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Feb 21, 2014 (3 years and 6 months ago)

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1



IOM43
1:
MANAGING THE DIGITAL
REVOLUTION
FOR YOUR BUSINESS


Syllabus


Fall

2013 MW
10
-
11:50 HOH402



Professor:
Ann Majchrzak (pronounced: “my
-
shock”)


Office:
Bridge 401C


Office Hours
:

Mondays 4
-
5
:30pm

E
-
mail:
majchrza@usc.edu


Course Description

This is a class about the decisions and choices enterprises have to stay competitive in today’s
digitally
-
enabled economy
;
class can be used toward a
number of different minors and majors, it
helps you prepare for any job in consulting or business where you care about how new digital
technologies can be strategically used by organizations


Learning Objective
s for the Intrepreneur, Consultant, or Future
Entrepreneur

1) Be able to understand the difference between a firm’s competitive business strategy and a
digitally
-
enabled strategic initiative

and frameworks explaining the difference.

2)

Be able to understand the difference between a digitally
-
enabled str
ategic initiative
s

and
management design decisions

(i.e., HITOP)

for ensuring that the strategic initiative succeeds

3)

Be able to identify alternative competitive business strategies
and the steps to take to
determine what might be the best competitive bus
iness strategy for a firm.

4)

Be able to understand the differences between the following digitally
-
enabled strategic
initiatives: ERP, CRM, Web 2.0, Real
-
time Supply Chain Visibility,
BI, Hubs/Platforms
, and
functional area information systems.

5)

Be able to
understand the technology requirements underlying the digitally enabled strategic
initiatives listed in #4 above.

6)

Be able to describe case examples of
organizations

using various digitally
-
enabled strategic
initiatives and different management design decis
ions to ensure their success.

7)

Be able to apply critical thinking skills in discussing how to successfully implement a
digitally
-
enabled strategic initiative.


Required Materials


This is an experiential class. Thus, you don’t just learn about

the business use of

technologies,
you use them. These include:



R
egister for and become familiar with
following
as part of doing homework

(see separate
document for detailed instructions)

-

Your own website (hosted by USC Student Services)

-

Upload your profi
le to
Blackboard
Discussion Forums

-

Twitter (follow technically savvy individuals such as Tim O’Reilly
, Dennis Crowley
(FourSquare), Richard Branson

or organizations, such as CNET)
. Look for Top
Twitter Accounts for.. [entrepreneurs, business news, etc.)

START NOW
. Consider
Twitter
-
following any of those listed for top100innovators.com. Consider following
Kickstarter tech projects.

-

RSS newsfeeds about technology from relevant news organizations: Economists, BBC,
Computerworld, Information Week, CIO.com
,
businessinsider.com,
etc.

-

Marshall Electronic Resources for

IT Strategy



2




Technologies you will receive Teacher
-
led labs in:

-

Website development (MS Expressions)

-

Enterprise Resource Planning Systems (SAP)


Readings

(BRING READINGS TO CLASS)
:

Reading
& thin
king
is due by date on syllabus. You should CRITICALLY THINK about the
reading, i.e., learn the content, then be able to describe the content in your own words, with the
examples described in the text, details, being able to argue pros and cons.

Bring rea
ding material to class on day reading due since we’ll be referring to it.

Periodic quizzes
may

be given

unannounced

to ensure reading is being done

and will be used
to drop your grade.

1)
Readings may come from the
Textbook
:

Rainer and Cegielski,
Introd
uction to Information Systems: Supporting and Transforming
Business
,
2012 4
th

Edition
. Wiley Publ.
ISBN 9781118063347. You may go to coursesmart com
and use the e
-
book version. No other editions permitted.

Or purchase a very cheap hole
-
punched
paper cop
y version at


http://www.wiley.com/WileyCDA/Section/id
-
817119.html
.

I highly
recommend this approach.

