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8/12/2019 4. Solutions and Consulting
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INSTITUTE OF MANAGEMENT TECHNOLOGY
GHAZIABAD
Track: Solutions & Consulting
Course Outlines
(2014-2015)
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# Course Term
1 Project Management V
2 Advance Decision Analysis V
3 Business and IT Consulting V
4 Business Intelligence V
5 Business Process Reengineering V
6 Enterprise Resource Planning V
7 Information Risk ManagementV
8 Large Data Analytics V
9 Business Analysis and Process Modeling VI
10 E-Business VI
11 Green IT and Sustainable Technologies VI
12 IT Strategy VI
13 Outsourcing and Vendor Management VI
14 Predictive Modeling VI
15 Quality Management & Six Sigma VI
16 Business Ana. Tools & Tech. ** IV
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Project Management
Course Summary and Aims
Business environment is nowadays is highly competitive and rapid creation and delivery of high
quality product and services is decisive to business survival. Consequently organisations need to
operate at high performance level, effectively utilize its resources and be innovative in order to achieve
its strategic objectives. Since we live in an projectized world, project management is the strategic
capability for organizations to face global competition. Project management is a systems approach to
management and requires management of technology, people, and culture, stakeholders among various
other elements in order to create & deliver desired product or service. It has proven to be the most
effective tool of delivering products within cost, schedule, and resource constraints and is the means
to respond to external opportunities as well as threats. The success of the project significantly depends
on project management knowledge and skills of project manager and project team members. Thus
professionals who have the capabilities to lead the projects to success are vital for any progressive
organization. The course provides an understanding of fundamental concepts of project management,
organisational context of projects and aids in development of project management competencies.
Students acquire proficiency in employing analytical tools and techniques for time management & cost
management of projects. The course also makes the students conversant with the global standards and
best practices in project management discipline.
Student Learning Outcome
a. Todevelop
project
management
capabilities
for
effective
project
planning,
scheduling,
monitoring and control of both small & large projects. This includes understanding of
organizational context of projects, ability to build project teams and manage project
stakeholderstoachieveprojectobjectives.(Outcome1.3).
b.Toacquireanalyticalskillsandabilitytoemploytoolsandtechniquesfortimemanagement,cost
managementandtime costtradeoffinprojects.Thisincludesabilitytocriticallyanalyzeprojects
andoptimizeachievementoftime&costobjectiveswithinthegivenconstraints.(Outcome3.1).
Teaching Pedagogy
The pedagogy includes a variety of teaching and learning techniques to impart knowledge and skills
to students. To develop conceptual and analytical skills, a mix of lectures, experience sharing, case
discussion, illustrative numerical problems, assignments and project shall be employed. The course
utilizes cases as the primary vehicle for learning. In addition to the reading materials, additional
readings and cases will be distributed in the class from time to time. Since students' performance shall
be accessed through a continuous system of tests, quizzes, assignments, presentations and semester-
end examination, students are expected to demonstrate active class participation.
8/12/2019 4. Solutions and Consulting
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Session Plan
Session 1: Project and Project Management Fundamentals
Characteristics of project; project scope; project deliverables; project life cycle Fundamental
concepts of Project Management, need and objectives of project management.
Readings:
Chapter 1; Gray Clifford F; Larson Erik W; Project management: The managerial process; McGraw
Hill, 4e, 2010
Session 2-3: Project Management Standards
Overview of various project management standards and best practices; introduction to project
management standard (PMBOK by PMI, USA); selected project management processes
Readings:
Chapter 1: PMBOK 4th edition (Copyright: PMI, USA)
Case:
The Chunnel Project (Copyright : Project Management Institute, USA)
Session 4: Organizational Context, Project Manager and Project Team
Projects and strategy, structure & culture; Project stakeholders management, Role & responsibility
of project manager, project team building, conflict & negotiation
Readings:
Chapter 3,10; Gray Clifford F; Larson Erik W; Project management: The managerial process;
McGraw Hill, 4e, 2010
Session 5: Project Planning
Introduction to project planning, major aspects of project planning, project master plan; Linear
Responsibility Chart (LRC), Work Breakdown Structure (WBS)
Readings:
Chapter 4; Gray Clifford F; Larson Erik W; Project management: The managerial process; McGraw
Hill, 4e, 2010
Session 6: Project Scheduling
Steps in project scheduling; network scheduling; network diagramming methods; AOA & AON
networks; Gantt charts, Introduction to network analysis (with illustrative numerical problems)
Readings:
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Chapter 5,6; Gray Clifford F; Larson Erik W; Project management: The managerial process; McGraw
Hill, 4e, 2010
Session 7: Project Network Techniques-CPM
Network Analysis with Critical Path Method (CPM), Activity Floats & their significance (withillustrative numerical problems)
Readings:
Chapter 6; Gray Clifford F; Larson Erik W; Project management: The managerial process; McGraw
Hill, 4e, 2010
Case:
H. M. S. Pinafore (Copyright : Ivey Management Services)
Session 8: Project Network Techniques- PERT
Network Analysis with Program (or Project) Evaluation and Review Technique (PERT) (with
illustrative numerical problems)
Readings:
Chapter 7; Gray Clifford F; Larson Erik W; Project management: The managerial process; McGraw
Hill, 4e, 2010
Session 9: Project Resource Allocation
Allocating resources to the project; resources scheduling, allocation, aggregation, smoothing and
levelling (with illustrative numerical problems)
Readings:
Chapter 8; Gray Clifford F; Larson Erik W; Project management: The managerial process; McGraw
Hill, 4e, 2010
Session 10: Project Risk Management
Project risk identification, risk analysis, risk response planning
Readings:
Chapter 7; Gray Clifford F; Larson Erik W; Project management: The managerial process; McGraw
Hill, 4e, 2010
Session 11: Cost Estimation and Budgeting
Types of project costs; methods of cost estimation; cost estimation process; creating project budget
(with illustrative numerical problems)
Readings:
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Chapter 5; Gray Clifford F; Larson Erik W; Project management: The managerial process; McGraw
Hill, 4e, 2010
Session 12-13: Project Time-Cost Trade off
Expediting the Project; relation between project duration & project costs; schedule compression;crashing projects (with illustrative numerical problems)
(with illustrative numerical problems)
Readings:
Chapter 9; Gray Clifford F; Larson Erik W; Project management: The managerial process; McGraw
Hill, 4e, 2010
Session 14: Project Contracting Management
Readings:
Chapter 12; Gray Clifford F; Larson Erik W; Project management: The managerial process; McGraw
Hill, 4e, 2010
Session 15: Project Execution, Monitoring & Control
Progress reports; monitoring project performance; tracking; project monitoring & control with Earn
Value Management (EVM) (with illustrative numerical problems)
Types of project termination, closeout process, early termination of projects, final project report.
Readings:
Chapter 13; Gray Clifford F; Larson Erik W; Project management: The managerial process; McGraw
Hill, 4e, 2010
Case:
Reverview Childrens Hospital (Copyright : Ivey Management Services)
Session 16: Project Closeout
Types of project termination, closeout process, early termination of projects, final project report.
Readings:
Chapter 14; Gray Clifford F; Larson Erik W; Project management: The managerial process; McGraw
Hill, 4e, 2010
Assessment method in alignment with learning outcomes
Students will be evaluated on the basis of project, individual assignments, quizzes, class participation
and end-term exam. The weightage given to each of these is listed below:
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Specific Assessment Method Weightage Intended subject
learning outcome
(1.3) to be assessed
Intended subject
learning outcome
(3.1) to be assessed
Group Assessment Methods
Group Project Submission, Presentation 20%
Individual Assessment Methods
Assignment 15%
Class Participation 5%
Quiz 20%
End-term Exam 40%
Reading List and References
Text Books:
GrayCliffordF; LarsonErikW; Projectmanagement:Themanagerialprocess;McGrawHill,4e,
2010
Reference Books:
MantelSamuelJ;MeredithJackR;ShaferScottMet.al.;Projectmanagementcoretextbook;
IndianEdition,Wiley,1e,2011
PintoJeffreyK;Projectmanagement achievingcompetitiveadvantage;PearsonEducation,
2009
NicholasM.;SteynJohnHerman;Projectmanagementforengineering,businessand
technology;IndianeditionRoutledge,4e,2012
Lewis,JamesP;Projectplanning,scheduling&control;McGrawHill
KloppenborgTimothy;Contemporaryprojectmanagement,Cengage,2009
Chandra,Prasanna;Projects:planning,analysis,selection,implementation&review,New
Delhi:TataMcGrawHill
MeredithJackR;Projectmanagement:amanagerialapproach; JohnWiley
Lock,Dennis;Projectmanagement;Gower
Kerzner,Harold;Projectmanagement:asystemsapproachtoplanning,scheduling,and
controlling;John Wiley
ConwayKieron;Softwareprojectmanagement:fromconcepttodeployment;NewDelhi:
DreamtechPress
Nagarajan,K;Projectmanagement;NewAgeInternational(P)Ltd.,5e,2010
Step
By
Step
(Microsoft)
ChatfieldCarl;JohnsonD.Timothy;Microsoftproject2010stepbystep
StoverTeresaS.et.al;Microsoftproject2010insideout
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Software
StudentsareexpectedtolearnandemploytheMSProjectssoftwareforgroupprojectworkas
wellasinassignment.
