Organ Leader & Decision Making
This weeks journal article was focused on the Complexity of Information Systems Research in the Digital World. Complexity is increasing as new technologies are emerging every day. This complexity impacts human experiences. Organizations are turning to digitally enabled solutions to assist with the emergence of digitalization.
Please review the article and define the various technologies that are emerging as noted in the article. Note how these emerging technologies are impacting organizations and what organizations can to do to reduce the burden of digitalization.
Be sure to use the UC Library for scholarly research. Google Scholar is also a great source for research. Please be sure that journal articles are peer-reviewed and are published within the last five years.
The paper should meet the following requirements:
3-5 pages in length (not including title page or references)
APA guidelines must be followed. The paper must include a cover page, an introduction, a body with fully developed content, and a conclusion.
A minimum of five peer-reviewed journal articles.
The writing should be clear and concise. Headings should be used to transition thoughts. Dont forget that the grade also includes the quality of writing.
Note:This written assignment is a REQUIRED ASSIGNMENT it is worth one-hundred (100) points. You are required to answer the questions as stated in the assignment question in order to obtain credit for the assignment by the due date. If you do not complete the assignment by the due date, you will receive a zero (0) for this assignment. There is a grading criterion associated with this assignment. Your work will be compared to others work, using SafeAssign for plagiarism, so please note that copying other peoples responses will not be tolerated.
Lesson 1
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Chapter 1
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IT Value is the worth or desirability of a thing.
(Cronk and Fitzgerald, 1999)
IT Value is a subjective assessment.
IT Value is based on how a business chooses
to view it.
IT Value is tied to the business model.
IT Value can be defined by ROI or KPIs.
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Decisions about IT Value may be made to
optimize value to the firm even if they
cause difficulty for a business unit or
individual.
IT Value needs to be leveraged for the
benefit of the firm.
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IT Value is a
function of people,
process, and
technology.
IT Value is also a
function of
organizational
value.
P
e
o
p
l
e
Process
Technology
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IT Value has a temporal dimension.
Initially, companies spend a considerable
amount to deploy new technology with no
benefit.
Some value is then achieved by solving initial
inefficiencies.
As use increases, complexity grows and
costs increase.
Finally, the business is made simpler and
efficiencies are achieved.
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Link IT Value directly to the business
model.
Recognize that value is subjective, and
manage perceptions accordingly.
Aim for a value Win-Win across
processes, work units, and individuals.
Seek business commitment to all IT
projects.
Manage value over time.
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IDENTIFICATION
+
CONVERSION
+
REALIZATION
=
IT VALUE
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Joint IT-Business mechanisms
should be established to identify
business and technical
opportunities where IT can add
value.
Establish a formal process for
project prioritization.
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Recognize and evaluate opportunities
through a joint business-IT structure.
Develop a means to compare value across
projects.
Utilize a portfolio approach to project
selection.
Establish a funding mechanism for
infrastructure.
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Conversion is the transformation of ideas
and opportunities into IT value
propositions.
Excellent project management, effective
execution, and reliable IT operations are
critical to IT value creation.
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More projects than resources
Insufficient time to complete all projects
Training limitations
Inadequate technical or business
resources
Implementation of IT may require
significant business process redesign.
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Availability of adequate and qualified IT
and business resources
Training in business goals and processes
Multifunctional change management
Emphasis on higher-level learning and
knowledge management
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IT Value realization is a long-term
process.
To deliver Value technology must be
used extensively.
Measurement is a key component.
[Does Expected Value = Actual Value?]
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Plan a value-realization phase for all IT
projects.
Measure outcomes against expected results.
Look for and eliminate root causes of
problems.
Assess value realization at all levels in the
organization.
Have provision for acting on new
opportunities to leverage value.
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1. Have a clearly defined portfolio value
management process.
2. Aim for chunks of Value.
3. Adopt a holistic orientation for
technology value.
4. Aim for joint ownership of technology
initiatives.
