Unit convenor and teaching staff |
Unit convenor and teaching staff
Ian Krycer
|
---|---|
Credit points |
Credit points
4
|
Prerequisites |
Prerequisites
Admission to MInfoTech or MEng or MSc
|
Corequisites |
Corequisites
|
Co-badged status |
Co-badged status
|
Unit description |
Unit description
This unit examines strategic planning processes and management and how information technology enables organisations to conduct business in radically different and more effective ways. It covers topics including competitive positioning, business information and technology, strategy development and deployment, innovation and technology as a mechanism for competitive advantage, outsourcing as a strategy, marketing, and presentation (written and oral) skills.
|
Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates
On successful completion of this unit, you will be able to:
Submission methods for assessment tasks:
All soft copy assignment submissions and return of marks and comments will be done through the ITEC842 page on iLearn.
Late submission of individual work will incur a 10% penalty for every 24 hours, or part thereof, it is late. So within 24 hours, the maximum mark that can be obtained is 90% of the full grade for that assessment task; between 24 and 48 hours, the maximum mark that can be obtained is 80% of the full grade; and so on. No extra documentation is required unless the student does wish to have an extension (see below) applied.
Extensions without a grade penalty may be provided to individuals who contact student services BEFORE the due date and can provide documentary evidence of illness or other misadventure and succeed in gaining a certified disruption. (Health issues will require a university issued Professional Authority Form.). If approved, a new submission timeline and submission method will be discussed on a case by case basis.
Students are strongly advised to contact the unit convenor as early as possible if there are any issues that will not make an on-time submission possible.
If you apply for Disruption to Study for your final examination, you must make yourself available for the week of Supplementary Exams. If you are not available at that time, there is no guarantee an additional examination time will be offered. Specific examination dates and times will be determined at a later date.
The final exam will focus on content covered in the classes throughout the semester including all lectures, references and case studies.
As the final examination is a hurdle assessment, you will need a minimum performance of 40% to pass the unit. Your aggregate score must be 50% or above. If you achieve 30 to 39% in the final exam, you will be given a second chance to pass, with a new and different examination.
These second-chance hurdle examinations will also be offered in the Supplementary Exams week. You will be notified shortly after the release of results of your eligibility for a hurdle retry and you must also make yourself available during that week to take advantage of this opportunity.
Name | Weighting | Hurdle | Due |
---|---|---|---|
Vendor Push Strategies | 20% | No | Week 6 |
Enterprise IT Opportunities | 30% | No | Week 13 |
Open Book Exam | 50% | Yes | Exam Week |
Due: Week 6
Weighting: 20%
Guest speakers from Microsoft, SAP and Oracle will discuss their enterprise software strategies. The role of vendors is to create a need for their products and services. The vendors look at marketplace trends and adjust their marketing strategies to develop and promote products and services which align with major trends such as social, big data, mobile and cloud. The CIO needs to evaluate these product offerings and consider the services of analysts such as Gartner for unbiased assessments. The aim of this assignment is to compare and contrast the strategies of the vendors and conclude with recommendations for an enterprise CIO.
Due: Week 13
Weighting: 30%
This major individual assignment requires students to choose an ASX200 company. As the CIO of this enterprise, your role is to assess technology trends and suggest to the other directors ways to strategically leverage IT. We call these ITOs (IT Opportunities). CIOs can leverage the trends towards social (Social CRM), mobile (mobile apps and m-commerce), big data (personalisation, efficiency, fraud detection etc.) and cloud (cost saving, agility, consumerisation of IT) to propose innovative pilot projects and tactics to improve efficiency. This assignment requires students to analyse and assess current ITOs and suggest possible new ITOs for future investigation. The students are to conclude as to how effectively the enterprise leverages ITOs.
Due: Exam Week
Weighting: 50%
This is a hurdle assessment task (see assessment policy for more information on hurdle assessment tasks)
An open book exam whereby students are not restricted with regard to the paper materials they can bring into the exam e.g. textbook, notes photocopies etc. The exam consists of short and long answer questions on the application of concepts from the lectures and case studies.
Recommended Texts
The following text is mandatory and will be used 'cover to cover':
Johnson, G et al, 'Exploring Strategy Text and Cases' 11e, Pearson, 2017. (There is an ebook available for $50. See http://www.pearson.com.au/9781292145136 )
However, you will not be permitted to bring in any electronic devices to the open book exam.
Unit Material
Our iLearn site will be used for storing lectures, references and assignment submission at: https://ilearn.mq.edu.au/.