RecommendedPeriodicals
PMNetwork
ProjectManagerToday
Projects@Work
IEEEEngineeringManagementReview
PMIToday
RecommendedAcademicJournals
InternationalJournalofProjectManagement(http://www.elsevier.com)
ProjectManagementJournal (http://www3.interscience.wiley.com)
InternationalJournalofManagingProjectsinBusiness(http://info.emeraldinsight.com)
InternationalJournalofProjectOrganisationandManagement(http://www.inderscience.com)
Engineering,ConstructionandArchitecturalManagement(http://www.emeraldinsight.com)
JournalofConstructionEngineeringandManagement(http://www.ebscohost.com)
Websites
AmericanSocietyfortheAdvancementofProjectManagement(http://www.asapm.org)
AssociationforProjectManagement(UnitedKingdom)(http://www.apm.org.uk)
AustralianInstitute
of
Project
Management
(AIPM)
(http://www.aipm.com.au)
InternationalProjectManagementAssociation(http://ipma.ch)
InternationalAssociationforProjectandProgramManagement(http://www.iappm.org)
OfficialPrince2website(http://www.ogc.gov.uk/prince2)
ProjectManagementInstitute(PMI)(www.pmi.org)
8/12/2019 4. Solutions and Consulting
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Advance Decision Analysis
Course Summary and Aims
This course contributes to the achievement of 2 sub goals of PGDM Program. In doing so the subject
provides students with the understanding of analytical techniques necessary to meet the needs ofbusiness and the real-world decision-making problems. In this course, we discuss real-worldapplications as a motivation for learning business decision analysis. We will focus on quantitative toolsand optimization techniques to form basis for decision making. ovide students with an understandingof the roll of business statistics in decision making.
Student Learning Outcome
To critically analyse situations for forward thinking and business sustainability (Outcome 3.1, 2)
following learning objectives are formulated:
(a)Analytical thinking in complex business situation :
(b)Understand and apply Forecasting model, using aggregate planning using optimization
techniques
(c)Use of software like MS-Excel software, @risk software etc and interpretation of the result(d)Interpretation of quantitative based solution in managerial interpretation
Teaching Pedagogy
The course will be primarily based on interactive lectures, case discussions, live data sets and projects.Doing things is taught with real business project, and all students in the groups will try to identify
some real field situation and prepare a business model to propose an end to end solution. Learning willbe ensured through solution of real scenario and steps a consultant goes through while finding solution.Case studies and exercises will also be extensively used in the class to illustrate concepts and practicesand to help students develop the necessary skills required for a manager. A lot of emphasis will be onsource of data and types of data required for any particular problem of industry. An extensive use ofthe different software will be done in order to formulate quantitative business model and to findsolution.
Session Plan
Session 1:
Optimization : Application of Optimization tools in different industry based production
Case : Amarco Inc
Pre- reading: linear programing formulation and knowledge of excel for solution of LPP.
Session 2:
Sensitivity analysis and its importance in decision making process
Case 2:Flora farmers gladiolus bulb
Pre reading: theory of sensitivity analysis and how to get sensitivity report through MS-excel
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Session 3, 4
Forecasting models:Using Non-linear regression,
And Time series forecasting: Multiplicativedecomposition(Bothwithlineartrendandnonlinear
trend)
Usingoptimizationtominimize
Note: Students are expected to bring latest time series data from any industry to fit-in the forecasting
model
Assignment for session 3: Student groups are expected to identify the industry and business to carry
out project and submit synopsis of one page
Special Note: 15 days off class assignment to identify industry and business in which student group
would like to apply their learning, Initial field visit, identification of the problems and collection of
data is expected during this time.
Session 5, 6:
Combinatorial Model :
New product pricing based on brand value
Discount model and bundle to set in price based on past trend & buying behaviour
Work on live case
Session7 & 8:
Nonlinear optimization: Portfolio management, Pareto curve
Using optimization techniques for Minimizing risk with return higher than floor value
Maximising return with risk less than ceiling
Pre-reading: beginners knowledge about portfolio, Beta and
Methodology : Work on live data
Session 9, 10: Multiple Objective Programming :
Goal programming techniques
Case: Live case
Session 11&12: Simulation optimization
Hand on exercise with Live data using software
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Session 13& 14 : simulation with Optimization
Handonexercisewithlivedataandcase
Session15&16:Projectpresentation
Assessment method in alignment with learning outcomes
Students will be evaluated on the basis of case analysis, project, class participation and end-term exam.The weightage given to each of these units is listed below:
Class Participation 10%
Case Analysis 10%
Group project synopsis submission 5%
Group Project submission 15%
Group project presentation 10%
End Term Exam 40%
Specific Assessment Method Weightage Intended subjectlearning outcome
(3.1, 3.2) to be
assessed
Group Assessment Methods
Group Project Submission 15%
Group Project Presentation 10%
Group project synopsis 5%
Case analysis 10%
Individual Assessment Methods
Class Participation 10%
End-term Exam 40%
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Business Intelligence & Big Data
(Data Analytics Data Mining and Warehousing)
CourseBackgroundandObjectives:
Hellostudents!!FewQuickquestions:
HowmanypeopleknewMakeinterestingandmeaningoutofHugeDatabefore?
Docompaniesmeasuredata?Howmanytimes?InTB?InZeta/Zotta/BrontoBytes?
Whatareknowledgeknuggettsforfirms?
IsHadoopBIGDatathenextbigthing,afterERP?WhatisMapReduce?
WhattypeofbusinessrulesBusinessanalystswrite?
Though RBI,ShoppersStop,LIC,ICICI,AIIMS,AirteladoptedBIwhatisTHATdifferentiateswhenitcomes
toBI?
Whereare
Indian
Analytics
companies
standing?
Does
the
1990
IT
bubble
is
forming
again
in
India
in
BI?
WhatisOLAPmarket?Whatopportunitiesexist?
DoyouwedoDeNormalizationforusinganalytics?
HaveyouheardaboutIndianAnalyticsposterboyRajaram?
Whatisprescriptive,diagonisticanddescriptiveanalytics?
WhatisthearchitectureforBigdatatechnology.Examples.
CRISPDM Methodology: CrossIndustry Standard Process (CRISP) for Data Mining: Introduction and
applications
DearStudent,WelcometothiscourseonBusinessIntelligenceandBigdata.Thisisauniquecoursewhichprepares
youfortheworldofworkinanalyticsincompanies.Studentshavingoptedforthiscourseinthepreviousyears
have found placement offers from leading companies, the designations include Data analyst, Business
developmentManager,andBusinessAnalystand researchanalyst.Thecoursegivesyouablendof industry
knowledge,conceptsandexperientiallearningthroughcollaborativeteachingbyindustryexperts.Takethefirst
stepinjoiningthecourse;wewillthenhelpyoutocompletethejourneyintoapersonwellversedwiththeart
andscienceofanalytics.
Firstandforemostandveryimportant,thetermanalyticsstartedfromBusinessintelligence,dataminingonly.
Nowadayseverybodyareusingthis.Youhavemarketinganalytics,predictiveanalytics,financialanalyticsetc.
etcsometimesyougetconfusedtoo.Youpredictalmosteverythingifyouhavehistoricalbigdata,saystarting
fromcustomer/employeechurnanalysistolifetimevalueanalysis,retentiontechniquestoCARTorCHAIDor
conjointanalysisetc.Toexactlyunderstand whatIndianAnalyticalindustriesarecurrentlydoingonBIGdata,
orHadoopexamples,orcompanieslikeMuSigma,Nabler,AbsoluteData,ManthanSystemsaredoing.Wedo
thosehotcases/westudyinthisBIBD.
MOST IMPORTANTLY HANDS ON TRAINING ON STATISTICA WOULD BE GIVEN 68 HOURS FOR WHICH
STATISTICAWOULDPROVIDECERTIFICATIONTOALLSTUDENTS.
Pleasenote,
Itisnottheoretical
Itis
not
about
programming,
dont
bunk
classes.
Thebusinessscenariosandproblemslookstrangebutinteresting
Youneedtospendlongtopics/researchdiscussionsafterclasshourswithme
Ihavetogetmyhandsverydirtytomakeyoubusinessanalysts(!!??!!!)