5. Experiment more often.
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Track projects as they are developed.
Revisit portfolio decisions to determine if
projects should be changed.
Invest in strategic and infrastructure
projects.
Develop an ongoing means to ensure
value is realized.
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Focus on key areas.
Deliver Value through a series of small
focused projects.
Balance short-term and long-term
strategic goals.
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Manage and use people, process, and
technology.
Anticipate the impact of technology.
Incorporate technology changes into
business changes.
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Ensure executive sponsorship for all IT
projects.
Develop a culture of joint responsibility
and mutual trust between IT and the
business.
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Experiment with new technologies on a
small scale to minimize risk.
Experimentation enables technology
investments to be made in smaller
chunks.
Experimentation enables IT Value to be
realized sooner.
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This chapter explored the concepts and
activities involved in developing and
delivering IT value to an organization.
IT value cannot be viewed in isolation.
The entire IT process must be managed
from conception to cash.
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Chapter 2
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New technologies
co-evolve with new
business strategies
and changes to the
business
environment.
IT and business
strategies must be
complimentary.
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Historical View IT strategy should
support the business strategy.
ITs contribution was inhibited by a limited
understanding of the business strategy.
ITs contribution was inhibited by a limited
understanding of ITs potential by the
business managers.
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Current View IT strategy should be
integrated with the business strategy.
IT must be positioned for flexibility, speed
and innovation to support rapidly
changing business environment.
Technology investments should
compliment business strategy.
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Future View IT strategy must become
more dynamic and focus on developing
strategic capabilities that support a variety
of changing business objectives.
IT and business alignment will not be
point-in-time planning; it will support
evolutionary change.
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1. Revisit your business model.
2. Have strategic themes.
3. Get the right people involved.
4. Work in partnership with the business.
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A business model explains how the
different pieces of the business fit
together.
The business model should be clear and
describe the unique value that the
organization can deliver.
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IT strategy is about carefully crafted
programs that focus on developing
specific business capabilities.
IT and business programs that are
grouped in strategic themes are easier to
track and support interdependencies.
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Senior management should take an active
role in IT decision making.
Key stakeholders should be involved in
determining technology opportunities.
Some companies have accomplished this
through account manager positions.
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Business and IT must both have input into
the strategy.
IT projects should be synchronized with
business objectives.
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Business Improvement stress
relatively low-risk investments with short-
to medium-term payback. Focus is on
streamlining business processes.
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Business Enabling transforms or
extends how a company does business.
–Typically focused on revenue growth.
— Cost-benefit is usually not as
clearly established.
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Business Opportunities small-scale
experimental initiatives designed to test
the viability of new concepts or
technologies. High risk projects that
typically do not have well-defined,
expected returns. These typically have a
much lower success rate so funding is
sometimes difficult to obtain.
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Opportunity Leverage leverages
successful experiments or prototypes.
Technology is easy to imitate; some
initiatives may leverage the results of
other companies.
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Infrastructure Operating level
hardware and software must be
maintained. Typically not well understood
by business managers.
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Rolling Planning and Budget Cycles
plans and budgets should be updated
more than once per year.
An Enterprise Architecture consisting
of an integrated business and IT
blueprint. It should assist in identifying
duplicate solutions.
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Different Funding B uck ets allocate
funding for all five types of IT projects.
Account or Relationship Managers
IT account managers to identify synergies
and interdependencies among lines of
business and opportunities for technology
to improve the business.
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A Prioritization Rubric Adopt multiple
approaches to justify project funding
decisions to account for the differences in
return on IT investment.
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A governance structure for enterpisewide
projects
Enterprisewide funding models
Parallel and linked resources for
developing IT and business strategies
Traditional budget cycles
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Balancing strategic and tactical initiatives
Skills in strategizing
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IT strategy is gaining attention by
businesses.
Most organizations are still at the early
stages of integrating IT strategy with
business strategy.