2) Readings
will also be
on Blackboard

and
pay attention to the Assignments on the

Syllabus for
the day


Prerequisites

and/or Recommended Preparation
:

none



Grading

Policies
:

Grading

is based on the following:


Presentation on a new technology that has the potential

to change future business (in groups of 3):




2
0%

Class
Participation








10%

Portfolio turn
-
in
:








1
0%

Portfolio turn
-
in
:








10%

Portfolio turn
-
in:








1
0%

Final











4
0%


Each class will start with sharing your preparation, given the assigned reading and questions asked
in the syllabus. Bring your answers to the questions to class in writing.
Attitude is everything in
this class. If you think you will learn, I guarantee y
ou will learn material of value. If you
think you don’t need this class and are taking it just for a requirement, past history indicates
you will do quite poorly in the class.


Portfolio: This includes the homework (i.e., answers to questions) plus any m
odifications you
have made. For each day’s homework, aslso prepare a very short paragraph indicating what you
learned in your own words specifically about managing a company who is continuing down a
digital transformation journey, i.e., if you thought you

already knew what to do, what will you do
differently; if you didn’t know, what would you do now.


Being absent
or tardy by more than 5 minutes
for more than 1/3
rd

of the classes (10) will lead to an
automatic Fail in the class, regardless of exam grades.

Being absent or tardy between 5
-
9 classes
will lead to an automatic reduction of a grade in your final grade.




3


A participation grade will be assigned for the semester at the end of the semester based on your
full semester’s participation.


Final grades

represent how you perform in the class relative to other students. Your grade will not
be based on a mandated target, but on your performance. Historically, the average grade for this
class is about a (B). Three items are considered when assigning final

grades:

1.

Your average weighted score as a percentage of the available points for all
assignments (the points you receive divided by the number of points possible).

2.

The overall average percentage score within the class.

3.

Your ranking among all
students in the class.



TESTS:
Three will be a comprehensive final exam to cover all concepts raised in
class. It will be take home and you will need to apply ALL the concepts you learned
in class.


The Final Examination, per USC policy, will
be due on

the final exam due date
.

It is USC policy
to not allow for finals to be taken at any other time than the scheduled time, with exceptions
granted only by the Department Chair and Dean. If you have need for an exception please consult
them directly


COURSE

CALENDAR/
READINGS/CLASS SESSIONS




#


Date


Topic

Key concepts
& conceptual
frameworks to learn
; material
to be on tests


Preparation Due by Date


BB=reading is on Blackboard;
otherwise reading is in Text or
you need to find it on the
Internet
.

1

M
8/26

A.Overview of class
B.Syllabus, Getting to
know each other;
getting yourself ready
with technology

C
. Career
implications

Definition of business strategy
,
digitally enabled strategic
initiatives

(DESI) and DESI
-
specs

Types of IT, Types of IT
Investmen
ts

If you join class after today,
listen to: “How does IT impact
organization.mp3” and

“Tesco
-
Business Information
Systems” by MrMikeFrosty on
YouTube

Review class techns


2

W
8/28

Understanding what
is a DESI

Know difference between
business
strategy

(i.e.,
competitive advantage)
,
and
digitally
-
enabled
strategic
init
iative

(DESI) and DESI
-
Spec


LAST DAY TO JOIN CLASS

Ch 1
. If you don’t yet have a
textbook, Ch 1 is on BB

Create a table of the following
cases indicating the DESI

being
pursued by the di
fferent actors
in each case,
and the
technologies that were used to
support the DESI
s
:

Revolution


4


(p4
-
5), 1.1 (p6), 1.2 (p8), 1.3
(p16).

Sign up

in Discussion Forum:
“Innovative Companies”

for a
company
(except Nike)
from
http://www.fastcompany.com/m
ost
-
innovative
-
companies/2013

Complete profile on Blackboard
Discussion Forum, Indicate a
specialty you have as related to
the class that people can ask you

about, indicate the Twitter and
RSS feeds you are following
and why.


M
9/2

LABOR DAY



3

W
9/4

Deciding on the right
digitally enabled
strategic
initiative
(DESI)

-
Co
nceptual framework

for
selecting the right DESI:
STORM


-

Using digital technology to
meet competition vs Changing
the Game

-

Once you’ve changed the
game, how do you stay ahead
of the game.