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Thecourseistough:assignment+exams+Researchproject;hencegearup!!!
Analytics Promisinginbusiness,researchanddevelopment
BigdataBigmoney assaidbyMcKinsey:manywellpaidpositions(median$100k)
BusinessIntelligence(BI)andDatamininglookscool.Forme,toyoutoo!!!
Objectives
ToexactlyunderwhatIndianAnalyticalindustriesarecurrentlydoingonBIGdata,orHadoopbigdata.
Forexample,companieslikeMuSigma,Nabler,AbsoluteData,ManthanSystemsareallthehotIndian
Analyticscases thatwestudy.Please readblogsor forums,discussionsofDataAnalystsorbusiness
analysts.
Doyouknow, regressionmodels,factoranalysisordata interpretationsorstatisticalmodelsarenot
actuallyBigdatamodel.
Forbigdataanddataanalyticsoneshouldknowdatawarehousingtoo.
Pedagogy
The pedagogy will be a mix of lectures, experience sharing, real life case discussion, assignments and
industry/researchbasedprojects. Thecourseisfocusedonstrategicissueswithcasesastheprimaryvehicle
forlearning. Inadditiontothereadingmaterials,additionalreadingsandcaseswillbedistributedintheclass
fromtimetotime. Studentsarealsoexpectedtoprepareandanalyzeallthecasesasclassparticipationis
veryimportant.Therearefourmainpillarsinthecoursepedagogy,namely,(a)lecturescumPPTstoshare
theconceptual frameworks;(b)experiencesharingthroughcollaborativeteachingby industryexperts; (c)
handson StatisticaDatamining tools, computerlabbased; and (d) case studiesof leadingorganizations
selectedfromHarvardCasesandothersources.Thecourserequiresahighdegreeofinteractionsintheclass
onpartofthestudentsandfeedbackontheirhandsonworkisprovidedbyindustryexperts.
CourseRequirements
i. Sincemuchofthecoursematerialrequiresclassdiscussion,itisimportantthatyouarepreparedfor
theclassandpresentanddefendyourideas. Preparationforclassincludeshavingreadtheassigned
material.
ii. Wewilluseanumberofcases in thiscourse. Casesareagreateducationalexperiencebut they
absolutelyrequirethatyoubereadyfortheclass.Whencasesareassigned,youshouldcometoclass
readytodiscusstheissuesofthecase. Foreachcase,youshould:a)identifythemajorproblem,b)
giveyourrecommendationtoresolvethisproblem(bothshortandlongterm),andwhenappropriate
d) provide supporting analysis (both qualitative and quantitative) for your recommendations.Answeringthequestionsprovidedforeachcaseshouldhelpinthiseffort.
iii. Theclasswillbedividedintoanumberofgroupsandeachgroupwillhave5students. Forallcases,
eachgroupwillsubmitcaseanalysisreportandpowerpointpresentationonedaybeforescheduled
class.
iv. Therewill be several home assignments assigned throughout the Term alongwith a numberof
unannouncedquizzes. Latehomeworkwillnotbeacceptedandtherewillbenomakeupquizzes.
v. Classparticipationwillbebasedonthevalueyouaddtotheclassthroughyourquestions,statement,
andcomments. Itisthequalityofthesethatismoreimportantthanthequantity.
Courseduration:
16
sessions
plus
Statistica
hands
onwithStatisticacertification
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Evaluation
Quizzes : 20%
EndTerm : 30%
Project : 40%
Assignments : 10%
CAUTION: IuseEPHORUSandTurnitin software forPlagiarismdetection.Allyourproject submissions
shouldcometomeafterverificationofEphorus.IMTGhasprocuredTurnitin,FYI.CheckwithourIT/APO
department.
TextBookandReferenceBooks
BuildingDataMiningApplications forCRM :AlexBerson,StephenSmith,KurtThearling,TMH3rd
edition
DataMining:ToolsandTechniquesbyHanandKamber
Bigdatabookswhatevercostofbelow500wecanprocure.
ReferenceJournals(youwillhavetoreadcompulsorily)
EmeraldPublications:DirectMarketing,VineJournalofKnowledgeManagement.
IndersciencejournalsandElsevierjournalsonbigdata.
Business Intelligence based topics and Data Mining Business Cases at www.thearling.com,
www.dmreview.com,andalsocasesfromSpringer/IEEE
Analyticsmagazine
india
:please
read
many
free
articles.
IndustrialManagementandDatasystems,EmeraldPublications
Acronyms used: BA Business Analytics, BI (business Intelligence), DM (Data Mining), DWM (Data
Warehousing),CRISPDM,ETL,ODS.BDA:Bigdata
Sessions Topic/Session/LectureName Explanationsandcomments
12Introduction-
Data Management Issues; Role of Analytics in Business;
Effective IT infrastructure;connectingMISthatyoulearnt
infirstyear;recallESS,EIS,DSS.
Why Data mining and Data Warehousing; What is data
warehousing;Severalmarketverticalexamples
Book:HanandKamber Data
Mining: concepts and
Techniques.Pages17
www.thearling.com
whitepapersonWhatisdata
mining
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3Why Data mining and Data warehousing moredefinitions.
Whatisdatawarehousing
Severalmarket
vertical
examples
Book:HanandKamber Data
Mining: concepts and
TechniquesPages739
4 Dataminingorigin,DMknowledgediscoveryprocess;
Examplesapplications,DMcommunity.
MethodsandTechniquesinDataMining,DataWarehousing.
AnnouncementofProjectgroupbased.
Differentiating Business Intelligence and Analytics : IBM
downloadedmaterialthatIusuallyprovide.
Understandinganalytics
triangle
Book: Han and Kamber DataMining: concepts andTechniques Pages 7-39 ---contd
56 Data ware housedefinitions, differences with databases,
OLAP technology, data models, Warehouse architecture,
datamartDatawareHouse Implementation,DataCubes
Examples, delivery process, schema, STAR, SNOWFLAKE,
CONSTELLATION, DATA MARTS, ODS, meta data,
aggregations,ETLtools.
Case:BIatShoppersStop,BIatICICI,AIIMS,LIC.
Book:HanandKamber Data
Mining: concepts and
TechniquesPages10549
67 Data ware housedefinitions, differences with databases,
OLAP technology, data models, Warehouse architecture,
datamart;
Examples. Meta Data Management, consumers of Meta
Data.DataCleaning;DataQuality;Dataprocessingstages
Case:IndianGlobAnalyticscompany:ManthanSystems.
Case:MuSigma.
Itsalearningblast,sodontbunkthis.
Stick on to my slides with
references of different
researchreportweblinksthat
Ihavegiven
89
Aover
view
of
Indian
Analytics
Industry,
Big
data
opportunities..Completepresentation.
Dontmissthisclass,veryveryimportant.
Onpackages,roles,importanceofbusinessdomains.
Prepared fromMcKinseyGlobalReport,Gartner, IBM, IDC,
ForbesViews, Surveys.
ReportsofPWC,CRICIL,Bloombergongrowthofdata.
GartnerReports;
Forrester
Reporst.
Research paper,Refer Hand
book
1011
BIG
Data,
Hadoop
Systems,
Case
study
on
Indian
companies:
MuSigmacontdandAbsoluteData.
Stickon
to
my
slides
with
references of different
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HadoopandBIGData:
RulesforBigDataarchitectureincompanies.
WhenshouldacompanythinkofBigdata.
Whatis
V3
and
v5.
Text
mining
role.
Sentimentanalysisandtwitteranalytics.
Even NONBI student who is free and no class are most
welcome.
BusinessWorldarticlesonBIGData.
HOWBIGisBIGData.
researchreportweblinksthat
Ihavegiven
1213 DataLifecycle,
DataMiningToolssnapshots,BIVendors
RealTimeBusinessIntelligence,OracleBAM.
EnterSOCIALCRMthroughSocialMediaanalytics
BigDatainHealthcare
MachinelearningandAI:neededforBDA.
Bigdatainretail.
Bigdata
in
financial
management:
Allapplicationswithexamples.
Stick on to my slides with
references
of
differentresearchreportweblinksthat
Ihavegiven
14. Building predictivemodels,MarketBasketAnalysis,CART,
CHAID.Typeofvariables,Dataclusteranalysis,hierarchical
andpartitioningmethodswithpracticalexamples.
Understandpredictionandforecasting.