Balancing IT solutions with business
strategy will position organizations to
respond to rapidly changing business
environments.
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Chapter 3
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2015 Pearson Education, Inc. Publishing as Prentice Hall
The Goal of IT Metrics are to
demonstrate that what a company
spends on IT has a DIRECT IMPACT
on the performance of the firm.
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Peel the Onion attempt to show
how IT adds value on a project-by-project
basis.
Put the Onion Back Together
employees who truly understand what
their business is trying to achieve can
sense the right ways to personally
improve performance that will show up at
a business unit and organizational level.
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The key to linking IT to business
performance is to create an
environment where everyone
understands what measures are
important to the business and are
accountable for them.
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Enterprise Measures Tie the work of
IT directly to the performance of the
organization (e.g., external customer
satisfaction, corporate financial
performance).
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Functional Measures Assess the
internal work of the IT organization as a
whole (e.g., IT employee satisfaction,
internal customer satisfaction, operational
performance, development productivity).
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Project Measures Assess the
performance of a particular project team
in delivering specific value to the
organization (e.g., business case benefits,
delivery on time).
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Balanced Scorecard Uses measures
from four dimensions (Customer
perspective, Financial perspective,
Internal Operations perspective, and
Learning & Growth perspective). Each
metric measures progress against the
enterprise business plan. IT is treated as
a separate business unit with its own
scorecard.
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Source: Balanced Scorecard Institute, www.balancedscorecard.org
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Shareholder Value
(financial)
Expense Management
(financial)
Customer/Client Focus
(customer)
Customer Loyalty
(customer)
Customercentric
organization (customer)
Effectiveness and
Efficiency of Business
Operations (operations)
Risk Management
(operations)
Contribution to Firmwide
Priorities and Business
Initiatives (growth)
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Modified Scorecard Five key metrics
that are linked to the companys vision
statement. Complimented by IT specific
metrics. Results are communicated on a
quarterly basis. This approach orients the
employees to the company mission and
vision.
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Customer Loyalty Index the percent
of customers who said they were very
satisfied with the company and would
recommend it to others.
Associate Loyalty Index employees
perception of the company as a great
place to work.
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Revenue Growth the percentage of this
years total revenues with last years total
revenues.
Operating Margin the operating income
earned before interest and taxes for every
dollar of revenue.
Return on Capital Employed earnings
before interest and tax divided by the
capital used to generate the earnings.
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Strategic Imperatives company
identifies a number of strategic
imperatives each year. Each area of the
business identifies initiatives that support
these imperatives and determines which
metrics to use. IT identifies key projects
and measures that will help the business
achieve these imperatives.
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Strategic imperatives –
Initiatives are integrated into Variable Pay
Program.
Variable Pay Program links a percentage
of an individuals pay to business results
and overall business unit performance.
Metrics can change from year to year.
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Figure 3.1 Percentage weightings assigned to IT Variable Pay Components for a Particular Year
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Focus on Overall Business
Performance focus employees on
financial and nonfinancial enterprise
performance.
Understanding is a Critical Success
Factor ensure employees understand
their objectives and how they tie to
company performance.
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Simplicity metrics should be simple
and easy to use.
Visibility encourages employee buy-in
and accountability.
Links to Incentive Systems
distinguish between fair compensation for
the individual and reward for successfully
achieving corporate goals.
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Results will take time.
Have common goals.
Follow-up on problem areas.
Be careful what you measure.
Dont use measurement as a method of
control.
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There are significant benefits to be
realized by holding IT accountable for key
business metrics.
Business performance will become part of
the mindset of IT staff if the business
measurement program is properly
defined.
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Delivering Value with IT.pdf
Delivering Value with IT
mckeen_its3_pp_ch01.pdf
Developing and Delivering on the IT Value Proposition
What Is IT Value?
Where Is IT Value?
Who Delivers IT Value?
When Is IT Value Realized?
