...Chapter 1 Study Guide True/False Indicate whether the statement is true or false. ____ ____ ____ 1. End-user computing refers to the use of computers for both business and personal use. 2. The first computers used widely in businesses were available during the 1940s. 3. The goal of transaction processing on early computers was to replace as much manual processing of business information as possible with automated processing. 4. Among the reasons for the growth in decentralized computing was the availability of inexpensive personal computer hardware and productivity software. 5. The applications development backlog was due to the inability of computer professionals to design and write programs fast enough to keep up with the demand for new applications. 6. All knowledge workers are computer professionals. 7. A knowledge worker is another name for a computer user. 8. Use of a computer’s graphical user interface means that users no longer have to remember which command to enter to perform a task. 9. To operate a graphical user interface, a user types keyboard commands to tell a computer which tasks to perform. ____ ____ ____ ____ ____ ____ ____ 10. The Information Technology department is a modern name for the Data Processing department. ____ 11. Distributed computing links large-scale systems and personal computers to meet both organizational and individual worker needs. ____ 12. Computer departments in most organizations today are called data processing departments...
Words: 28017 - Pages: 113
...Computer and Electronic Equipment Insurance Policy (ITSC) TABLE OF CONTENTS I. Executive summary p.2 II. Policy benefit and depreciation p.3-4 III. Premium Estimation p.5 IV. interesting findings p.6-8 1. Trend of sum insured and cloud computing 2. New risk exposure 3. Relatiopship with property all-risk policy V. Hypothetical case p.9-10 Executive Summary Computer and Electronic Equipment Policy is an all-risk policy. It covers unforeseen and sudden physical loss or damage from any cause other than those specifically excluded. There are extended coverage in this policy to cover loss or damage due to theft, hurricane, cyclone, typhoon, earthquake, volcanic eruption and tsunami. Under the policy of The Chinese University of Hong Kong (CUHK), it specifically covers the computers and electronic equipment which belong to the Information Technology Service Centre (ITSC). The list of computer equipment covered can be found in Appendix 2 of the policy. Examples are multimedia equipment, workstation, printers and networking equipment. In this report, we analyze from this policy with a hypothetical case to other related finding beyond the scope of the current policy. First and foremost, we introduce what the benefit amount should be when a covered loss or damage occurs. According to a fundamental principle in insurance, the principle of indemnity, the actual cash value is used...
Words: 2917 - Pages: 12
...1. What is your assessment of the new process for managing priorities at Volkswagen of America? The new process for managing priorities at Volkswagen of America provides more transparency and reduces duplicity in projects compared with their old method. Volkswagen established a Project Management Office (PMO) and required business units to prepare the list of proposed projects at the beginning of the year. This was a great first step in highlighting the similarities amongst the projects prior to budgets being set and work being done. It also identified the dependencies of projects on one another and allowed some to be de-scoped for subsequent years. In turn, this reduced the estimated cost from $210 million to $170 million. In phase 2, business units prepared a more formal proposal with information such costs, benefits and how the project links to a business/enterprise goal. While not embraced entirely by some of the groups, this was a good method for aligning IT projects with business strategy. By documenting a more formal proposal, Volkswagen was able to use this detailed information to help narrow down and prioritize projects. During phase 3, executives were asked to indicate the top three projects for the year. These would most likely be applied to the majority of the budget and any other projects would have to figure out a way to get funding or place projects on hold for a year. This more organized structure of prioritizing projects is substantially better than throwing...
Words: 1524 - Pages: 7
...VWoA Case Matulovic, the new CIO, has two primary concerns at VWoA: defining governance and establishing development process directives. However, Matulovic is in a difficult situation; he faces inadequate funding, new business architecture and increasing pressure from his peers. His circumstances are predictable given the history of IT consideration, by VWoA, as a source of overhead and the highly unpredictable U.S. market for Volkswagon Group. Matulovic’s biggest hurdle is in regards to the capped funding that has been determined by the parent company (Volkswagon Audi Group). VWAG allotted VWoA only $60 million, out of the requested $210 million, for IT projects. Given the scope of VWoA initiatives, the amount is far from adequate. However, at the time, there were no additional funds available. The procedure for deciding which projects will receive funding is streamlined by a new prioritization process. This process for managing IT priorities is part of a new business architecture designed to align organizational activity with corporate goals and strategy. During the first few years of any new policy or procedure there are bound to be unforeseen complications. The largest glitch was how the new process did not account for “behind the curtain” programs such as the intercontinental Supply Flow Project. The Supply Flow Project should absolutely receive funding. The cost should not come entirely from VWoA, but allocated amongst the global Volkswagen group of companies....