1)
http://www.fastcompany.com/
most
-
innovative
-
companies/2013
. Briefly
descri
be a DESI
for
the
company you
selected from

Fast Company

on 8/28

2)
STORM on BB

3)
BP Case p32
-
34 What are
BP’s STORM factors that
explain the


difference in emphasis on
digitally enabling the drilling vs
digitally enabling accounting
systems.

4) “Shooti
ng Ahead of
Customer” on BB

4

M
9/9


Practice in Changing
the Game

HOH415

Lab

Using Marshall
resources
: Business
and Company
Resource Center;
Gartner HypeCycles

Hype Cycles, Inspirational
models to stimulate ideas for
changing the game


Request website

Will be done in class. Take
notes for Portfolio. Work in
pairs. Start with Nike. Be able
to prepare write
-
up of the
STORM factors that might lead
to changing the game for Nike.
Now pick a different Innovation
Company & come up with
STORM factors that mig
ht
change the game for the
company you selected & write it
up.

Sign up on Discussion Board in
BB for a Network Technology
term for Class
8
. First
come/first serve. Done in pairs.



5


Sign up in Discussion Forum
“USC websites” what your URL
for your website
is

5

W
9/11


Getting specific about
DESI
-
Specs:

Follow
the information flow


Data/Information/Knowledge/
Decision framework for
following the information flow

Ch

1 (p13), & ch

10 (p.264
-
273)

-

Create a

table of DIKD for 3
of the functional areas in the
chapter (acctg, finance, HR,
opers, mktg)
to see differences

6

M
9/16

Getting specific about
DESI
-
Specs: Data
Access

Cloud Computing, ASPs,
SAAS

p. 352
-
354 on SAAS

p.364
-
366 on evaluating SAAS
vendors

SL
As on BB

Ex SLA at USC on BB

Amazon SLA on BB

What specific requirements
should be in the SLA to protect
the company in Case 2.1 (p 34)

7

W
9/18

Getting Specific
about DESI
-
Spec:

Integrate

Organization, Process
and People with
Technology Change

HITOP
(where P=people and
proce
sses) Conceptual
Framework and Risks of non
-
integration


“HI
-
TOP” on BB

“Challenges of Implementing
Vanilla” on BB

Prepare a table in which you

indicate how O, P, P & T are
integrated for each hospital: A,
B, and C, and what risks
each
would incur if there was a
failure to integrate

8

M
9/23

Getting Specific
about Network
Fundamentals in
DESI
-
Spec


Network Technologies to
select for Show and Tell
:
Net neutrality, bandwidth,
LAN + WAN, TCP/IP
reference model,
transmission
speed, network protocols,
ICANN, W3, Internet2, ip6, IT
architecture,
servers, fat vs thin
clients, P2P, intranet, extranet,
ISP, IP address, internet
connection methods (e.g.,
wireless, fiber optics, DSL),
browsers (e.g., Chrome), VPN,
VOIP,
server farms,
virtualization, grid computing
,
Moore’s and Gilder’s Law


Ch 6

(up to p. 161)

+ Tech
Guide 3 (p.406
-
408)

Take one Network Technology
on the left, learn a little about it
to, & create PPTs to: a) explain
to
general

(non
-
technical)
managers (i
deally with a
picture), b) Example DESI’s
this technolog
y is needed for
(why CEO cares) with a real
business example, & c) HITOP
-
related risks with suggestions
for overcoming risks.

3
-
min
show & tell. Upload PPTs to
Blackboard by start of class.
Can wor
k in pairs.

During
presentations: Prepare table of
each network term + Definition
+ Example + HITOP reqs to
overcome risks

9

W

9/25

Getting Specific
about types of
What are the
threats? Where
do the dangers come from?
Ch 4
+ TG5 (if you don’t know
techn; p430
-
453)



6


security you might
need in your DESI
.
Part I:

Maureen
O’Connell
: FBI

How do the dangers arise?

Make a list of cases discussed in
Ch 4 and match them to the
security threats discussed.

Create another list of security
protection measures
organized
by: hardware, software, & work
procedures that a firm should
consider

10

M

9/30

Information Security
Part II

Tripartite Model of security
management:
work processes,
software and hardware

What would you do for cases:
p.62, p.65, p.76.

