IT Strategy Issues and Practice Second Edition MiniCases

IT Strategy: Issues and Practice Second Edition Mini-Cases © 2012 Pearson Education, Inc. Publishing as Prentice Hall

Delivering Business Value with IT at Hefty Hardware COO Glen Vogel IT Account Mgr Jenny Henderson VP Marketing Cheryl O’Shea Marketing IT Relationship Manager CFO Michelle Wright CIO Farzad Mohammed Chief Architect Sergei Grozny Paul Gutierrez New Intern Joyce Li 1. 2. © 2012 How effective is the partnership between IT and the business at Hefty Hardware? Identify the shortcomings of both IT and the business Create a plan for how IT and the business can work collaboratively to deliver the Savvy Store program successfully Mini-cases-2

Investing in TUFS 1. What went wrong with the TUFS investment and what can be done to prevent these problems in the future? 2. What does Northern need to do to realize the benefits that were projected for TUFS? 3. How can they measure these benefits? © 2012 Mini-cases-3

IT Planning at Mod. Meters 1. © 2012 Develop an IT planning process for Mod. Meters to accomplish the demands as set out above Mini-cases-4

Building Shared Services at RR Communications 1. List the advantages of a single customer service center for RR Communications 2. Devise an implementation strategy that would guarantee the support of the divisional presidents for the shared customer service center 3. Is it possible to achieve an enterprise vision with a decentralized IT function? 4. What business and IT problems can be caused by lack of common information and an enterprise IM strategy? 5. What governance mechanisms need to be put in place to ensure common customer data and a shared customer service center? What metrics might be useful? © 2012 Mini-cases-5

Creating a Process-Driven Organization at Ag. Credit 1. Propose an organizational structure for the IT department that you feel would support the transformation of Ag. Credit into a process-centric organization 2. Outline a project selection process for Ag. Credit to ensure alignment with the enterprise business vision 3. How should Manley “make the case” for SOA to ensure that the executive team at Ag. Credit buys in? 4. What new internal IT capabilities will have to be developed in order to create an IT department to support Ag. Credit’s future business architecture? 5. What aspects of IT governance do you think would be important in supporting this transformation? © 2012 Mini-cases-6

IT Investment at North American Financial Bill Harris CEO Caroline Weese Sam Patel Matt Harper CIO Retail Banking CFO Brenda Liu Ian Ha Cathy Benson Senior Director, IT Infrastructure Senior Director, Risk & Compliance Director, IT Investment Office Michael Cranston Your task is to design and implement: Director, Financial Strategy 1. A thorough and rigorous method of project categorization and prioritization 2. A comprehensive and holistic governance of IT spending and benefits delivery at all levels 3. An annual IT planning process that provides transparency and accountability for all types of IT spending and which creates an integrated and strategically aligned development portfolio © 2012 Mini-cases-7

Information Management at Homestyle Hotels COO Fred Gains IS Director Ben Garrett Information Architect Director Home-Away Marie Bonheur Lifestyle Resorts ? ? ? Technical Architect 1. Does it make good business sense to integrate across the different lines of business represented by Lifestyle Resorts and Home-Away Hotels? What exactly would you integrate (beyond financial information) and why? 2. Outline a process for Homestyle to follow in order to decide between the two software options (i. e. , HC and CR)? What selection criteria would you use? Who should make the decision? © 2012 Mini-cases-8

Innovation at International Foods CIO Marketing John Ahem Manager of IT Marketing IT Finance Officer Sheema Singh Marketing Rep Ben Nokony Tonya James Team Manager Josh Novak Mandy Sawh Candis Chung Tom Webster Veejay Mitra 1. In a discussion with Josh, Tonya foreshadows “some serious obstacles to overcome”. Describe these obstacles in detail. 2. How can Josh win support for his team’s 3 -point plan to use technology to help IFG reach its customers? © 2012 Mini-cases-9

CRM at Minitrex VP Marketing (Jon Bettman) VP Insurance (Harold Blumfen) VP Financing (Mariella Hopkins) CFO Director IT (Denny Khan) Director Sales (Georges Degas) 1. Explain how it is possible for someone at Minitrex to call a customer and not know (a) that this is a customer and (b) that this is the third time this week that they had been called? 2. Outline the steps that Bettman must take in order to implement CRM at Minitrex. In your plan, be sure to include people, processes, and technology. © 2012 Mini-cases-10

Customer Service at Datatronics 1. Outline the specific information that Matt should collect to build a case for improving customer service at Datatronics. 2. Describe your top ideas for Matt to present to Joel next week. 3. How would Matt get Joel to support his ideas? © 2012 Mini-cases-11

Leveraging IT Vendors at Sleep. Smart Board of Directors SSTA (Vendors) CEO CIO Greg Danson CFO Chief Architect Stan Bailey 1. Identify the advantages and disadvantages of the SSTA. Do you think that this sort of vendor partnership can prosper in the long run? Why or why not? 2. Focusing IT on the “top line” (i. e. , growing revenues) is very different than focusing IT on the “bottom line” (i. e. , reducing costs). Explain. 3. Brainstorm some ideas of how Sleep. Smart could generate additional revenues using IT. © 2012 Mini-cases-12

Project Management at MM CEO CIO Brian Smith PM. Green Project Werner Mc. Cann PM. IMR Project Wendy Chan VP Manufacturing Fred Tompkins Senior IT Architect Business Analysts Yung Lee Raj Sambamurthy HR Other VPs IT Rep Rick Morrow Usability Expert Linda Perkins 1. Some organizational factors increase a project’s likelihood of success. Identify these “facilitators” for the Green Project. 2. Other organizational factors decrease a project’s likelihood of success. Identify these “barriers” for the Green Project. 3. Outline things that Mc. Cann needs to do right away. © 2012 Mini-cases-13

Managing Technology at Genex Fuels Corporate CIO Nick Devlin IT Architect EVP Div #1 IT Director EVP IT Director Consultant VR “Sandy” Sandhuramen 1. What evidence is the CEO using to suggest that Genex is not using technology competitively? 2. Did Devlin need to hire Sandy, a “high-priced technology consultant, ” to tell him that technology at Genex was a mess? 3. Devise a strategy to successfully implement enterprise wide systems (such as SAP) at Genex. © 2012 Mini-cases-14

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Mini-cases-15