROXIMATE WORKLOAD PRE-REQUISITE (course name) OBJECTIVES TARGET COMPETENCIES This course addresses the fundamental concepts and operational issues surrounding strategic information systems in organisations. It equips students with the necessary basic knowledge and competencies they need to design and utilise strategic information systems effectively and efficiently. The main areas of this unit: Development of a managerial perspective on strategic information systems Understanding and definitions of the basics of Technology in a business environment Emerging open standard software applications and solutions Methods of approach to analysis of IT requirements Study of legal requirements for procurement and implementation of strategic information systems Setting of organisational goals and strategies in conformity with strategic information systems requirements Dr. Venkatesh Mahadevan Not applicable Weekly Lectures Team & Tutorials Work 60 hours >60 hours None Self Study Students should gain expertise in the following areas: Readings >60 hours >30 hours Basics of Systems (IS) and integration of components: hardware, software, communication networks and databases and data storage, and historical progress Utilisation of IS in business: efficiency tools, basic systems, business process automation, Enterprise Resource Planning, Customer Relationship Management Management decision making, decision support systems and application of IS in strategic management Developing IS strategy IS architecture development, systems approach and business process reengineering Monitoring and integration of project/program and asset portfolios into management decision systems Planning IS and acquisition of technologies and impacts on the staff Organising data and information, database management Telecommunication networks: Internet, intranets and extranets Electronic commerce and transactions Security, privacy and ethical issues in IS and Internet Artificial Intelligence, Virtual Reality and Expert systems Networked organisations and the role of IS for their effective implementation. Upon completion of the course, the student should demonstrate: A sound understanding of definitions and different forms of Systems

2 (Strategic Systems: Managerial Perspective) TARGET COMPETENCIES (Personal and Socio-cultural) MODES OF DELIVERY ASSESSMENT (IS) Competency in developing requirements for business IS and their integration into an organisation. Ability to overview combination of different systems/components: hardware, software, communications and data processing to design an effective IS strategy Ability to evaluate off the shelf IS applications, to tailor them in accordance with an organisation s demands, and to appreciate implementation issues. Ability to identify deficiencies and opportunities in IS, produce a roadmap to accommodate technological advances in IS, and formulate business cases for their improvement. Ability to determine what data to collect and to produce necessary information for management decision making Ability to consider ethics, security and privacy in IS design Ability to develop IS strategies for an organisational unit. Generic: All competencies that are common to all professionals (including cognitive and communication abilities, problem solving and analytical mindset) Leadership: Ability to direct, motivate & manage individuals & teams. Commitment: Ability to dedicate to tasks & to project outcomes. Attitude: Ability to create the right frame of mind that promotes integrity & support for achievement of project goals within a social context. Self Direction: Ability to manage within and without guidelines & processes, and to work without supervision. Learning: Ability to commit to continuous improvement in knowledge, skills & attitude, & to creating new knowledge developing skills & approaches. Cultural Empathy: Ability to respect for & accommodation of individual lifestyle, beliefs & norms. Creativity & Innovation: Capacity to generate new ideas/approaches & make them happen. Lectures and Tutorials two (2) hours per week Team-based learning and project work two (2) hours per week Reflective learning, in tandem with team and project learning. Theoretical Knowledge Formal written mid semester test 2 hours Formal written end-of -semester test - 2 hours 40% of Total Grade (Individual must achieve 10/20 in each test) Team Project Presentation & Team project submissions (formatted as per specification for the same) 45% of Total Grade (Team Score must achieve 22.5/100), Project submissions comprise 3 assignments; each carrying 15 marks (must submit each assignment in specified deadline) Viva (Individual Oral ) Individuals must submit their Final Report on or before Week 14 15% of Total Grade (Individuals must achieve 10 out of 15 marks to pass the unit of study) requirements: Final Individual Report (self reflection and validation of learning outcomes) Individual student must demonstrate level 2 minimum with respect to target learning outcomes Individual student must also demonstrate improvements in socio-cultural and personal capabilities progressively over each successive semester.

3 PRESCRIBED FOR THE COURSE SELECTED REFERENCES PRINTED MATERIALS WEB SITES Learning material (lecture notes, slides, case study and other material available online). Case project (students own case project subject to endorsement) No single Web site presents all the necessary knowledge that students need to learn and apply. However, opposite are some useful sites to visit. James A. O'Brien. and George Marakas. (2008) Introduction to Systems, 14/e, McGraw- Hill, Irwin. Joseph S. Valacich. and Christoph Schneider. (2013) Systems Today: Managing in the Digital World, 6/E, Pearson, USA. Moisiadis, Genrich, Stair, Reynolds, Frank Moisiadis, George Reynolds, Ralph Stair and Rohan Genrich (2010) Principles of Systems, Second Edition, Cengage Learning, Australia. Nagpal. D P (2011) Management Systems, 1st Edition, S.Chand Publishing, India Steve Benson and Craig standing. (2005) systems: a business approach, John Wiley &Sons Australia. Online useful sources of references are: TBA Software Not applicable Students may also wish to use standard software for normal typesetting, graphic design and associated tasks COURSE CONTENTS Week Program Activity Week 1 Introduction to SBM2303 Strategic Systems: Managerial Perspective Introduction to course aims, objectives, target competencies, learning strategies, resources available, timetable and deliverables, assessment methods and related briefings Briefing on how to conduct each phase and the entire unit of study Lecture 1: Basics of Systems (IS) Team QA/Work Plan & Case Organisation Selection Lecture 2: IS in Organisations Tutorial 1/Guidance on preparation of Team QA/Work Plan/Introduction to on Strategic Management System of Team Case Organisation Week 2 Assignment 1: Lecture 3: Application of IS