UnderstandNeuralnetworks
Calculatingthe
ROI
of
BI
by
Jonathan
Wu,
BASECONSUTLINGGROUP,USA
CRISPDMMethodology
CrossIndustryStandardProcess(CRISP)forDataMining:
Introductionandapplications
FACEBOOKSuccessthroughBIdiscovered:case
Stick on to my slides with
references of different
researchreportweblinksthat
Ihavegiven
Guestlectures ComputerlabBuildingModel:formarketingBasketanalysis
UsingStatisticaSoftware
Computerlab
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Guestlectures ComputerlabBuildingModel:fordecisiontrees
UsingStatisticaSoftware
Computerlab
Guestlectures ComputerlabBuildingModel:forpredictivemodeling
UsingStatistica
Software
Computerlab
Guestlectures Computer lab Building Model : for CHAID, Clustering
methods
UsingStatisticaSoftware
Computerlab
2extra
sessionsfor
presentations
Projectdiscussions,descriptionsandpresentations
Asabusinessstudentwhenyoujoincompaniesespecially inBIarena,youneedtosometimesunlearnsome
thingwhich
you
have
done
theoretically
in
the
class
as
there
are
several
advanced
tools
emerging
and
your
companymayjustuse that.For this sake, Iwouldbe introducing from time to time, ineach session,Extra
Informationlike:
BIConsultancy
DataMartbuilding
ROIofDWH
SizeofDWH
PMML
CRISPDM
Datadenormalization
Theschedule
for
tests,
submission
of
projects,
presentations
will
be
intimated
time
to
time
in
as
per
rules
of
IMT.Youarefreetocontact,discussandclearyourdoubtswithmebetweenofficehours.Iexpectcomplete
discipline,dedicationandsincerityfromeachstudent. Myofficephonenumberis01203002219.
GroupProject
Thegroupprojectwillbeoneofthemostimportantlearningtoolsofthecourse. Eachgroupwillcompriseof
5students. Eachteamwilldevelopaliveproject.Thisisahighlyinteractivereallifeproject,whichrequiresa
highdegreeofanalysisandtangiblerecommendations. Yourgroupisrequiredtoidentifyacompanyaswell
asproject.
Projectwillbebasedontopicsgivenbelow.Thesetopicsareonlysuggestive.Studentswillgotothevarious
organizationsdependingon theneedofprojectand gather the information.According theywillplan for
developmentofproject.Itisexpectedthatprojectwillinvolveadditionaltimeoutsideofclassandlabtimeto
complete.
ProjectIdeasThedatesforsubmittingthetopics,phasewiseprogressreport&finalsubmissionwillbedecidedintheclass.
Thepresentation timeper groupwillbe15minuteswithnotmore than710 slides. If the timeexceeds
negativemarkswillbeassigned.Themarkswillbeawardedongroupperformancebasis.Thepresentation&
codewillbeemailedtotheprofessorinformofawriteupatthefollowingemail:[email protected] within
48hoursofthepresentation.
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Thedeliverablesoftheprojectinclude:
1. Projectproposal
2. InterimReport
3. FinalReport
4. Presentation
ProjectProposalFormat
Yourproposalshouldincludefollowing:
Introduction/Backgroundoftheproject
Rationalfortakingtheproject
Objectiveofthestudy
Scopeofthestudy
Methodology(provideflowdiagram)
Expectedoutcome
Projectschedule
InterimReportFormat
Interimreportislikeprogressreportandshouldbeabout10pages(maximum). Itshouldincludefollowing:
Introduction/Backgroundofthestudy
Objectiveofthestudy
Scopeofthestudy
Methodology(provide
flow
diagram)
ExistingSystem
Datacollection
Dataanalysis
FinalReportFormat
Thefinalreporthastobepreparedandsubmitted inthe formatencompassingtheareasmentionedhere
undertheheadingofContents.
ExecutiveSummaryAcknowledgementsListofAbbreviationsListofTablesListofFigures1. Introduction/Backgroundofthestudy
2. Objectiveofthestudy
3. Scopeof
the
study
4. Methodology(provideflowdiagram)
5. ExistingSystem
6. Datacollection
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7. Dataanalysis
8. ProposedSystem
9. Recommendations
ReferencesAppendix
GroundRules
Theentirereportmustbeintherangeof3040pages.
TheFinalReportformatasmentioned intheheadingContents isnotsacrosanct. It issubjectto
changedependingonthesectorspecificrequirementsthatneedtobeincorporatedandhighlighted
soastoimprovetheunderstandingofBA/BI. PleaseuseSummerProjectGuidelinesasStyleManual
forwritingthereport.
Gradingofthereportwillbedoneonthestrengthoftheanalysisandexplanationtherein.
Nographs,
which
is
basically
areproduction
of
the
data
provided,
are
to
be
included
as
part
of
the
report.
Pleaseincorporatediagramswhereverpossible.
Pleasefollowtheguidelinesofthesummerprojectintermsofreportsubmission.
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Session 6 & 7 : Enterprise System Implementation
ERP implementation methodology,system selection and evaluation,managing ERP implementationprojects which will seamlessly integrate the various business processes of the enterprises and alsocritically examine the issues relating to implementation.The students should be able to identify thesuccess factors in ERP implementation.
Readings:1.Article :Implementing an integrated system in a socially dis-integrated enterprise byA.R.Elbanna,Journal of Information Technology and People,Vol.20,No.2,2007
2.Case : CISCO Systems Implementing ERP,Harvard Business Review(3.2)*
Session 8: Emerging trends of ERP
The aim of this session would be to have an in-depth discussion of the emerging trends in ERP incontext to various business issues like cost,implementation time and others.Also role of ERP in asupply chain and concepts of extended ERP would be discussed.The session would conclude withdescribing the various factors which will determine the future of ERP.
Readings:1.Article:How can your company build an excellent supply chain? Wharton Press2.Article:Integration of Supply Chain with Internet and ERP System: Case Study.
Session 9 & 10: Sales and Distribution Applications
Sales order management process, Sales and distribution functionalities in ERP
Reading: SAP documentation on SD Module
Session 11 : Materials Management Applications
Purchasing process in standard ERP applications, Functions and tools for managing inventory
Reading: SAP documentation on MM Module
Session 12: Production Planning Applications
Production planning and management functions in a standard ERP applications.
Reading: SAP documentation on PP Module
Session 13: Financial Accounting and Controlling
Basic concepts related to Financial Accounting and Controlling.
Reading: SAP documentation on FI and CO Module
Session 14: Human Capital Management
Understanding of the concepts related to human resource management and standard practices relatedto it as provided by a standard ERP application.
Reading: SAP documentation on HCM Module
Session 15 & 16: Project presentation and submission of outputs of sessions 9-14 in Hard
Copy.
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Teaching/ Learning
Methodology
1.Class discussions to understand the real life implementations of the concepts learnt as pre-reads.
2.Case Studies to discuss Best of Breed real life implementations in India and abroad. Some of thecase studies would have to be solved by the students individually and a hard copy of the case analysishas to be submitted to the faculty concerned.
3.Group work aimed at developing understanding of application of management informationsystems in various contexts. The students would be given a topic to develop as a project and has topresent the same as well as submit it.
Also the course outline has been designed keeping in view the need of managers to relate theinformation processing in relevance to the global and Indian business situations.
Assessment Methods
in Alignment with
Intended Learning
Outcomes
Specific assessment methods/
tasks
%
weightage
Intended subject learning outcomes to be
assessed (Please as appropriate)
a b c
(3.2)*
d
Continuous assessment 100%
GROUP 40
Major group project on any
topic (Synopsis+ report+
presentation)
10+20+10
INDIVIDUAL 60
Individual write-up assignment
(case analysis)
10 *
Quiz /class assignment 10
End term 40
Total 100%
*This component of assessment will be used for AACSB Assurance of Learning (Learning
objective -3.2)
Faculty Meeting hrs.
Venue Faculty
Cabin
Section A Friday 11:00 am 1:00 pm
Student Study Effort
Expected
Class Contact:
Lectures 20 Hrs.
Case discussion and activities 20 Hrs.
Other student study effort:
Preparation for discussion 20 Hrs.
Preparation for Project/assignment/tests 40 Hrs.Total student study effort 100 Hrs
Reading List and
References
Text Book:
MarySumner,EnterpriseResourcePlanning,PearsonEducation
Reference Books:
AlexLeon,DemystifiedERP,TataMcGrawHill.
ERPWare:ERPImplementationFrameworkbyV.K.Garg&N.K.Venkitakrishnan
Journals:
HarvardBusinessReview
EuropeanManagementJournal
Journalof
Operations
Management
InternationalReviewofRetail,DistributionandConsumerResearch
IndustrialEngineering
SloanManagementReview
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InformationRiskManagement
Background
The course discusses the needs and methods to identify the risk and subsequently manage the
information. Following objectives are expected to be met during the course:
How the management of information risk will bring about significant business benefits
How to explain and make full use of information risk management terminology
How to conduct threat and vulnerability assessments, business impact analyses and risk
assessments
The principles of controls and risk treatment
How to present the results in a format which will form the basis of a risk treatment plan
The use of information classification schemes
Detailed session plan
Session 1 and 2
Theconceptsandframeworkofinformationriskmanagement
Theneedforinformationriskmanagement
Thecontext
of
risk
in
the
contemporary
business.