The W Effect in Delivering IT Value (Chatterjee and Seagars, 2002)
Best Practices in Understanding IT Value
The Three Components of the IT Value Proposition
Identification of Potential Value
Best Practices in Identifying Potential Value
Effective Conversion
Conversion Issues
Best Practices in Conversion
Realizing Value
Best Practices in Realizing Value
Five Principles for Delivering Value
Principle 1 Have a Clearly Defined Portfolio Value Management Process
Principle 2 Aim for Chunks of Value
Principle 3 Adopt a Holistic Orientation to Technology Value
Principle 4 Aim for Joint Ownership of Technology Initiatives
Principle 5 Experiment More Often
Conclusion
mckeen_its3_pp_ch02.pdf
Developing IT Strategy for Business Value
The Importance of IT
Business and IT Strategies
Business and IT Strategies (continued)
Business and IT Strategies (continued)
Four Critical Success Factors
Revisit Your Business Model
Have Strategic Themes
Get the Right People Involved
Work in Partnership with the Business
Dimensions of IT Strategy
Dimensions of IT Strategy (continued)
Dimensions of IT Strategy (continued)
Dimensions of IT Strategy (continued)
Dimensions of IT Strategy (continued)
IT Strategy Development Best Practices
IT Strategy Development Best Practices (continued)
IT Strategy Development Best Practices (continued)
Barriers to Effective IT Strategy Development
Barriers to Effective IT Strategy Development (continued)
Conclusion
mckeen_its3_pp_ch03.pdf
Linking IT to Business Metrics
IT Metrics Goal
IT Measurement Approaches
Why Measure IT Results?
IT Measurement Goals
IT Measurement Levels
IT Measurement Levels (continued)
IT Measurement Levels (continued)
Designing Business Metrics for IT
Balanced Scorecard
Approaches to Linking IT with Business Metrics Sample Scorecard Metrics
Designing Business Metrics for IT (continued)
Modified Scorecard Business Metrics
Modified Scorecard Business Metrics (continued)
Designing Business Metrics for IT (continued)
Designing Business Metrics for IT (continued)
Strategic Imperatives Example
Principles of a Business Metric Program for IT
Principles of a Business Metric Program for IT (continued)
Advice to Managers
Conclusion School of Computer and Information Sciences
COURSE SYLLABUS
Course Information
ITS630-A01Organ Leader & Decision Making
Fall 2020 First Bi-Term
Course Format:Online
CRN:11684
Instructor Information
Name: Dr. Mamdouh Babi
Email: [emailprotected]
Phone: 440-525-1936
Office Location: FL
Office Hours/Preferred Contact Times: By Appointment
Course Description
One of the most important skills a business leader needs to have concerning technology
involves effective decision making and governance. This class will consist of a case study
approach presenting different scenarios that require decisions to be made on technology
issues that are relevant to todays business environment. Students will develop the skills
for understanding the components and elements of these technology decisions, and
assess associated risks. This course will draw upon a cross section of technology, finance,
security, project management, leadership, and other aspects of effective decision making.
Course Objectives
Upon completion of this course:
1. Develop IT strategy for business value,
2. – Explain the principles of business metrics and its application in the business
setting,
3. – Explore and explain the principles of communications with business managers.
Learner Outcomes
Compare and contrast the difference between leadership and management in a
digital world
Understand how innovation assists organizations with transformation principles and
practices
Understand how organizational culture impacts productivity
Articulate what ethical leadership is and how it impacts culture
Evaluate leadership traits that are most influential and impactful in strategic
business decisions.
Course Website
Access to the course website is required via the iLearn portal on the University of the
Cumberlands website:http://www.ucumberlands.edu/ilearn/
orhttps://ucumberlands.blackboard.com/
Required Books and Resources
Title: IT Strategy: Issues and practices
Authors: McKeen, J. D., & Smith, H. A.