Week |
Lectures |
References |
Case Study |
1 |
The New CIO Leader
Introducing Strategy |
Broadbent and Kitzis Johnson 1
|
|
2 |
Microsoft Strategy
Strategy Drives Digital
|
Guest Speaker
MIT Sloan |
|
3 |
Oracle Strategy |
Guest Speaker |
Case 1: The Lego Group - Adopting a Strategic Approach (Companion Website) |
4 |
SAP Strategy |
Guest Speaker |
Case 2: GE’s Big Bet on Data and Analytics (MIT Sloan) |
5 |
Macro-environment Analysis
Industry and Sector Analysis
|
Johnson 2
Johnson 3
|
Case 3: Siemens – Exploring the Future (p557) |
6 |
Resources and Capabilities
Stakeholders and Governance
Individual Assignment One – Vendor Push Strategies (20%) |
Johnson 4
Johnson 5
|
Case 4: H&M in Fast Fashion – Continued Success? (p576) |
7 |
History and Culture
Business Strategy and Models
|
Johnson 6
Johnson 7
|
Case 5: Formula 1 Constructors - Capabilities for Success (p584) |
8 |
Public Holiday
|
||
9 |
Corporate Strategy and Diversification
Entrepreneurship and Innovation |
Johnson 8
Johnson 10
|
Case 6: Ryanair the Low Fares Airline – Always getting better? (p622) |
10 |
Acquisitions and Alliances
Evaluating Strategies |
Johnson 11
Johnson 12
|
Case 7: Amsterdam, Data Driven City (MIT Sloan) |
11 |
Strategic Development Process
Leadership and Strategic Change |
Johnson 13
Johnson 15
|
Case 8: Flight Centre Ltd – Providing the Lowest Airfares (p633) |
12 |
Assignment 2 Tutorial |
|
Case 9: Apple – Entering the Post-Jobs Era (p684) |
13 |
Individual Assignment 2 Report (30%) due. (ITOs Past and Future for a Major Australian Enterprise.)
Revision for the exam
|
Macquarie University policies and procedures are accessible from Policy Central. Students should be aware of the following policies in particular with regard to Learning and Teaching:
Academic Honesty Policy http://mq.edu.au/policy/docs/academic_honesty/policy.html
Assessment Policy http://mq.edu.au/policy/docs/assessment/policy_2016.html
Grade Appeal Policy http://mq.edu.au/policy/docs/gradeappeal/policy.html
Complaint Management Procedure for Students and Members of the Public http://www.mq.edu.au/policy/docs/complaint_management/procedure.html
Disruption to Studies Policy (in effect until Dec 4th, 2017): http://www.mq.edu.au/policy/docs/disruption_studies/policy.html
Special Consideration Policy (in effect from Dec 4th, 2017): https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/policies/special-consideration
In addition, a number of other policies can be found in the Learning and Teaching Category of Policy Central.
Macquarie University students have a responsibility to be familiar with the Student Code of Conduct: https://students.mq.edu.au/support/student_conduct/
Results shown in iLearn, or released directly by your Unit Convenor, are not confirmed as they are subject to final approval by the University. Once approved, final results will be sent to your student email address and will be made available in eStudent. For more information visit ask.mq.edu.au.
Macquarie University provides a range of support services for students. For details, visit http://students.mq.edu.au/support/
Learning Skills (mq.edu.au/learningskills) provides academic writing resources and study strategies to improve your marks and take control of your study.
Students with a disability are encouraged to contact the Disability Service who can provide appropriate help with any issues that arise during their studies.
For all student enquiries, visit Student Connect at ask.mq.edu.au
For help with University computer systems and technology, visit http://www.mq.edu.au/about_us/offices_and_units/information_technology/help/.
When using the University's IT, you must adhere to the Acceptable Use of IT Resources Policy. The policy applies to all who connect to the MQ network including students.
Our postgraduates will demonstrate a high standard of discernment and common sense in their professional and personal judgment. They will have the ability to make informed choices and decisions that reflect both the nature of their professional work and their personal perspectives.
This graduate capability is supported by:
Our postgraduates will be able to demonstrate a significantly enhanced depth and breadth of knowledge, scholarly understanding, and specific subject content knowledge in their chosen fields.
This graduate capability is supported by:
Our postgraduates will be capable of utilising and reflecting on prior knowledge and experience, of applying higher level critical thinking skills, and of integrating and synthesising learning and knowledge from a range of sources and environments. A characteristic of this form of thinking is the generation of new, professionally oriented knowledge through personal or group-based critique of practice and theory.
This graduate capability is supported by:
Our postgraduates will be capable of systematic enquiry; able to use research skills to create new knowledge that can be applied to real world issues, or contribute to a field of study or practice to enhance society. They will be capable of creative questioning, problem finding and problem solving.
This graduate capability is supported by:
Our postgraduates will be able to communicate effectively and convey their views to different social, cultural, and professional audiences. They will be able to use a variety of technologically supported media to communicate with empathy using a range of written, spoken or visual formats.
