IMIS Information Systems Strategy

Theme: Management of Information Systems
Course: Higher Diploma
Module Title: Information Systems Strategy
Module Code: H32
Resources:

• Students should have a working knowledge of the IMIS
• Code of Ethics and be able to understand and apply the ethical and legal concepts contained therein

Assessment: By a single 3-hour externally set examination paper
CATS Equivalent: 200 Notional Hours:

• 69 Hours Structured,
• 131 Hours Directed Self-Study

SPECIFIC COURSE AIMS AND LEARNING OUTCOMES:

• Evaluate the strategic options available to different business entities and the ways in which the business and information systems strategiescan be aligned and integrated.
• Evaluate a range of information systems solutions.
• Examine the options for establishing and maintaining information systems integrity.
• Examine the social and legal impacts of developing and implementing information systems and the role played by Information Systems professionals in addressing such issues.

MODULE AIMS:

To provide students with:

• An in-depth knowledge of the use of information systems to support and promote management decisions in the context of the modern work environment and the ability to apply such knowledge to address management related issues. (A1)
• An understanding and ability to apply appropriate techniques and tools within a given approach to information systems development, taking into account the historical context. (A2)
• An understanding and ability to evaluate and apply appropriate techniques, which achieves successful project management and implementation that is socially desirable and legally compliant. (A3)

MODULE LEARNING OUTCOMES:
Students should be able to:

A1:

• Explain the nature of business strategy. (LO1)
• Explain the nature and significance of innovation as a strategic tool. (LO2)
• Discuss the nature of competitive advantage. (LO3)
• Explain the strategic planning process. (LO4)
• Evaluate an organisation’s Information Systems (IS) resources. (LO5)
• Discuss the need for the alignment of IS strategy with business strategy. (LO6)
• Discuss the problem of reconciling organisational structures to strategic aspirations. (LO7)
• Review possible approaches to managing Information Technology (IT) and IS as a strategic resource. (LO8)
• Evaluate the possible financial implications of an IT/IS strategy. (LO9)

A2:

• Review a range of issues associated with systems integrity. (LO10)
• Analyse contemporary views of knowledge management as a strategic tool. (LO11)
• Discuss and evaluate a firm as a learning organisation. (LO12)
• Review strategically important issues of quality management. (LO13)

A3:

• Explain the social and legal dimensions associated with the development and implementation of strategy. (LO14)

DETAILED MODULE CONTENT:

LO1: The Nature of Business Strategy

• Resource analysis.
• Environmental analysis.

LO2: Innovation as a Strategic Tool

• The nature and significance of innovation as a strategic tool.

LO3: The Nature of Competitive Advantage

• IS as a creator of competitive advantage: for example, data warehousing.
• Sustainability of competitive advantage.

LO4: The Strategic Planning Process

• Developing/demonstrating competitive advantage.
• Formulation of options.
• Evaluation of models.
• Limitations of strategic planning.

LO5: Evaluation of an Organisation’s IS Resources

• The IT/IS portfolio and its implications.

LO6: Alignment of IS Strategy with Business Strategy

• IT/IS as a change agent.
• Organisational transformation.

LO7: Reconciliation of Organisational Structures to Strategic Aspirations

• Centralisation.
• Decentralisation.
• Globalisation (implications for multi-national networks).

LO8: Managing IT/IS as a Strategy Resource

Cost recovery options:

• central cost (overhead)
• service provider
• profit centre (internal market).

LO9: Financial Implications of an IT/IS Strategy

• Financial assessment of vendors and partners.
• Interpretation of financial statements.
• Investment appraisal and cost of ownership.
• Options for assessing quantitative benefits:
• discounted cashflows and Net Present Value (NPV)
• payback
• implementation issues
• funding acquisitions and cost of capital.

LO10: Systems Integrity Issues

• Security.
• Control.
• Implications for employees.

LO11:Knowledge Management

• The nature of knowledge, knowledge management and the strategic implications.

LO12:Organisational Learning

• The firm as a learning organisation.

LO13:Quality Management

• Learning from the gurus.
• Key approaches to understanding quality.
• Implementing and controlling quality management policies.

LO14: Social and Legal Contexts

Internal issues:

• Human Resource (HR) management
• HR issues in project management
• HR issues in change management.

External issues:

• issues of social responsibility: for example, personal profiling
• legislative issues: for example, data protection.