This is a specialisation course. It depends upon the number of participants whether the course will take place
ICT has become an integral element of almost any business and affects everyone’s personal life. The breakneck speed at which new technology comes onto the market, creates a highly complex development to manage. CIO’s are expected to pursue the latest opportunities to keep their companies stay ahead in competitive markets, but need to balance such agility with thorough consideration for the capabilities of their organizations.
ICT Infrastructure has become a crucial element for the operation of many organizations. Day to day activities depend on flawless execution by the ICT department of various service delivery processes, favoring a design based on stability and dependability. But at the same time the relentless progress of technology and the competitive business climate create pressure to upgrade or substitute whatever ICT is in place, favoring a design for agility and flexibility.
This set of lectures addresses 6 important areas for CIO’s and their strategic advisors:
Planning instruments and methods for Business-IT Analysis
The impact of technological change on businesses
Blurring boundaries of the corporation
Executive and Operational Management of IT
From Harmonization to Consolidation
Investing for growth, the value of IT
The course considers the challenge for IT from a business perspective, either externally driven by economical, technological or societal drivers or internally driven such as management directives for better executive or operational control or focus.
This course treats that perennial dilemma. In the first part we will review all the constituting elements of the infrastructure and how they can be managed through service management models. The relationship with IT Governance will be clarified. In the second part we will consider the dynamics, i.e. the new technological or business imperatives that force change onto the status quo. Students will get some practice with the dilemmas around internal services and outsourcing.
Finally, a financial perspective will be taken on the strategic importance of the infrastructure to create value for the firm.
The course makes extensive use of the latest publications in this area through web references and applicable articles. Topical developments in the business world that bear relevance to the subject matter might be included for discussion on an ad-hoc basis.
By the end of the course, the student should:
Be able to understand and apply business models and the translation in ICT strategy and plans
Be cognizant of economical, technological and societal forces of change on ICT in a company
Be familiar with the issues around IT as investment and its perceived value
Leveraging Investment: reading a number of papers on transformation approaches and providing a short summary of the main learning points.
The schedule is tailor-made and will be defined by mutual agreement. A detailed table of contents is published in ELO.
Mode of instruction
The course combines lectures, case studies, interactive discussions, assignments, research and a final paper. Students are required to fill in expected study efforts (SBUs) by co-operating, self-study and to explore literature on available resouces such as libraries, internet, etc.
There is a preparatory assignment before the first meeting.
- Class participation mandatory 15%
- Assignments I & II 35%
- Individual critical paper relating practical issues and theories discussed in class and literature 50%.
- The presentations and background articles will be available on ELO
- References to books will be provided during the lectures, but purchase is not essential.
For more information, please contact Programme Co-ordinator ms. Judith Havelaar LL.M