For each case listed in table for
Session 9 above, add 3 columns:
SW, HW, & Work procedures
indicating what you would do to
prevent the particular security
threat.

11

W
10/2

Time to take it all in,
correct
misunderstandings, &
apply all this to Nike


Por
tfolios will be shared,
marked up with red pens when
corrections found

Bring in portfolios.

TURN IN marked
-
up
PORTFOLIOS for 2 grades:
accuracy & learning (from
markups)

12


M
10
/
7

DESI
-
Spec (cont’d)
:
Standardized Sharing
of Transaction Data
through ERP.

Part I

What is ERP; When to use and
not use ERP


Ch 10, p. 273
-
278

on ERP

p. 28
-
29
. For

L’Oreal case
,
specify the D, I, K, D that
explains why the company
needed the ER
P

1
3

W

10/
9

Standardized Sharing
of Transaction Data
through ERP, Part II

Meet at
Engineering
Lab (maybe KAP)
Check email

Special guest: Dr.
Nitin Kale

The purpose of the lab is to
have you experience being a
clerk using SAP in order to
develop more DESI
-
Specs.

List 3 HITOP Specs for ERP
using examples from the lab

1
4


M
10/

14

The j
ourney toward
standardized Data

thro’ ERP
(Part III)
:
It’s not easy and
requires lots of
specifics

HITOP Requirements for
standardizing data

“Motorola Change Readiness”

on
BB

Use HITOP to list all the actions
that Motorola did to make the
journey work

For p.352 case 13.2 (Marin
County) & p. 282 (Kennemetal),
list 3 actions used in Motorola
that each case could take.

1
5

W

10/
1
6

DESI:
Using ERP for
Realtime
management

of
inventory and
suppliers during high
-
Increasing supply chain
visi
bility using RFID and EDI.

HITOP requirements to make
this happen

such as teams,
KPIs, CSFs

Ch 11
, p 299
-
3
07 if you know
nothing about SCM).


“Western Digital” (BB)

To analyze Western Digital,
start with DIKD framework to


7


velocity production


identify decisions
,
data/info/kn
owl that need to be
made in real time. What HIT
O
P
factors are needed to ensure that
the data arrives to the
decisionmakers in realtime?
Now list 2
decisions/data/info/knowl that
don’t need to be made in
realtime at Western Digital so
you know that real
-
t
ime
companies are never completely
realtime
.

16


M

10/

21

DESIs that move
beyond ERP:
Business Intelligence
(BI)
. Part I

DESIs using Business
Intelligence (BI), Data
warehouses, and customer data.


Ch 12

For each ch 12 cases (
.318
-
319
,
12.1, 12.2, 12.3
),
list DIKD &
revenue opportunities

from their
use of BI

17

W
10/

2
3

BI: Part II.
Speeding
up BI with in
-
memory databases

GO TO KAP

Special lecture from Dr. Nitin
Kale

p. 127
-
135

List at least 3 specific different
business uses that Nike might
have for
in
-
memory databases.

1
8

M
10/

28

DESIs moving
beyond ERP:
Knowledge sharing
and content
management

Part I



Sharing employee knowledge
via a content management
system: the case of Customer
Relationship Management
(CRM) systems


Demo of Salesforce.com




p.416
-
422

p. 135
-
139

Ch 11 p.28
8
-
291

Case 9.3 (p.252)

Case 3.3 (p.72)

GAPP on BB

What potential HITOP concerns
does the KMS cycle on p. 138
raise for whether sales people
will use a CRM?

As a business manager, how
might you reconcile
personalization vs pr
ivacy in
customer knowledge
-
sharing
.

19

W

10/

30

Knowledge Sharing
and Content
Management: Part II.
Designing and rapidly
deploying your own
website

HOH415 LAB

HITOP Reqs for rapidly
deploying websites

Technologies: IDE, CSS



www.usc.edu/ITS/lynda

and
search for “MS Expressions” if
you need help

“Guide to Publishing
Expressions”

-
“10 Principles of Effective
Web Design”



8


20

M

11/4


Knowledge Sharing
and Content
Management: Part III.