References
Ch1Textbook
BCSreferencematerial
Case:TheuseandmisuseofInformationTechnologyTheleversofcontrolrevisited
Session 3 and 4
BasicsofInformationriskmanagement
Relevanceofinformationsecurity
Theriskmanagementstandardsandindustrywidebestpractices
Implementinginformationriskmanagement
References
Ch2Textbook
BCSreference
material
Case:Buildingnetworksthatvanadapttorisk
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Session 5 and 6
Theorganizationwide agendaofinformationriskmanagement
Therequirements
Strategicapproachtoinformationriskmanagement
Informationclassification.
Reference
Ch3and4oftextbook
BCSmaterial
Case:EngroChemicalsPakistanLtdTheBusinessDisasterovercome
Session 7 and 8
Riskidentification(9hours)
Identificationofassets
Businessimpactanalysis
Threatandvulnerabilityassessment
Reference
Ch5and6oftextbook
BCSmaterial
Case:Todays
Solutions
and
Tomorrows
Problems
The
Business
Process
Outsourcing
Risks
Session 9 and 12
Riskassessment
Riskanalysis
Riskevaluation
Optionsforriskmanagementcontrol
Reference
Ch7and
8of
text
book
BCSmaterial
Case:Buildinglearningnetworksthatcanadapttorisks.
Session 12-16
Risktreatment
Riskreportingandpresentation
Businesscases
Risktreatment
plans
Monitorandreview
Informationriskmonitoring
Informationriskreview
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Reference
Ch9and10oftextbook
BCSmaterial
Case ConductingRiskStrategyAuditLearnablerisks
EvaluationCriteria
Project: 30%
EndTermExam: 40%
Caseanalysis: 20%
Quiz:
10%
Textbookreference
Kouns, Minoli,Information Technology Risk Management in Enterprise Environments, Wiley
publications, ISBN: 978-0-471-76254-6
Adapted from http://certifications.bcs.org
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Session67
Activitiesofthesystemsanalysislifecyclephase.
Effectofbusinessprocessreengineeringonactivitiesoftheanalysisphase.
Functionalandnonfunctionalsystemrequirements.
Typesofuserswhowillbeinvolvedininvestigatingsystemrequirements.
Typeof
information
that
is
required
to
develop
system
requirements.
Determinesystemrequirementsthroughreviewofdocumentation,interviews,
observation,prototypes,questionnaires,vendorresearch,andjointapplicationdesign
sessions.
Needforvalidationofsystemrequirementstoensureaccuracyandcompletenessand
theuseofastructuredwalkthrough.
Readings: Chapter 6 & 7: Systems Analysis & Design John Satzinger Thomson
Session8
Creatinginformation
system
models.
Typesofmodels,andspecificmodelsusedforanalysisanddesign.
Useofeventstodefineactivitiesandusecases.
Identifyandanalyzeeventstowhichasystemresponds.
Identifyandanalyzedataentitiesandobjectsneededinthesystem.
Read,interpret,andcreateanentityrelationshipdiagram.
Read,interpret,andcreateaclassdiagram.
Readings: Chapter 8 & 9: Systems Analysis & Design John Satzinger Thomson
Session9
10
Developusecasediagrams.
Writeusecaseandscenariodescriptions.
Developactivitydiagramsandsystemsequencediagrams.
Developstatemachinediagramstomodelobjectbehavior.
ExplainhowUMLdiagramsworktogethertodefinefunctionalrequirementsforthe
objectorientedapproach.
Readings: Chapter 8 & 9: Systems Analysis & Design John Satzinger Thomson
Session11
Explainhow
the
traditional
approach
and
the
object
oriented
approach
differ
when
modelingthedetailsofausecase.
Componentsofatraditionalsystem:Dataflowdiagrams,dataelementdefinitions,data
storedefinitions,andprocessdescriptions.
Developtablestoshowthedistributionofprocessinganddataaccessacrosssystem
locations.
Readings: Chapter 8 & 9: Systems Analysis & Design John Satzinger Thomson
Session1213
Prioritizethe
system
requirements
based
on
the
desired
scope
and
level
of
automation
forthenewsystem.
Describethestrategicdecisionsthatintegratetheapplicationdeploymentenvironment
andthedesignapproachforthenewsystem.
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Determinealternativeapproachesforsystemimplementation.
Evaluateandselectanimplementationapproachbasedontheneedsandresourcesof
theorganization.
Describekeyelementsofarequestforproposal(RFP)andevaluatevendors'proposals
foroutsourcedalternatives.
Developaprofessional
presentation
of
findings
to
management.
Readings: Chapter 8 & 9: Systems Analysis & Design John Satzinger Thomson
Session1415
Anoverviewofthestructuredmodels,modeldevelopmentprocess,andrelated
terminology.
Howdataflowdiagrams(DFD)areannotatedwithautomationboundaryinformation.
Howinformationfromanalysisphasemodelsistransformedintodesignmodelsusing
systemflowcharts,
structure
charts,
and
module
pseudocode.
Howtraditionalsoftwaredesignisintegratedwithotherdesignphaseactivities.
Howthetraditionalapproachisappliedtodesignathreelayerarchitecture.
Explainthepurposeandobjectivesofobjectorienteddesign.
Developdesignclassdiagrams.
Readings: Chapter 8 & 9: Systems Analysis & Design John Satzinger Thomson
Session 1516
ProjectPresentations
Teaching/Learning
MethodologyLectures,
case
study
discussions,
group
based
discussions,
assignments,
industry
experts
talk,andprojects.
Assessment
Methodsin
Alignmentwith
IntendedLearning
Outcomes
Assignments:20%
Groupproject:30%
CasePresentations:10%
Finalexam:40%
FacultyMeeting
hours;
VenueFaculty
Cabin
All Willbeintimatedatthetimeofcommencementofthecourse
ReadingListand
References TheUnifiedmodelinglanguageuserguide,G.Booch,J.
RambaughandI.Jakobson,AddisonWesley,1998.
TheUMLReferencemanual,G.Booch,J.RambaughandI.
Jakobson,AddisonWesley,1998.
AnalysisandDesignofInformationSystems,JamesA.Senn,Mc
GrawHill
VisualModelingwithRationalRose2000andUML,Terry
Quatrani,AddisonWesley,2000.
Fundamentalsof
Object
Oriented
Design
in
UML,
Meiler
Page
Jones,AddisonWesley,2000
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E- Business
SubjectTitle eBusiness
CreditValue 2RoleandPurposes ThiscourseprovidesanintroductiontoeBusiness businessthathappensonline.Online
business
is
increasingly
gaining
acceptance
and
importance
in
our
networked
world
of
globaltransactionsandglobalcompetition.Intoday'sglobalmarket,ebusinesscanno
longerbeconsideredan independentphenomenon from theorganization. Instead,e
businesspervadesallfunctionalareasoftheorganizationandmustbeconsideredinall
aspectsofmanagerialdecisionmakingandproblemsolving.Thiscoursefocusesonthe
strategicaspectsofelectronicbusinessandbuildsuptodevelopsustainablecompetitive
advantage in the new economy. The purpose of the course is to enable a student
recognizeupcomingcompetitivethreatsanddevelopalternativestocounterthem.
SubjectLearning
Outcomes
Oncompletionofthiscourseyoushould:
a) HaveageneralunderstandingoftheInternetandrelatedtechnologies
b) Understandcurrent
and
future
benefits
of
ebusiness,
both
in
India
and
worldwide
c) Beabletoanalyzeandunderstandthevariousatomicebusinessmodels.
d) Understandhowtostartanewebusinessinitiative.
e) Beabletospecifynewdimensionstoanexistingebusinessandbeabletospecifythe
developmentofelectroniccommercecapabilitiesinacompany
f) UnderstandthelegalaspectsoftheInternetandrelateddevelopments
g) Understandmbusinessanditsbenefits.
SubjectSynopsis/
IndicativeSyllabusSession1&2:Introductiontoebusinessandecommerce
HistoricaldevelopmentoftheInternetandebusiness
TheriseoftheInternetThegrowthinaccessibletechnologies
Theriseof"dotcoms"
ecommerceversusebusiness
ebusinessinfrastructure
Thecomponentsofmcommerce
Readings: Chapter 1: Dave Chaffey, E-Business and E-Commerce Management:Pearson EducationLearning:HistoricaldevelopmentoftheInternetandebusiness
CaseDiscussion:
Napster.com
Amazon.com
Session47:ebusinessmodels
ebusinessversustraditionalbusinessmodels
Introducingebusinessmodels
Thethreatofnewentrants
Low barriers to entry
The threat of disintermediationReadings: Chapter 2: Dave Chaffey, E-Business and E-Commerce Management:Pearson Education
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ClassNotes
Learning:ebusinessmodels
CaseDiscussion:
eBay.com
facebook.com
Amazon.comGexpro.com
Session810:ebusinessstrategy
Strategyimplementation
Clicksandmortarasafuturestrategy
Developingebusinesssolutions
Onlinepaymentsystems
Readings: Chapter 5: Dave Chaffey, E-Business and E-Commerce Management:Pearson Education
Learning:ebusinessmodels
CaseDiscussion:
Ford
Citibank
Session1112:EBusinessIntegrationforOperationsManagement
Identifythecomponentsofavaluechain.
