OEMBAInformation Systems

Course James R. Coakley

PhD, Accounting Information SystemsMinor in Statistics and Computer Science

MBA

BS, Math/Computer Science

More about me Spent time in the Air Force

They paid me to fly jets They paid me to get a PhD Spent 4 years in Pentagon

Assistant Project Manager for Navstar Global Positioning System

Director of Campaign Analysis Branch, Center for Studies and Analysis

Returned to OSU in 1990 Faculty member in Information Management Now Associate Dean

Course Topics

How derive? Discuss with area CIO’s and IS Executives

Attend two events each month that focus on current IT issues

Goal is to address same issues that your IT executives are facing

Focus on emerging issues and trends Where are we going vs where we have been Technology Issue in CFO provides good review of

issues

Course Topics Topical areas:

IT Framework – terminology Alignment of Business and IT Strategy

Analyze seven current articles Develop a framework to Business/IT alignment

Management of IT Regulatory Compliance – SOX Open Source – is it right for you? Outsourcing – good for the bottom line? Security – risk assessment framework Privacy and Ethics – the temptation to be “big

brother”

Evaluation Goals

Individual assignments: Focus on how these topics relate to you and your organization. That is, what can you take away from this class?

Team Assignments: Use team presentations to provide an in-depth analysis on a topic. First – glean major concepts from article and

apply to common cases Second – develop a framework to guide decisions

Evaluation Philosophy

OEMBA has set target “GPA” for each class. You are at end of two-year program

This is not an exit hurdle When assessing your grade, focus on your

deviation from the average – not the actual percentage I typically grade short assignments on a 10 point

scale, with 7 being the average The “average” is not a “C-”

Evaluation Components

Written Assignments (80 pts) Graded on content (75%), organization (10%) and

presentation (15%) Two Team Presentations (60 pts)

High quality presentations incorporating appropriate graphics, pictures, images, and charts

Effectiveness of individual presentation style will be evaluated Based on my biased framework

Evaluate content, organization, and presentation

Evaluation – Week 1

Personal Technology Survey (5 pts)

Evaluation – Week 2

Individual Class Synopses from Week 1 (15 pts) Focus on “take-aways”

How do these concepts and issues affect you? Identify three different lessons from the class session

that affects you and your organization Discuss how your organization:

Could benefit from implementing new concept Could benefit by not pursuing the concept

Two-three pages

Evaluation – Week 2 (continued) Team Presentation (30 pts)

Each team will be assigned one reading to analyze and summarize Overview reading and capture main points. Identify critical

insights and lessons learned. Apply critical insights/lessons to two cases

Evaluation – Week 3

Individual Class Synopses from Week 2 (15 pts) Focus on “take-aways”

How do these concepts and issues affect you? Identify three different lessons from the class session

that affects you and your organization Discuss how your organization:

Could benefit from implementing new concept Could benefit by not pursuing the concept

Three-five pages (expect indepth discussion)

Evaluation – Week 3

Team Written Assignment (20 pts) Identify and describe the value configuration

models that best capture the new business strategies for Bush Boake Allen and Alibris

Provide an example of a strategy decision that evolved from each perspective of the Business-IT Alignment mapping described in the Curtin articles. The strategy decision may be from the cases or from your own personal experiences (but please do not use the examples from the Curtin articles).

Evaluation – Week 4

Individual Analysis (10 pts): Choose one of the following:

Please provide an example of how you could use the value configuration models to propose a new competitive strategy for your business. Given that new strategy, discuss which alignment perspective (from the Curtin article) best describes the strategic fit needed to support the strategy.

Provide an analysis of your organization’s status regarding compliance with Sarbanes-Oxley.

Evaluation – Week 4 (continued) Team Presentations (30 pts)

“IBM and Linux” Summarize the history of open source software and Linux.

Provide an update to the case regarding the strategic decision by IBM to endorse Linux.

“The Open Source Software Challenge in 2001” Provide an analysis of the impact that open source

development has had on the companies included in the case (HP, IBM, Sun and Microsoft).

Outsourcing. Summarize two articles and develop a framework making decisions regarding outsourcing.

Offshore Outsourcing. Summarize two articles and develop a framework making decisions regarding offshore outsourcing.

Evaluation – Week 5

Individual Analysis (15 pts) Prepare a position paper for your organization

based on the readings, lectures, and discussions in Week 4. The position paper should discuss the pros and cons of whether your organization could benefit from open source and offshore outsourcing

Evaluation – Week 5 (continued) Team Presentations (30 pts)

Present the main points being developed by the author and explain these main points to the class. Develop a framework that can be used to guide decisions in the area.

"Management's Role in Information Security in a Cyber Economy"

"Electronic Monitoring: How Far Can You Go?" “Information Technology in Organizations:

Emerging Issues in Ethics and Policy”

Guest Speakers

Week 1: Ben Berry, Master Change Facilitor, Oregon’s Providence

Health System “Value Added Innovation in Healthcare through Wireless

Appliance PDAs”

Week 3: Fred Pond, Director of Information Services, Schnitzer

Steel Industries SOX Compliance

Week 5: Michael Anderson, New Technologies, Inc.

Questions?