Do

it YOURSELF

HOH415 LAB


Bring content to class to upload
for your own website.
Print o
ut
copies of your screen shots from
your website when done f
or
your portfolio. Add a list of
HITOP reqs for content
management systems.

21

W
11/6

Time to catch your
breath. Apply since
last portfolio to Nike

Sharing portfolios w/red pen
markups

Bring Portfolio

PORTFOLIO TURNIN (just
those pages since last time)

2
2

M

11/

11

DESI
s beyond ERP
cont:
:
Flexibl
y

integrating new
products and
service
s


Technologies:
EAI,
API, SOA,
Web Services.

DESI
-
Specs for flexible
platforms

p.

409
-
410



EAI vs SOA vs ESB


on BB

“SOA
Definitions and
Solutions


on
BB

List 3 practical values of SOA
for a business.

How could Nike benefit from a
SOA strategy?

2
3

W


11
/13


Ex of Flexible
Integration DESI

Speaker: Barton
Warner, SOA
Director & Jeff
Roedersheimer
Director, IT Services,
Capital Group
Companies

Adding to your list of DESI
-
Specs for a flexible
integration


Go to
Marshall Electronic
Resources and find out as much
as you can abo
ut Capital Group.

Identify a specific risk that
Capital Group is likely to face
when integrating across
information systems (maybe it’s
one that you found in your
research); ask about it.

What business value does
Capital Group get from their
SOA strategy?

24

M
11/
18

DESI
s

Beyond ERP
(cont): Becoming a
Hub for I
nnovation

ESPN
’s value from “open
data”

on youtube

Mashups

“Enterprise Rent
-
a
-
Car” on BB

List the
HITOP Reqs

for the
Enterprise Rent
-
a
-
Car hub

Case 9.4: How is Facebook a
platform

Check out
Salesforce.com
AppExchange on the web.

For each of the 4 cases
(Enterprise, Salesforce,
Facebook, ESPN), prepare a
table indicating: what data are
open, who does innovating, and
type of innovations that are
developed.

2
5

W
11/
20

DESIs Beyond ERP:
Fostering open
community co
-
creation with web 2

HTIOP reqs for community co
-
creation

Ch 9, p246
-
255


“Emergency 2.0!”

on BB

“Customer
-
centered wikis”

on
BB



9


What are
HITOP requirements
an organizatno should be
concerned with t
o en
sure
a co
-
creative
communit
y is created,
active, and sustained
, using
Emergency 2.0 as an example
?

2
6

M
11/
25

Preparing for the
Future

HOH415 LAB


Take a disruptive new
technology early in the Hype
Cycle that you predict will make
a difference in the business
world (not IT
department) in 5
-
10 years. Describe What is it,
How will new businesses
revenue be generated, and
risks/HITOP requirements to
overcome risks

Sign up on Discussion Board.
Groups of 3
-
4

Thanksgiving Break

2
7

M
12/ 2

DESI
s Beyond ERP:
:

Social empowermen
t

HITOP Reqs

and business
value
for Social Empowerment

Case 2.3 (p45
)

Read 4 articles on Threadless
that are located on BB. Watch
some of the videos about
Threadless on the Threadless
website.
I
dentify the HITOP
requirements for social
empowerment.

28

W
12/4

What will the future
hold????

Presentations

Leave us excited and inspired
about the future!

TURN IN
THE LAST

1/3
RD

OF
YOUR PORTFOLIO SINCE
LAST TURNIN



FINAL EXAM

(see
when scheduled)





MARSHALL GUIDELINES


Add/Drop Process


I
f you are absent six or more times
prior to the last day to withdraw from a course with a grade of
“W”),

I
will
ask you to withdraw

from the class

by that date.

These policies maintain
professionalism and ensure a system that is fair to all students.



Technology Policy

Laptop and Internet usage is not permitted during academic or professional sessions unless
otherwise stated by the respective professor and/or staff. Use of other personal communication
devices, such as cell phones, is considered unprofe
ssional and is not permitted during academic or
professional sessions. ANY e
-
devices (cell phones, PDAs, I
-
Phones, Blackberries, other texting
devices, laptops, I
-
pods) must be completely turned off during class time. Upon request, you must


10


comply and put
your device on the table in off mode and FACE DOWN. You might also be asked
to deposit your devices in a designated area in the classroom. Videotaping faculty lectures is not
permitted due to copyright infringement regulations. Audiotaping may be permitted

if approved by
the professor. Use of any recorded
or distributed
material is reserv
ed exclusively for the USC
s
tudent
s registered in this class
.