Publisher: Pearson
Publication Date: 2015
Edition: Third Edition
Course Required text can be found and purchased via the UC Barnes and Noble Bookstore:
https://cumber.bncollege.com/shop/cumberlands/page/find-textbooks
Suggested Books and Resources
http://www.schoolcounselor.org/
http://www.ucumberlands.edu/ilearn/
https://ucumberlands.blackboard.com/
https://cumber.bncollege.com/shop/cumberlands/page/find-textbooks
Organizational Ethics
ISBN: 9781506361765
Authors: Craig E. Johnson
Publisher: SAGE Publications
Publication Date: 2018-01-31
Building Leadership Character
ISBN: 9781544343112
Authors: Amy Newman
Publisher: SAGE Publications
Publication Date: 2018-03-28
Organizational Leadership
ISBN: 9781529715460
Authors: John Bratton
Publisher: SAGE
Publication Date: 2020-02-10
Edition: 1st ED.
Requirements and Policies
Academic Integrity/Plagiarism
At a Christian liberal arts university committed to the pursuit of truth and understanding,
any act of academic dishonesty is especially distressing and cannot be tolerated. In
general, academic dishonesty involves the abuse and misuse of information or people to
gain an undeserved academic advantage or evaluation. The common forms of academic
dishonesty include:
Cheating using deception in the taking of tests or the preparation of written work,
using unauthorized materials, copying another persons work with or without
consent, or assisting another in such activities.
Lying falsifying, fabricating, or forging information in either written, spoken, or
video presentations.
Plagiarismusing the published writings, data, interpretations, or ideas of another
without proper documentation
Plagiarism includes copying and pasting material from the internet into
assignments without properly citing the source of the material.
Episodes of academic dishonesty are reported to the Vice President for Academic Affairs.
The potential penalty for academic dishonesty includes a failing grade on a particular
assignment, a failing grade for the entire course, or charges against the student with the
appropriate disciplinary body.
Attendance Policy
Course enrollment and participation will be monitored and verified for all students during
the first two weeks of classes. Lack of participation during this time may jeopardize
enrollment status. Each student is expected to meet course expectations by completing
the coursework required each week. Active participation and staying abreast of the
material is essential to success. Program specific attendance policies may still apply.
Participation Policy:
Study after study has linked successful academic performance with good class
participation. Those who assume positions of responsibility must show up in order to be
effective. Therefore, students are expected to actively participate in intelligent discussion
of assigned topics in all areas (Discussion Board Activities, Synchronous Sessions, Forums,
Shared Papers, etc.) to help process course material and/or to demonstrate understanding
of course content. Point adjustments will be taken for non-participation.
Disability Accommodations
University of the Cumberlands accepts students with certified disabilities and provides
reasonable accommodations for their certified needs in the classroom, in housing, in food
service or in other areas. For accommodations to be awarded, a student must submit a
completed Accommodations Application form and provide documentation of the disability
to the Disability Services Coordinator (Mr. Jacob Ratliff, Boswell Campus Center, Student
Services Office Suite, [emailprotected]). When all paperwork is on file, a
meeting between the student and the Coordinator will be arranged to discuss possible
accommodations before accommodations are formally approved. Students must then meet
with the Coordinator at the beginning of each semester before any academic
accommodations can be certified for that term. Certifications for other accommodations
are normally reviewed annually.
mailto:[emailprotected]
Academic Appeal
Both undergraduate and graduate students have the right to challenge a grade. If
discussions with the course instructor and department chair do not lead to a satisfactory
conclusion, students may file a formal written appeal with the Vice President for Academic
Affairs, who will forward the appeal to the chair of the Academic Appeals Committee. This
formal written appeal must be filed by the end of the 4th week of classes in the next
regular term following the term in which the course in question was taken. The Academic
Appeals Committee then gathers information from the student, the instructor, and any
other relevant parties. The Committee will deliver its recommendation on the complaint to
the Vice President for Academic Affairs. After reviewing this recommendation and
concurring or amending it, the Vice President for Academic Affairs will inform the student
and instructor of the disposition of the complaint no later than the last day of classes of
the term in which the complaint was filed. Records of all actions regarding academic grade
appeals, including their final disposition, are maintained by the Vice President for
Academic Affairs and the Academic Appeals Committee. (Undergraduate Catalog/Graduate
Catalog)
Student Responsibilities
Students should:
Use University of the Cumberlands email system for all academic, administrative,
and co-curricular communication between faculty, staff and peers.