Examinethelinkbetweenebusinessandtheorganization'svaluechain.
Analyzethevaluechainfornewebusinessopportunities.
Eprocurement
Readings: Chapter 6 & 7: Dave Chaffey, E-Business and E-CommerceManagement: Pearson Education
Learning:ebusinessmodels
CaseDiscussion:
ShellChemicals
Session1314:Emarketing&CRM
Emarketingplanning&strategyeCRM
customerretentionmanagement
Readings: Chapter 8 & 9: Dave Chaffey, E-Business and E-CommerceManagement: Pearson Education
CaseDiscussion: Tesco
Session 1516:CSecurityðicalchallenges,mBusiness,mobile
applications&
Project
Presentations
Readings: ClassNotes
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Teaching/Learning
Methodology
Lectures,casestudydiscussions,groupbaseddiscussions,assignments,industryexperts
talk,projects.
Assessment
Methodsin
Alignmentwith
IntendedLearning
Outcomes
Assignments: 20%
Groupproject: 30%
CasePresentations:
10%
Finalexam: 40%
FacultyMeeting
hours;
VenueFaculty
Cabin
All Willbeintimatedatthetimeofcommencementofthecourse
ReadingListand
References
RequiredTextBook:DaveChaffey, EBusinessandECommerceManagement:Pearson
Education
ReferenceBooks:
LaudonandTraver,ECommerceBusinessTechnologySociety:Pearson
Education
Rayport,JeffreyandBernardJaworski,ECommerce:TataMcGrawHill
Dietal&Steinbuhler,eBusiness&eCommerceforManagers: Prentice
Hall
RaviKalakota,MarciaRobinson,eBusiness2.0:RoadmapforSuccess:
PearsonEducation
RaviKalakota,AndrewB.Whinston,ElectronicCommerce:AManager's
Guide:Pearson
Education
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Green IT and Sustainable Development
Overview
This course will introduce students to the new area of Green IT and sustainable technologies. Thecourse will cover emerging problems associated with the rapid growth in energy consumption ofmodern computing infrastructures, including data centers, and discuss recent research focused onmitigating these problems. The course will also cover ways to leverage computation, networking,and sensing to improve the energy-efficiency of society, e.g., by automatically regulating energyconsumption in buildings, homes, etc.
These days, it seems like everyone wants to go green. But its not just a fad; there are many greatreasons why it is in our collective best interests to conserve, to be kinder to Mother Earth, and to makethe most of what this amazing universe provides us. Its become quite clear that all we create and allwe consume can deeply affect our lives, now and in the future. 1 This Green Information Technology
course is about looking through your sustainability lens and determining the right IT solutions thatnot only make sense for the environment (planet), but also for the rest of the triple bottom line profits,and people. The course will alternate each focusing on topics focuses on improving the energy-efficiency of computing versus improving the energy-efficiency of society.
Course objectives:
1. To Assess enterprise-wide and personal computing and computing related energyconsumption.
2. To understand all Green IT initiatives by various companies.3. Choose the best sustainable Green Technologies for business applications.
4. to Evaluate the regulatory and governance issues surrounding Green IT.5. to Recognize the necessity for long-term sustainability in Green IT.6. Formulate plans for CSR related processes for reducing IT heating and cooling
requirements.7. Execute a virtualization plan wrt Green and sustainable technologies.8. To learn Green Computing, including background9. To learn soecome nomics (to understand electricity markets)1. To understand what exactly is data hunting and privacy2. Let us learn all CSR related activities.
This course empowers students to understand the energy use, waste, and other environmental impactsof IT systems while reducing life cycle costs, thereby improving competitive advantage.
Students learn on: green data centers, recycle computer equipment, understand to minimize power, usevirtualization to reduce the number of servers, and other green technologies. Students also learn howto make green IT an integral part of organizational culture and planning, to foster long term sustainableinformation technology. The course is executed through a combination of lectures, guest lectures, fieldtrips, assignments, labs, case studies, and a term project.
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Evaluation:
Class Participation, Quiz : 15% Research Paper Reviews: 15% Paper Presentations and projects: 50%
End term exam : 20%
Please note three sessions will be done amphitheatre to reduce energy consumption.
Session 1-2.
Introduction to Green IT and Sustainable Technologies. What is Green Computing and Green
Technologies.
Forest loss analytics.
Understanding E-waste, Toxic links etc.
Green Norms : for corporate, for governments
Mahindra Reva : discussion on Electric cars and visit to Mahindras Reva in delhi.
Web based Case discussion :
(a)Top 10 Companies that Paint India Green.
(b)How Green is India Inc.?
Session 3-4.
(a)Capegemini Reports and Gartner Reports of Green IT (Gartner Says Indian Green IT And
Sustainability Spending To Reach $70 Billion By 2015).
(b)The impact of Googling: some 40 mt. tons of CO2 daily: case
(c)Super light cars : a cover story
(d)Earth hours and other Green Measures.
(e)Case study
Session 5-6-7
1. Research an organizations IT sustainability2. Research an organizations IT power usage and identify ways to reduce it. (RA)3. A tentative list of per-week topics on computing includes: Renewable Integration,
Leveraging Energy Storage, Building Balanced Systems, Energy-efficient Networking,Green Storage, and Power Proportionality. A tentative list of per-week topics on improvingsociety's energy-efficiency includes: Smart Buildings, Grid Peak Reduction, Non-intrusiveLoad Monitoring, Security and Privacy, Renewable and Storage, and Demand Response.
Case study
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Sessions 8-9-10
Assessing enterprise-wide and personal computing and computing related energy consumption.Understand all Green IT initiatives by various companies.
How do you choose the best sustainable Green Technologies for business applications. Evaluating theregulatory and governance issues surrounding Green IT. The necessity for long-term sustainability inGreen IT.
Case study
Session 11-12-13-14
Formulate plans for CSR related processes for reducing IT heating and cooling requirements.Executing a virtualization plan wrt Green and sustainable technologies. Let us learn tounderstand electricity markets)
Field Visit to RRR Company in Delhi/Noida/Ghaziabad
Session 15-16
We would address with example the following questions
1. Where does Carbon meet Computer?2. Green Computing The basics3. Data and information explosion What are the drivers?4. Understanding Electricity Markets?5. Assessing Enterprise wide energy consumption [Micro]6. Assessing aggregate level energy consumption [Macro]7. Cloud and Green Where do they meet?8. Data Center design and Green philosophy9. Technology Convergence and its impact in Green10. Energy and CSR is it mostly Green Washing?11. Green IT and long term energy sustainability?12. Product Service Migration and its Green Impact?13. Kyoto Protocol and its Green Focus?14. Carbon Credits and Carbon trading?15. Greener IT world Some Prescriptions?
Guest lectures
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IT STRATEGY
SubjectTitle INFORMATIONTECHNOLOGYSTRATEGYCreditValue 2Role
and
Purposes
Thiscourse
provides
students
with
an
understanding
of
therelationshipbetweenITandbusinessstrategyandenablesthemdevelopstrategicITplansforbusinessorganizations.ThesubjectwillalsohelpthestudentsunderstandhowwellknownorganizationsindifferentsectorshavedevelopedtheirITstrategyandalignedthesamewiththeirbusinessstrategyto
gaincompetitiveadvantage. Itwillalsoprovideanunderstandingofsourcingstrategiesandotherrelatedempiricalpracticestypicallyadopted.Itwillenablethestudentsappreciatethe
overall IT ecosystem of an organization including the interrelationship between IT and
organizationstructure,innovationandregulatorypractices,amongothers.
SubjectLearning
Outcomes
a)UnderstandtheconceptualframeworksofbusinessandITstrategyalignment,IT&organizationsandsourcingstrategies.b)
Demonstrate
the
capability
to
articulate
the
IT
strategy
of
a
typical
enterprise
consideringallrelevantfactors.c)DemonstratethecapabilitytoaudittheITstrategyofanenterpriseandevaluateitscomprehensivenessandinternalconsistencyd)InculcatetheabilitytolinkempiricalpracticesasobservedthroughcurrentawarenesswiththetheoreticalframeworksofITstrategyandbridgethetwo.