Statement for Students with Disabilities

Any student requesting academic accommodations based on a disability

is required to register with
Disability Services and Programs (DSP) each semester. A letter of verification for approved
accommodations can be obtained from DSP. Please be sure the letter is delivered to me (or to
your
TA) as early in the semester as
possible. DSP is located in STU 301 and is open 8:30 a.m.

5:00
p.m., Monday through Friday. The phone number for DSP is (213) 740
-
0776.

For more
information visit
www.usc.edu/disability

.


Statement on Academi
c Integrity


USC seeks to maintain an optimal learning environment. General principles of academic honesty
include the concept of respect for the intellectual property of others, the expectation that individual
work will be submitted unless otherwise allo
wed by an instructor, and the obligations both to
protect one’s own academic work from misuse by others as well as to avoid using another’s work
as one’s own. All students are expected to understand and abide by these principles.
SCampus
, the
Student Guide
book,
(
www.usc.edu/scampus

or
http://scampus.usc.edu
)
contains the
University
Student Conduct Code
(see University Governance,
Section 11.00
)
, while the recommended
sanctions are located in
Appendix A.


Students will be referred to the Office of Student Judicial Affairs and Community Standards for
further review, should there be any suspicion of academic dishonesty. The Review process can be
found at:
http://www.usc.edu/student
-
affairs/SJACS/

.

Failure to adhere to the academic conduct
standards set forth by these guidelines and our programs will not be tolerated by the USC Marshall
community and can lead to dismissal.


Class Notes Policy

Notes or r
ecordings made by students based on a university class or lecture may only be made for
purposes of individual or group study, or for other non
-
commercial purposes that reasonably arise
from the student’s membership in the class or attendance at the univers
ity. This restriction also
applies to any information distributed, disseminated or in any way displayed for use in relationship
to the class, whether obtained in class, via email or otherwise on the Internet, or via any other
medium. Actions in violation o
f this policy constitute a violation of the Student Conduct Code, and
may subject an individual or entity to university discipline and/or legal proceedings.

Emergency Preparedness/Course Continuity


In case of
a declared
emergency
if
travel to campus is
not feasible
, USC executive leadership will
announce an electronic way for instructors to teach students in their residence halls or homes using
a combination of Blackboard, teleconferencing, and other technologies.


Please activate your course in
Blackboard with access to the course syllabus. Whether or not you
use Blackboard regularly
,
these preparations will be crucial in an emergency. USC's Blackboard
learning management system and support information is available at
blackboard.usc.edu
.


Academic Integrity

It is a violation of USC’s Academic Integrity Policies to share course materials with others
without permission from the instructor.

No student may record any lecture, class discussion or


11


meeting with
me without my prior express written permission
.


The word “record” or the act of
recording includes, but is not limited to, any and all means by which sound or visual images can be
stored, duplicated or retransmitted whether by an electro
-
mechanical, analo
g, digital, wire, electronic
or other device or any other means of signal encoding.


I reserve all rights, including copyright, to my
lectures, course syllabi and related materials, including summaries, PowerPoints, prior exams, answer
keys, and all supple
mentary course materials available to the students enrolled in my class whether
posted on Blackboard or otherwise.


They may not be reproduced, distributed, copied, or disseminated
in any media or in any form, including but not limited to all course note
-
s
haring websites.


Exceptions
are made for students who have made prior arrangements with

DSP and me
.


Students are expected to be familiar with USC’s Academic Integrity Policies (i.e., copying, fraudulent
possession of an exam, plagiarism, submission of p
urchased papers, submitting the same assignment
to more than one instructor) and be aware of recommended sanctions (i.e., F for the course,
suspension or expulsion) associated with violating such policies. See Appendix A in the SCAMPUS
Guidebook for more d
etail.