Words: 1119 - Pages: 5
...unit goals, keeping expenses under control, as well as schedule and cost overruns. I think that the criticisms by the Executive Leadership Team members were not justified at all. 2. Who controls the budgets from which IT projects are funded at Volkswagen of America? Who should control this budgets? Should the IT department have its own budget? VWAG (the parent company of VWoA) controlled the budget from which IT projects are funded at VWoA which in this case was $60 million. However this budget was controlled through a process that involved several organizational entities. There are four specific teams involved in this process: 1) the ELT (Executive Leadership Team) which had primary responsibility for executing the NRG program, the ITSC (IT Steering Committee) that would guide and approve the process of IT project selection and prioritization, the PMO (Project Management Office) who would administer the IT project-proposal and approval process, and the DBC (Digital Business Counsel) who would categorized projects, assessing their business impact, discerning their alignment with goals, and making trade-off decisions required to reach a final list of projects for...
Words: 582 - Pages: 3
...Addis Ababa Institute of Technology ITSC Fundamentals of Database Systems Laboratory Practice Note: This laboratory practice will be evaluated at the end (10% of final grade) Prepared BY: Tigabu D. Based on the information given below Develop: i) ER diagram for the company ii) Convert the ER diagram you designed in question I in to tables (relational database) iii) Implement the tables and relationships in question ii using a DMBS of below a. Microsoft access 2007/2010/2013 (Select One version) b. My SQL or Windows SQL Server 2005/08/12 (Select One version) Company Information: ■ The company is organized into Departments. Each department has a name, number and an employee who manages the department. We keep track of the start date of the department manager. A department may have several locations. ■ Each department controls a number of Projects. Each project has a unique name, unique number and is located at a single location. ■ We store each Employee’s social security number, address, salary, sex, and Birthdate. ■ Each employee works for one department but may work on several projects. ■ We keep track of the number of hours per week that an employee currently works on each project. . ■ Each employee may have a number of Dependents. ■ For each dependent, we keep track of their name, sex, Birthdate,...
Words: 254 - Pages: 2
...VW America Case: 1. What is your assessment of the new process for managing priorities at Volkswagen of America? Are the criticisms justified? Is it an improvement over the old process? Beginning with Pischetsrieder’s arrival in 2001, VWAG initiated an unprecedented product-diversification rebirth, globally as well as in the US. A consequence of this strategy required a comprehensive business realignment within VWoA called the “Next Round of Growth” (NRG). NRG clarified two high-level strategic business goals, “Build Brand Customer Loyalty” (number one) and “Improve Vehicle Value” (number two). Somewhere, during this course, I read “the primary function of IT is to support the business’s strategic goals and objectives.” With the newly defined goals within NRG, we see that Dr. Matulovic is doing just that. He is instituting a long overdue process of prioritizing IT projects which are aligned to the goals and objectives of the company. Today we say that this is a basic business fundamental but we need to keep in mind of the timeframe that this is occurring; the 1990s through the early 2000s. In this study we are seeing a company not only undertaking a major product line transition but a company in transition during the emergence of IT technologies. Through all of this and its history I see that VWoA is finally getting it right; aligning their IT priorities with their business goals. As with any new process, criticism and resistance will always be within an organization...
Words: 1692 - Pages: 7
...Introduction and Summarisation The purpose of this case study is to highlight issues or problems evolving Volkswagen of America (VWoA) and how its projects are funded, while effectively identifying possible solutions to CIO, Dr. Matulovic. Unfortunately, Dr Matulovic is being challenged with hostile employees as he has introduced a new process of dividing the scarce budget to various projects to be funded. The new process has now been used for the first time, and is responsible for the controversy surrounding Dr. Matulovic, due to the fact that many of the organisations departments received no funding for their projects. Dr. Matulovic is now at crossroads about what to do with the situation. Key Issues and Problems The first and most obvious problem was that most to all of the projects were somehow funded on the old process or at the very least received little funding, however with the new process in place, projects with a rank of a 2 or 3 are rarely selected to receive funding which many considered unfair. Additionally, many argued the fact that IT infrastructure projects are not forced to withstand the same process and were treated separately was not reasonable and again was unfair. Another implication was that a project which is critical to the company and its global supply chain management was left only partially funded. The company’s multiyear SAP implementation was only midway finished and additionally needed full funding to stay on track, which in turn caused major...