4 Week Program Activity Lecture 4: IS Analysis and Development Finalisation of teams and Case Organisation selection and Research and gather relevant Literature on Strategic Management System of Team Case Organisation Group work on tutorial 2, present tutorial 1 solutions, Activity 1 Literature Review Week 3 Assignment 1: Lecture 5: Strategic IS Lecture 6: Implementation and Evaluation of IS Week 4 Assignment 1: Week 5 Assignment 1: Group work on tutorial 3, present tutorial 2 solutions Review of Progress on on Strategic Management System of Team Case Organisation & Feedback Lecture 7: IS Projects Lecture 8: The Future of IS Group work on tutorial 4, present tutorial 3 solutions Review of Progress on on Strategic Management System of Team Case Organisation & Feedback/Present Draft on Strategic Management System of Team Case Organisation & Feedback Tutorial 4, presentations & feedback Present Final on Strategic Management System of Team Case Organisation & Feedback Present Final on Strategic Management System of Team Case Organisation & Feedback Week 6 SBM2101 Test 1 Review of all past lectures and tutorials Revision and sample test questions Week 7 Assignment 2: Methodology and Data Week 8 Assignment 2: Methodology and Data SBM2303 Test 1 Feedback on Mid Semester Test/Review of theoretical concepts related to projects Conduct self and peer assessment and self reflection Guidance on Activity 2 Team Case Project's Strategic Management System Methodology/ Initiation Plan Teamwork under supervision on Team Case Organisation's Strategic Management System Methodology/Initiation Plan Progress Review, Activity 2 Team Case Organisation's Strategic Management System Methodology/ Initiation Plan Work on Activity 2, Activity 2 Team Case Organisation's Strategic Management System Methodology/ Initiation Plan Present Team's Draft Team Case Organisation's Strategic Management System Methodology/Initiation Plan Review of theoretical concepts related to projects/teamwork under

5 Week Program Activity Week 9 Assignment 2: Methodology and Data supervision on Team Case Organisation's Strategic Management System Methodology/Initiation Plan Present Assignment 2 Team Case Organisation's Strategic Management System Methodology & Feedback Guidance on Activity 3, Team Case Organisation's Strategic Management System Implementation Plan Review of theoretical concepts related to projects/teamwork on Activity 3 Week 10 Week 11 Assignment 3: Field work/finalisation and Presentation of Team Project Report Assignment 3: Field work/finalisation and Presentation of Team Project Report Week 12 Assignment 3: Field work/finalisation and Presentation of Team Project Report Week 13 Week 14 Week 14 Week 15 Preparation for Preparation for Review Progress Activity 3, Team Case Organisation's Strategic Management System Impl. Plan Work on Activity 3, Team Case Organisation's Strategic Management System Impl. Plan Review of theoretical concepts related to projects/present Team Case Organisation 's Strategic Management System Methodology/Initiation Plan Guest Lecture: Strategic Management System Implementation Plan Review Progress Activity 3, Team Case Organisation's Strategic Management System Impl. Plan Guidance on Activity 3, Team Case Organisation's Strategic Management System Impl. Plan Review of theoretical concepts related to IS projects/ Teamwork on Activity 3 Present Team Case Organisation s Strategic Management System Impl. Plan Review of theoretical concepts related to project Review of all theoretical and project studies Revision and sample test questions SBM2303 Test 2 Final Self and Peer Self Reflection Compile Evidence and Prepare Individual FRs Present and Discuss a Sample Final Report Individual Viva Presentation Individual Viva Presentation

6 Teamwork A structured learning program will be applied; in summary form it will comprise: An overall process for studying strategic project/program/portfolio management and applying the same to a real life case as advised in the unit s web site; A program of the learning activities which are part of student s Team Workplan and individual competency acquisition which each student need to conduct flexibly within the unit of study timeline as advised in the unit s web site (detailed schedules are to be developed and submitted as part of the Team Work/QA Plan) The assignment Brief which is available as a downloadable file. The Learning activities are designed for each team to develop and evaluate a complete manual* for project/program/portfolio management for their case organisation via the following activities: Start Up Team QA/Workplan & Case Project Selection Case Study, QA/Workplan Activity 1 Literature Review on Strategic Management Systems of Team Case Organisations Assignment 1 Activity 2 Team Case Organisation's Strategic Management Systems Methodology Assignment 2 Activity 3 Final Team Case Organisation's Strategic Management Systems Impl. Plan Assignment 3 COMPETENCY VALIDATION (via evidence and professional interview) Final Report & assessment Each student must plan to progressively acquire, develop and document the relevant unit of study target competencies. The protocols on the web site for this purpose need to be followed carefully to prepare the required evidence of competency acquisition. The evidence for this unit to comprise a final report in two parts to validate individually the following: specific target unit of study competencies regarding governance and administrative design as well as Leadership and Socio-cultural competencies. These will be assessed separately and both need to show the student s development history using the student s L&D plan as the basis.