SubjectSynopsis/
IndicativeSyllabus
Session1 2:FundamentalsofStrategyandIT
PortersModelwithITsuperimposedonit;DebateonDoesITMatter;
MovieNewInformation&CommunicationTechnologiesReadings
Chapter1oftheprescribedtextbook
Chapter1ofApplegateet.al CorporateStrategyandInformationSystems,TataMcGraw
Hill
HBRPaper,ITDoesNotMatter,NicholasCarr,2003
HBRPaper,StrategyandtheInternet,MichaelPorter:HBRMarch2001
HBRPaper,8thingswehateaboutIT
Learning:(i)AppreciatethesignificanceofITforasoundbusinessstrategy (ii)Understand
howITcanbesuperimposedonwellknownstrategicmanagementframeworks; (iii)Pursue
theongoingdebateonwhetherITmatters
Session3:BusinessITStrategicAlignmentModels
NolansGrowthModel;McFarlarnStrategicGrid;HendersonandVenktaraman,Strategic
AlignmentModelReadings
Chapter2oftheprescribedtextbook
Chapter1ofApplegateet.al CorporateStrategyandInformationSystems,TataMcGraw
Hill
Learning:(i)UnderstandthewellknownclassicalframeworksofBusiness&ITStrategy
Alignmentandtheirpracticalapplications
Session4:ITStrategyofatypicalFirm
ReviewoftheITStrategyofDFID,UKReadings
ITStrategyofDFID,UKLearning:TypicalcontentsofanITStrategyandhowitattemptsanalignmentwith
BusinessStrategy
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Session5&6:StrategicITPlanning:GuestLecturebytheHeadofanITConsultingFirm
HowconsultantsprovidealinkbetweenBusinessStrategyandITStrategyofalarge
GovernmentOrganizationspursuingITbasedsystems
Readings
TheCaseofAssamStatePWD
Chapters3and
4of
the
prescribed
text
book
Learning:Factorstobeconsideredwhiledevelopingan ITStrategy;ContentsofanITStrategy;PhasesofITStrategy;VariousplanningapproachesSession78:InformationTechnologyandOrganizations
Organisations;structuresandprocesses;strategicandeffectivenessvariables;organizationalflexibility;impactsofIT;contingencyfactorsReadings
PublishedPapersontheaboveSubjectLearning:Understandtheprocess,structural,strategicandeffectivenessvariablesofanenterpriseandhowtheyareimpactedbyIT;Also,incorporationoforganizationalflexibility
inthis
framework
Session9
Whatisoutsourcing;typesofoutsourcing;DriversandRisksofOutsourcing;advantages;
challengesofsuccessfuloutsourcingstrategies;writingoutsourcingcontracts;
StrategicOutsourcing:CaseStudy
Readings
CathayPacificCaseStudy
Chapter9oftheprescribedtextbook
Learning:FundamentalsofoutsourcinganditscriticalitywithregardtoITStrategySessions
10
11:
Perspective
of
IT
outsourcing
Service
Providers:
Guest
Lecture/
Panel
discussionsbyITOutsourcingfirm/s
HowthecurrentdynamicsoftheIndianITOutsourcingindustryworkandlessonswhich
canbelearntfromthem
Readings
SharingofNotes/PPTsofguestspeakerfromindustries
Learning:ContemporarydevelopmentsintheITOutsourcingindustryandtheirimpactonITStrategiesofFirms
Session12:KnowledgeManagement&ITStrategy:CaseStudy
IT&KnowledgeManagement;HowITmakesanimpactonlargemultigeographical
organizations;
Redefining
IT
Strategy
Readings
CaseStudy:EnablingBusinessStrategywithITattheWorldBank
Learning:HowITcanbeusedtoleverageknowledgemanagementinenterprisesandtherebyfacilitateachievementofbusinessobjectivesSession13:EvaluatingPayofffromIT
QualitativeassessmentofthecostbenefitanalysisfromITInvestmentsinanEnterprise
Readings
CaseStudy:DoesITpayoff?StrategiesofTwoBankingGiants
Chapter9oftheprescribedtextbook
CaseC2ofApplegateetal(pp.612636)
Learning:HowsimilarorganizationsinthesameindustrycanfollowdifferentoptionsofITinvestmentsandobtaindifferentresultsintermsofimpact.Session14:ITApplicationStrategy
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WhyCOTS;COTSpackageselectionlifecycle;COTSimplementationstrategyReadingsChapter5oftheprescribedtextbookSession15&16:StrategiesforManagingITledChange
ManagingChange;BarrierstoChangeProjectpresentationsReadingsChapter11oftheprescribedtextbook
Teaching/Learning
Methodology
Theteaching/ learningmethodologyforthecoursewould includethosewhichhelpthe
studentsinabstractconceptualizationaswellasinobtainingconcreteexperiencesofthe
prevailingbusinesspractices.
Abstractconceptualization relatedmethodswould include lectures, textbook readings
andcasestudyanalysis.CaseStudieswillbegivenbeforehandandthestudentswouldbe
requiredtomaketheirgrouppresentationsinthesessionsassigned.
Guestlecturesfromindustryexpertswillbeanimportantsourceofconcreteexperiences
in understanding business practices and deriving conceptual frameworks from them.
Additionally,thestudentgroupswouldberequiredtomakeclassroompresentationson
thelatesttechnologicaldevelopmentsaspublishedinrecentnewspaperreports,business
andITjournalsandtechnologyrelatedblogsandnewsavailableonlineandjointlyexplore
howthesedevelopmentswouldtriggerstrategicinitiativesbythecompanies,particularly
thosewhichareITintensiveintheirproducts/servicesandprocesses.
Whilethesemethodshelp ingraspingexperiences,thenext logicaland importantstep
wouldbe
to
facilitate
transformative
experience
through
active
experimentation
and
reflectiveobservations.
Thestudentgroupswillbeengagedingroupprojectsaimedatindependentresearchon
how typical companies indifferent sectorspractice development of IT strategies. The
groupswillberequiredtobrainstormanddeliberateonhowadditionallessonslearntfrom
thesegroupprojectsvalidateorprovideadditionalinsightsonthelectures,textbookand
casestudybasedpresentationoftheconceptssharedearlier. Thesegroupprojectswillbe
chosenbytheteamsofstudentsoncontemporarytopicsandwillbepresentedbythem
towardstheendofthecourse.
Thestudentswillalsobeencouragedtoparticipateinvirtualdiscussionsonthefacultyled
blogs on contemporary topics by sharing their reflections through comments and/or
initiatingnewthreads.Theinsightsemergingfromthesewouldbesharedwiththeentire
classfortheirunderstandingandfurtherreflections,ifany.
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Assessment
Methodsin
Alignmentwith
IntendedLearning
Outcomes
Specific assessment methods/
tasks
% weightage Intended subject learning outcomes to
be assessed (Please as appropriate)
a b (1.3) c d
Continuous assessment 100%
GROUP 35
Major group project on any topic 20 + 5
Cases Discussion 10
Peer Group Evaluation 5
INDIVIDUAL 65
Quiz (2 best of 3) 20
End term 45
Total 100%
FacultyMeetinghrs
VenueFaculty
Cabin
All Thursday4PMto6PMSaturday11.30AMto1.30PM
StudentStudy
EffortExpected
ClassContact:Lectures 06Hrs.Casediscussionandactivities 10Hrs.Otherstudentstudyeffort:Preparationfordiscussion 20Hrs.PreparationforProject/assignment/tests 30Hrs.Totalstudentstudyeffort 66Hrs
ReadingList
and
ReferencesText
Book:
Dubey,S.
S.
(2009):
IT
Strategy
and
Management,
PHI
Learning
Pvt.
Ltd.
ReferenceBooks:a) Applegateet.al CorporateStrategyandInformationSystems,TataMcGrawHill
b) Turban;McLean;Wetherbe InformationTechnologyforManagement
c) Haag,BaltzanandPhillipsBusinessDrivenTechnology,TataMcGrawHill
d) WendyRobson,StrategicManagementandInformationSystems,PitmanPublishing
e) EffyOz ManagementInformationSystems
f) LaudonandLaudon ManagementInformationSystems,
g) Hughes,Bob(2009)ExploitingITforBusinessBenefit,BritishComputerSociety,
UK
h) Kagermann,Henning;Osterle,HubertandJordan,JohnM.(2011)ITDrivenBusiness
Models:Global
Case
Studies
in
Transformation,
John
Wiley
&
Sons,
Inc.
i) NASSCOMStrategicReview,2011,2012,2013
Journals: CommunicationoftheAssociationforInformationSystems
InformationSystemsResearch(Informs)
InternationalJournalofElectronicCommerce
JournalofComputerInformationSystems
JournalofOrganizationalComputingandElectronicCommerce
JournaloftheAssociationofInformationSystems
MIS
Quarterly
(Management
Information
Systems
Research
Centre,
University
of
Minnesota)
MISQuarterlyExecutive:aresearchjournaldedicatedtoimprovingpractice
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OutsourcingandVendorManagement
CourseObjective
A generation ago computers were first introduced into businesses and organizations to automateclerical functions and routine transactions. Today, information technology (IT) is an integral part ofany managers daily life and forms the backbone for every managerial function of the modernorganization. Whether it be integrating Enterprise Resource Planning systems for operational control,improving customer relationship management using data analytics, launching a comprehensive Web-
based human resource management system, or executing financial transaction in electronic markets,modern information systems (IS) are the life blood of the organization linking all the differentfunctions together in an integrated way and getting information to decision makers at the right timeand in the right format. Indeed, nearly half of all new capital investment in businesses today is forinformation technology and systems.