Words: 695 - Pages: 3
...Logistics Planning and Management Lecture 1 Prof. Ying-Ju Chen Agenda Course Information Objectives and Learning Outcomes Structure and Grading Class Participation Topics Agenda Course Information Objectives and Learning Outcomes Structure and Grading Class Participation Topics Course Information Course Title • IELM 3450: Logistics Planning and Service Management • ISOM 3760: Logistics Management Instructor • Prof. Ying-Ju Chen • Office: LSK 4035 (Business building) • Email: imchen@ust.hk • Ph: 2358-7758 Instructor Qualification • BS &MS, Dept. of Electrical Engineering, National Taiwan University • M Phil &PhD, IOMS-Operations Management Group, Stern School of Business, New York University Instructor Past Experience • Faculty, IEOR Department, University of California at Berkeley, 2007-2014 Taught Courses • Dynamic programming • Service operations management • Production system analysis •… Instructor Current Appointment • Department of ISOM, School of Business and Management • Department of IELM, School of Engineering • Joint (50 & 50) appointment • Home dept & office: SBM • Teaching: 50 & 50 • Service: 100 & 100 … Agenda Course Information Objectives and Learning Outcomes Structure and Grading Class Participation Topics Course Objectives Understand role of strategic logistics management in global firms Analyze logistics problems on a functional, business and company-wide basis Get...
Words: 736 - Pages: 3
...The Resignation Letter ~~~~~~~~~~~~~~~ A Boss looking through his Mail Box was astonished to see a mail from an Employee who was supposed to be busy working at Client side on a critical project. It had the subject - "TaTa - Bye Bye". With the worst premonition he opened the mail and read the content with trembling hands:- Dear Sir, It is with great regret and sorrow that I'm writing you, but I'm leaving the job. The offer was too lucrative and attractive for me to turn down. I had to abscond because I wanted to avoid a scene with the HR and you. I am sorry but I had no choice. The project is working fine. There are only 108 issues pending, out of which only 38% issues are High Priority. Hence I am sure there is no need to worry about. The next Phase of major enhancements I have been working upon, have been completed halfway. I am sure the new person who would replace me would not understand what all I had done so far. Hence, for his and your convenience, I have taken care to remove all the work that I had been doing this far for nearly 3 months now. I am sure you will appreciate my insight and "big heart". I am of course retaining the Originals that I had retrieved for the purpose of Passport verification with me, considering it as a parting gift from you. Of course, I will not pay the bond amount that I owe the company (since I Am breaking the bond). But I will consider this as a parting gift from our Dear company. I moving out of town since the new company is...
Words: 958 - Pages: 4
...Volkswagen of America: Managing IT priorities Volkswagen, as the name suggests means “people’s car” and defines its objectives to design and manufacture cars which are fuel efficient and affordable. With continuous improvement, Volkswagen has not only subjugated the automotive market with respect to its low priced cars, but also earned industry acknowledgement. The core competency of Volkswagen is structured to build customer loyalty. Although, Volkswagen suffered from erratic sales pattern when the company introduced a new model commonly called as the “Himalayas chart” due to its rise and falls (Austin, 2007).This was because of the management not dealing with situations proactively. This problem was mitigated soon through its competencies in strategizing and manufacturing potentials as well as the expansion of its product diversification, i.e. the establishment of new brands which were the “classic” and the Audi brand group so that the focus is not just on the traditional mid-sized vehicles of a particular segment. Moreover, given the high quality of cars they manufacture, good service, focussed marketing and well-organized stock rotation gives Volkswagen a competitive edge over the other automobile manufactures. The highlight of this case study is to analyse Volkswagen’s business and IT strategies and the importance of process prioritization in executing and aligning these strategies with enterprise goals. With more in-depth analysis of the case, the major challenge faced by...