This graduate capability is supported by:
Our postgraduates will be ethically aware and capable of confident transformative action in relation to their professional responsibilities and the wider community. They will have a sense of connectedness with others and country and have a sense of mutual obligation. They will be able to appreciate the impact of their professional roles for social justice and inclusion related to national and global issues
This graduate capability is supported by:
Based on student feedback, the assessments have been reworked, and in particular, the exam is now open book.
Guest speakers have been added and a new assignment based on assessing vendors' push strategies has been created.
Johnson et al textbook has been updated to the latest 11e, and new case studies added to the curriculum
Four standards, namely HD, D, CR, P summarize as many different levels of achievement. Each standard is precisely defined to help students know what kind of performance is expected to deserve a certain mark. The standards corresponding to the learning outcomes of this unit are given below:
Grade |
LO1 Strategic thinking and Planning |
LO2 Impact of IT |
|
LO3 IT Leadership |
LO4 Skills Acquisition |
HD |
Demonstrated deep knowledge and understanding of IT Strategic Planning models and methods and the ability to apply them to real world problems and situations. Demonstrated ability to link strategy to business planning with innovative thinking and to develop an IT Strategic and Business Plan and Portfolio that will support the delivery of business strategy. |
Demonstrated deep understanding of the impact of IT on industries, markets and organisations, through the design application and analysis of business models, and the development, explanation and selling of inspirational IT Business cases. |
|
Demonstrated deep understanding of the application of IT Decisions rights models, and management frameworks, leadership of change and the nexus between planning and execution as enabled by outstanding leadership capability. |
Consistently demonstrated, effective leadership of the group, including planning, directing, delegating, guiding, supporting, influencing, persuading and inspiring. Consistently able to manage ones own workload, deliver on time and set a good example to the group. Consistently excellent verbal and written communication skills of a high order. Consistently demonstrated understanding of analytical models and methods and ability to apply them appropriately, creatively and intelligently, with imagination and flair. |
D |
Demonstrated knowledge and understanding of IT Strategic Planning models and methods and the ability to apply them to real world problems and situations. Demonstrated ability to perceive the link between strategy and business planning and to follow the steps to develop an IT Strategic and Business Plan and Portfolio. |
Demonstrated understanding of the impact of IT on industries, markets and organisations, through the design, application and analysis of business models, and the development of IT Business cases. |
|
Demonstrated understanding of the application of IT Decisions rights models, and management frameworks, and the leadership of change. |
Demonstrated, effective deputy leadership of the group, including supporting the leader in planning, directing, delegating, guiding, supporting, influencing, persuading and inspiring the group. Able to manage ones own workload, deliver on time and set a good example to the group. Consistently good verbal and written communication skills of a high order. A good demonstrated understanding of analytical models and methods and ability to apply them appropriately. |
CR |
Demonstrated knowledge and understanding of some IT Strategic Planning models and methods and some ability to apply them to real world problems and situations. Ability to follow the steps to develop an IT Strategic and Business Plan and Portfolio. |
Demonstrated understanding of some of the impacts of IT on industries, markets and organisations, through the design, application and analysis of some business models. Ability to demonstrate an understanding of the steps involved in the development of IT Business cases. |
|
Demonstrated understanding of the application of some IT Decisions rights models, and of at least one IT management framework. |
Ability to step up when offered minimal guidance and encouragement, willingness to work with a buddy to support and lead them and to take direction. Able to manage ones own workload, deliver on time and not let the group down. Verbal and written communication skills that support consistent comprehension of meaning and demonstrate understanding of material read. A demonstrated understanding of some analytical models and methods and some ability to apply them appropriately. Ability to apply some creative thinking to problems. |
P |
Demonstrated ability to develop a strategy map. Demonstrated ability to develop an IT Strategic Plan and Business Plan. Demonstrated knowledge of what is contained in an IT portfolio. |
Demonstrated understanding of the impact of IT as a basic business enabler and of the content and purpose of in IT Business Case. |
. |
Demonstrated understanding of the concept of IT Decision Rights. Demonstrated understanding of the basic components of at least one IT Management framework |
Willingness to attempt to demonstrate leadership skills in the group. Ability to be self directed and self responsible and reliable. Ability to write coherently in simple point form sentences and make oneself understood verbally, limited ability to apply analytical models and creative thinking skills. |
Grading
At the end of the semester, you will receive a grade that reflects your achievement in the unit
In this unit, your final grade depends on your performance in each assessment item. For each task, you receive a mark that combines your standard of performance based on each learning outcome assessed by this task. Then the different component marks are added up to determine your total mark out of 100. Furthermore, it is a requirement that you participate in the class discussions. The initial measure of this participation is your attendance, whereby a minimum standard of 80% is required.
Obtaining a grade higher than a Pass (P) in this unit will require a student to obtain (in addition to the above):