According to NASSCOM reports in May 2012 Within the global sourcing industry, India was ableto increase its market share from 51 per cent in 2009, to 58 per cent in 2011, highlighting India'scontinued competitiveness and the effectiveness of India-based providers delivering transformational
benefits and in more recent times Gartner Inc has published that The top five Indian providersgrew 13.3 percent to reach $34.3 billion in 2012, exceeding the IT services industry growth of 2
percent. These top 5 Indian IT companies are Tata Consultancy Services, Cognizant, Infosys andHCL Technologies. India undoubtedly has emerged as a hub of solution provisioning for IT relatedissues in business.
The course aims at educating the budding managers on approaching Indian business to provide themwith technology oriented solutions to the unique problems in their enterprises. This course also
provides an insight as to which processes should be outsourced to Indian vendors and how to managethe outsourcing alliance with an Indian vendor. The course further aims to discuss the global standardsvis--vis outsourcing and vendor management in Information Technology sector.
CoursePedagogy:Thiscourseisacombinationoflecturesandahighdegreeofcaseanalysisanddiscussion.
Prerequisites for the course: Basic understanding of relevance of Information Systems andTechnology to business
Detailedsession
plan
Session12
Information Technology (IT) Infrastructure and Service, The contemporary organizations Information Organizations, Evolution of modern business services, Introduction to business models inIT service outsourcing business.
Case 1: Remenyi, Brown ,Make or break issues in IT management,pp 1-14, ButterworthHeinmann, 2003
Case 2: Case of IT infrastructure and service management in Mercedes Benz, India
Reference: Chapter 1 of A Guide to Global Sourcing Offshore outsourcing and other global delivery
models by E.A. Sparrow, The British Computer Society, 2007.
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Session34
Basics of Business Services, Concept of Service orientation, Web services The technology and/or
managerial aspects, Business Process Management, Commoditization, Business agility
Case 1:Queensland TransportA Case Study in Service Orientation
Reference: Service Orientation: Winning Strategies and Best Practices by Paul Allen , Cambridge
University Press , 2006
Session56
Service and Service Management Concept, Introduction to Best Practices on ITSM and its relevance
in contemporary business environment, Service Lifecycle View ,Understanding Processes Roles,
Components of Service Management ITIL, Service Design Principles ITIL, The concept of
outsourcing and the reasons for the same.
Case 1: Tata Consultancy Services Sustaining Growth Momentum in China 2010 (NTU -017 )
Case 2: RBC Royal Bank Service Platform Implementation
Reference:
Service Design, by OGC, TSO,2007
Chapter 2 of A Guide to Global Sourcing Offshore outsourcing and other global delivery models by
E.A. Sparrow, The British Computer Society.
Session78
Advantages and benefits of doing business in India, Risks and countermeasures, Managing projects,the empirical analysis and measures.
Case 1: Managing customer relations in offshore outsourcing B2Bcs An Israeli consulting firm
Case 2: A framework to study Vendors contribution in a Client Vendor Relationship in
Information Technology Service Outsourcing in India
Reference:
Chapter 2 of A Guide to Global Sourcing Offshore outsourcing and other global delivery models byE.A. Sparrow, The British Computer Society.
Session910
The outsourcing universe, Drivers and Benefits, Risks and Disadvantages, Technologies that influenceoutsourcing, Collaboration Tools, Challenges of outsourcing, Preparing for Outsourcing, RunningOutsourcing, Next Steps in Outsourcing, Outsourcing and supply chain
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Case 1: Genpact Inc.
Case 2: Infosys Born Global
Reference: Notes and power point slides prepared by the course faculty
Session1112Managing Infrastructure and Operations Outsourcing, Understanding internetworking infrastructures,Modern day setups, Business Implications, Models of Service Delivery
Case 1: The iPremier Company: Denial of Service Attack
Reference: Chapter 9 of Corporate Information Strategy and Management Applegate, Austin andMcFarlan, The Mc Graw Hill
Session1314Managing Diverse IT Infrastructures, Service Models, Web Services, Vendor Management,Identifying a vendor, Managing the relationship, The vendor management team, Existing and newvendors, Risk in Vendor Management, Vendor Management Models, Vendor ManagementAssessments, Typical contract format, From Supply Chain to Demand chain
Case 1: Ford Motor Company: Supply Chain Strategy
Case 2: The power of virtual integration : An interview with Michael Dell
Reference: Chapter 7 of Corporate Information Strategy and Management Applegate, Austin andMcFarlan, The Mc Graw Hill
Session1516The global standards for vendor management, SLA and the standards, structuring the alliance.
Case 1: Cathay Pacific Doing more with less
Case 2: Business Process Outsourcing at Apollo Healthstreet
Reference: Chapter 9 and 10 of Corporate Information Strategy and Management Applegate, Austinand McFarlan, The Mc Graw Hill
Evaluation:
Case analysis assignment: 20%End term exam: 40%Project: 30%Quiz : 10%
TextReference
A Guide to Global Sourcing Offshore outsourcing and other global delivery models by E.A.
Sparrow, The British Computer Society.
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Six Sigma?
Course Summary and Aims
Business Process Improvement is an enduring pursuit to create a culture of excellence. Continual
Improvement is way of beingand thinking rather than a destination. An improvement culture is a
choice, derived and manifested as a commitment to go beyond the ordinary. One of the most widely
practiced improvement methodology across organizations is Six Sigma.
Six Sigma is a business process improvement initiative intended to build foundational capabilities
focused on creating a self-driven team to further performance through the right accountability and
training.
Six Sigma improvement initiatives are aimed to enhance value to the customer and translate long term
corporate goals into reality through the creation of a robust and customized improvement framework.
These capabilities could be summarized as the capability to effectively create and utilize knowledge
in the organization. Six Sigma has a very robust project management framework (Define, Measure,
Analyze, Improve and Control) popularly known as DMAIC. This framework can be utilized to solve
any critical business challenge across the value chain (R&D, Supply Chain, Manufacturing, Sales and
Marketing) which helps organization to achieve sustained competitive growth.
Student Learning Outcome
(e)Understand and prioritize business critical issues / challenges.(f) Demonstrate highly structured problem solving and team management skills.(g)Develop ability to apply appropriate tools (statistical and non-statistical) in problem solving.
Teaching Pedagogy
An array of pedagogical methods is utilized, including: case studies, in-class presentations, lecture-
demonstrations & team projects.
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Session Plan
Session I & II: History of Six Sigma
Introduction to DMAIC project management principles
Voice of Customer, Kano Model, Quality Function Deployment
Value Stream Mapping
Session III: Define Phase
Project Chartering, Six Sigma Metrics
Session IV & V: Data Type, Descriptive Statistics
Session VI & VII: Measure PhaseMeasure System Analysis
Process Mapping
Gage R&R and Attribute R&R
Session VIII, IX, X & XI: Introduction toAnalyse Phase
Hypothesis Testing (Confidence Interval, Central Limit Theorem)
Mean Testing (Z, t, ANOVA), Proportion Testing (p, Chi-square),
Regression and Logistics Regression
Multi-Vari Study
Session XII: Process Failure Mode and Effect Analysis (PFMEA),
Session XIII & XIV: Improve Phase(Introduction to Design of Experiments - DoE)
Session XV: Control Phase(Control Charts)
Session XVI: Control Plan (5S, Visual Management, Poke-yoke)
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Assessment method in alignment with learning outcomes
Students will be evaluated on the basis of case analysis, project, quizzes, class participation, mid-termand end-term exam. The weightage given to each of these units is listed below:
Class Participation 10%
Quizzes 20% Group Project submission 30%
End Term Exam 40%
Case Studies for Reference:
1. Defect reduction in chemical industry.2. Bill error reduction in telecom sector.3. Increase in Stock accuracy for Pharmaceuticals Bonded Store Room.
4. Invoice accuracy in contract manufacturing sector.