B1 Syllabus - University of Alberta

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University of Alberta, School of Business

Department of Accounting and Business Analytics

Business Technology Management 641

Managing Information Systems: A Senior Management Perspective

Course Syllabus Winter 2022

Instructor: Vince Davis Office: (remote)

Office Hours: (all sections) T. 13:00-13:50

Office Phone:

(remote)

Lecture (

BTM441 B1 also BTM641 B1

) T. 2 - 4:50 pm Room: (

remote/ ESB 1-31

) e-mail: [email protected] NOTE: put BTM441 in subject area

Course Pre-requisites

This is a “capstone” course, which assumes that the student will apply knowledge gained in previous courses to solving strategic business problems. Participants are expected to have at least a basic level of knowledge normally gained through BTM311, 413 and 415 (or permission of the instructor).

Required Course Materials

- "

Information Systems for Managers

(Text WITH Cases)"

by Piccoli & Pigni (5th edition: 5.0) Prospect Press 2022. https://www.prospectpressvt.com/textbooks/piccoli-information-systems-for- managers-5-0 (not at UofA Bookstore)

e-book or softcover: WITH Cases only

- https://redshelf.com/book/1897819/ or

- https://www.vitalsource.com/products/information-systems-for-managers-in-the-digital-gabriele-piccoli-federico-v9781943153831 - Other reading materials as published by the instructor

Course Description

This course is strategic in approach, and assumes that the student will discuss “CIO-level” ideas at the about the management of Information Systems and Information Technology and their application towards business objectives.

In today's knowledge-based economy Information Technology (IT) is playing a key role. IT, used traditionally for automating simple tasks, is now viewed as a critical resource essential for a firm's survival. Businesses that succeed in aligning IT planning with business strategy and managing IT effectively are poised to gain a competitive advantage. This course is designed for senior undergraduate Business students, and it aims to teach the IT related skills required to become a successful manager.

The course's main objective is to develop managerial and strategic thinking related to Information Technology (IT) issues.

Format

This course relies heavily on classroom discussions, both individually to the class, and inside small groups. This course also relies on the analysis of business cases and the creation of recommendations and actions plans.

The teaching method for this class relies heavily on discussions: thus, active participation is essential for success. The instructor may call upon students to prepare their ideas about the cases and present them to the rest of the class.

To achieve a good mark for participation, you should attend class and participate in discussions to which you have something substantive to add, and make several significant contributions, i.e., an insightful question or comment.

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Learning Objectives

This course incorporates the Learning Goals of the MBA Program, in particular Critical Thinking and Problem Solving, Communication Skills, Ethical Awareness, Teamwork & Leadership, and Quantitative and Information Processing Skills.

At the end of this course, you will have developed the following course specific skills or knowledge

: 1. Begin to assess the organizational impact of Information Technology

(Assesses Critical Thinking and Problem Solving, Teamwork and Leadership, Quantitative and Information Processing Skills, Communication Skills)

How will this be measured?

• Case Analysis, In-class discussion, Preparation of questions, Submission and Presentation of Position-Slides

• Group Project, Final exam

2. Be comfortable with concepts and design principles behind aligning the IT plan with the firm's strategy and thereby using IT for competitive advantage

(Assesses Critical Thinking and Problem Solving, Teamwork and Leadership, Quantitative and Information Processing Skills, Ethical Awareness, Communication Skills)

3. Understand how IT could be used strategically to support business objectives through enterprise-level applications and their internal, customer-facing and supplier-facing business processes

(Assesses Critical Thinking and Problem Solving, Quantitative and Information Processing Skills, Communication Skills) How will this be measured?

4. Develop the skills required for developing a Strategic IT Plan

5. Be comfortable with explaining how to create, appropriate, sustain and protect IT-enabled value

(Assesses Critical Thinking and Problem Solving, Quantitative and Information Processing Skills, Communication Skills) How will this be measured?

6. Be comfortable with explaining how emerging trends in IT are impacting business models and IT management (Assesses Critical Thinking and Problem Solving, Teamwork and Leadership, Quantitative and Information Processing Skills, Ethical Awareness, Communication Skills)

7. Discuss the Business Manager’s role in assessing investment in IT, choosing appropriate applications and managing IT projects

8. Be comfortable discussing the various roles of ethics in IT management

(Assesses Critical Thinking and Problem Solving, Ethical Awareness, Communication Skills) How will this be measured?

• Case Analysis, In-class discussion

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Grading Scheme

Component Planned Due Date Weight

Asgn 1: Case analysis (Ch 1-4)

(teams of ~3)

Fri, Feb 04, 2022 7%

Asgn 2: Case analysis (Ch 5-9)

(teams of ~3)

Fri, Mar 18, 2022 7%

Asgn 3: Case analysis (Ch 10-13)

(teams of ~3)

Fri, Apr 01, 2022 7%

Class Participation Components:

-Discuss in: Lectures/ Main Cases/ News-Headlines/ Mini-Cases/ Groups 7%

-Participate (In-Class) during Guest Speakers +2%

Class Participation (total) = 9%

Large-Group Project (teams of ~6) Components:

-Presentation 10%

Tue, Apr 05, 2022

-Written Report +20%

Fri, Apr 08, 2022

Large-Group Project

(subject to peer-evaluation)

(total) = 30%

Final Exam

(incl Case)

3hr in-person OR >=8 hrs remote: instructor chosen Start:9am, Wed, Apr 13^th, 2022

40%

Total 100%

Assignment Penalties

All assignments/deliverables that are late without approved prior excuse will be penalized 20% (first day) and 20% (each succeeding day) to a maximum penalty of 100%. No assignment / deliverable will be accepted after 11:59 pm, Apr 11, 2022.