Check for email and class announcements using iLearn (primary) and University of
the Cumberlands webmail (secondary) daily.
Demonstrate Cumberlands Character in and outside the classroom per the University
Mission & Vision
Ensure you have consistent required technology for the course
Participate in courses regularly to:
Find announcements and updates
Complete assignments on time. Keep in mind that all deadlines use Eastern
Standard Time (EST).
Engage in discussion
Connect with fellow students and faculty
Present written work in an academic and professional manner.
Take examinations on the designated dates and times. Students should make
arrangements with faculty before the designated date for any needed
accommodations.
Contact faculty or student success coordinator with questions or concerns.
Course Policies
https://www.ucumberlands.edu/academics/academic-catalog
The only authorized electronic means of academic, administrative, and co-curricular
communication between University of the Cumberlands and its students is through
the UCumberlands email system (i.e. Webmail). Each student is responsible for
monitoring his/her University email account frequently. This is the primary email
account used to correspond with you directly by the University; imperative program
information is sent to this email account specifically from campus and program
office.
Students should check for e-mail and class announcements using iLearn (primary)
and University of the Cumberlands webmail (secondary).
Students are expected to find out class assignments for missed classes and make up
missed work.
Students are expected to find out if any changes have been made in the class or
assignment schedule.
Written workmust be presented in a professional manner. Work that is not
submitted in a professional manner will not be evaluated and will be returned as
unacceptable.
There is a craft to writing. Spelling, grammar, punctuation and diction (word
usage) are all tools of that craft. Writing at the collegiate level will show careful
attention to these elements of craft. Work that does not exhibit care with
regard to these elements will be considered as inadequate for college writing
and graded accordingly.
Students are expected to take the examinations on the designated dates. If you are
unable to take the exam on the scheduled date and know in advance, you are to
make arrangements with your professor before the designated date. If you miss the
exam, you must have a legitimate reason as determined by your professor.
Recognizing that a large part of professional life is meeting deadlines, it is necessary to
develop time management and organizational skills. Failure to meet the course deadlines
may result in penalties. Keep in mind that all deadlines are set using Eastern Standard
Time (EST). Late assignments will NOT be accepted.
Course Activities and Experiences
Students are expected to:
Review any assigned reading material and prepare responses to homework assigned.
Actively participate in activities, assignments, and discussions.
Evaluate and react to each others work in a supportive, constructive manner.
Complete specific assignments and exams when specified and in a professional manner.
Utilize learned technologies for class assignments.
Connect content knowledge from core courses to practical training placement and
activities.
Links to Support
UC Academic Catalog: https://www.ucumberlands.edu/academics/academic-catalog
UC Student Handbook: https://www.ucumberlands.edu/student-handbook
Academic Resources & Writing Center: www.ucumberlands.edu/learningcommons
Library: http://www.ucumberlands.edu/library/
Bookstore: https://cumber.bncollege.com/shop/cumberlands/home
About University of the Cumberlands:
https://www.ucumberlands.edu/about/presidents-welcome
Course Evaluation
A student will be evaluated/weighted on the following basis:
Course Weekly Participation (Discussions): 10% Course Grade
Course Weekly Assignments (Case Studies): 20% Course Grade
Portfolio Project: 20% Course Grade
Policies (Acceptance of Course Policies): 5% Course Grade
STP (Create a Strategic Plan): 5% Course Grade
MidTerm Exam: 20% Course Grade
Final Exam: 20% Course Grade
Grading Scale
Graded work will receive a numeric score reflecting the quality of performance as given