Words: 1268 - Pages: 6
...9-606-003 REV: JUNE 14, 2007 ROBERT D. AUSTIN Volkswagen of America: Managing IT Priorities Dr. Uwe Matulovic, chief information officer (CIO) of Volkswagen of America (VWoA), placed the telephone in its cradle and leaned back in his chair, replaying the just-completed conversation with one of his peers from the Executive Leadership Team (ELT). The call, Matulovic mused, had been similar to three others he had participated in that week, each with a different ELT member. The results of a new prioritization process—a list of IT projects that would be funded in 2004—had been unveiled only a few days earlier. But already a storm was gathering. The phone calls from other executives had common themes. All the callers had expressed concern that high priorities for their areas of the company had not been funded. Some had repeated views expressed during the prioritization process by people who worked for them about supposed categorization mistakes that penalized their business units. And each of the calls had concluded with an informal request to insert an unfunded project (or two) into the IT department’s work plans. “We don’t have to reopen the process,” the most recent caller had said, “but perhaps spare capacity might be applied to make some progress on this project in 2004—we’ve done this before, and it would mean a lot to our area and to the company’s growth plans.” The 10 business units that made up VWoA had proposed more than 40 projects, with funding requirements...
Words: 6893 - Pages: 28
...9-606-003 REV: JUNE 14, 2007 ROBERT D. AUSTIN Volkswagen of America: Managing IT Priorities Dr. Uwe Matulovic, chief information officer (CIO) of Volkswagen of America (VWoA), placed the telephone in its cradle and leaned back in his chair, replaying the just-completed conversation with one of his peers from the Executive Leadership Team (ELT). The call, Matulovic mused, had been similar to three others he had participated in that week, each with a different ELT member. The results of a new prioritization process—a list of IT projects that would be funded in 2004—had been unveiled only a few days earlier. But already a storm was gathering. The phone calls from other executives had common themes. All the callers had expressed concern that high priorities for their areas of the company had not been funded. Some had repeated views expressed during the prioritization process by people who worked for them about supposed categorization mistakes that penalized their business units. And each of the calls had concluded with an informal request to insert an unfunded project (or two) into the IT department’s work plans. “We don’t have to reopen the process,” the most recent caller had said, “but perhaps spare capacity might be applied to make some progress on this project in 2004—we’ve done this before, and it would mean a lot to our area and to the company’s growth plans.” The 10 business units that made up VWoA had proposed more than 40 projects, with funding requirements totaling...
Words: 6266 - Pages: 26
...IS5111:Integration of IS & Business Business Intelligence and Analytics Abhishek Kumar Singh Anbarasan Thangapalam R Deepak Chattani Naadiya Danapal Ram Vibhakar S [A0120022] [A0119959] [A0119975] [A0119961] [A0120054] A Case study on Business Intelligent and Analytics Systems in NTUC FairPrice Table of Contents Executive Summary ............................................................................................................................. 3 Acknowledgments ............................................................................................................................... 4 1. Introduction ...................................................................................................................................... 5 2. Business Intelligence in Retail Industry: ................................................................................. 6 3. Combining BI in CRM ...................................................................................................................... 7 3.1 Analytical CRM ..........................
Words: 6362 - Pages: 26
...INFORMATION TECHNOLOGY MANAGEMENT INTRODUCTION With a weakened global economy, consumer confidence at record lows, and widespread layoffs unlike anything we have seen in over eighty years, information technology is taking on new roles in the business world. CIO's are relying more heavily on IT in order to reduce operating costs, increase productivity and give their companies a competitive edge. Historically viewed as an expense and liability, IT is now being thought of as strategic business enabler. Management of IT and the associated strategy, funding and security are top of mind for many in today's challenging environment. Executives are under more pressure than ever to maximize return on their technology investments. However, our research has revealed that there are several key concerns that appear to be trending throughout corporations as they determine the exact roles IT should play. READINGS Members of the group read several chapters from the textbook, Information Technology for Management: Improving Performance in the Digital Economy (Turban and Volonino, 7th Edition), as well as numerous articles on various information technology subjects. A topic which received a significant amount of attention throughout our readings is the importance of aligning IT strategies with the business priorities of the company, and how this is critical to the success of an organization. An important component of this alignment is ensuring that the IT division...
Words: 7761 - Pages: 32