Approach used for converting Assignment Marks into Final Grades

After the above assignments and exams are marked, they will be weighted according to the above chart and the weighted scores will then be added together to produce a total “raw” achievement score (total weighting = 100%) for each student over the entire course. These “raw” scores will then be sorted (from high to low), producing an ordered list of the achievements of all the section’s students.

Then, this list of “raw” scores will be examined for natural “break points” that distinguish one or a group of students from another. By looking at these natural break points, as well as possibly considering students’ relative examination scores on major examinations, any special circumstances in the technical delivery of the course, as well as instructor- assessment of where each student fits in the “Description of Grade Distribution Levels” (see chart below), break points will ultimately be established and students’ achievements will be clustered into grade-levels. Instructor judgments in this area are based on a combination of absolute achievement and relative performance in a class.

Under no circumstances will any student with a higher “raw” total-achievement score be given a final grade that is lower than any student with a lower “raw” total-achievement score in the same section.

I will not strictly follow a simple “bell curve” distribution, because I will also measure the success of the class according to the progress made towards achieving the course objectives. Letter grades will then be made available on BearTracks.

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Peer Assessments

For large-group projects, peer assessment will be used to determine the relative contribution of each group member, and the contribution will be factored into the project grade, as follows: Students will rank the contribution of their project peers, the maximum being 100%, and an average contribution rating will be computed for each group member (the instructor will not be involved unless something obviously collusive or deceptive is brought to his attention). You must attain at least an average of 60% in order to receive the full group project mark; otherwise you will be penalized, as in the following chart:

Peer Evaluation Assessment Penalty

Peer Evaluation Assessment Penalty

• 60% to 100% • No penalty assessment

• 50% to <60% • 4 out of 20

• 40% to <50% • 6 out of 20

• 30% to <40% • 8 out of 20

• 20% to <30% • 10 out of 20

• 10% to <20% • 12 out of 20

• 0% to <10% • No credit for project will be given

For example: suppose your project is worth 20% and your group receives 16 out of the total 20 marks (i.e. 80%); if your peer evaluation assessment contribution average was 52%, you will be penalized by 4 marks, and receive only 12/20 .

Academic Discipline: Plagiarism and Cheating

All individual assignments must be done individually. All individual or team work submitted by you must contain ONLY work done by you or your team (respectively), and must contain NO work, in whole or in part, done by anyone else. This applies to all work, including exams, assignments, specifications, program code, program deliverables and write-ups.

It is acceptable for students to ask questions of their colleagues in order to get general clarification, information or knowledge. It is unacceptable and illegal for students to take or receive copies, either tangible or verbal, of work already done by someone else, or to submit the words, ideas, images or data of another person as their own. It is also

unacceptable and illegal to give (or allow to be taken) copies of your work.

Markers will check assignments and exams for possible plagiarism or cheating. Penalties for infractions include loss of marks, loss of grades, suspension and expulsion.

The "Don't Cheatsheet" is available on the University Governance website at:https://www.ualberta.ca/governance/index.html Help is available through:

Student Success Centre: https://www.ualberta.ca/current-students/academic-success-centre/index.html

& Centre for Writers: https://www.ualberta.ca/current-students/centre-for-writers/index.html

Office of Student Judicial Affaires:https://www.ualberta.ca/provost/dean-of-students/student-conduct-and-accountability/index.html

Schedule (See course website for any changes)

Wk# Date Topic Text Ch

1 Jan 11 CIO role is about management, not just IT expertise Ch01

2 Jan 18 IS Defined: includes socio-tech and org dimensions Ch02

3 Jan 25 IS categories: hierarchical/functional/process: BPR/ERP Ch03

4 Feb 01 Disruption: Economic characteristics of networks and info: Network Effect Ch04

5 Feb 08 Digital Transformation: impact on business model Ch05

6 Feb 15 Strategic IS planning methods Ch06

7 Feb 22 Reading Week – Class Cancelled

8 Mar 01 Emerging IS trends in Business Ch12

9 Mar 08 Creation/Appropriation of Value using Strategic IS and IT-dependent Strategic Initiatives Ch07/08

10 Mar 15 Capturing (Sustaining and Protecting) IT-enabled Value Ch09

11 Mar 22 Managing: Funding IS & Governance: alignment w. business strategy Ch10 12 Mar 29 Business Manager’s role in Creating (and managing) IS projects Ch11

13 Apr 05 CIO view of Security, Privacy, Ethics Ch13

-Group Project: Student Presentations Apr 13

9am(est)

Final Exam (incl Case)

(3hr in-person OR >=8 hrs remote: instructor chosen) (Note: no midterm)