Development of KABISA

KABISA is a computer-based program for training in diagnostic problems in (sub-) tropical regions. It challenges the individual student with a randomly generated case, for which he should try to find the diagnosis, asking questions, performing a physical examination, and ordering tests. The built-in tutor follows the student’s input with complex logical algorithms and mathematical computations, gives comments and support, and accepts the final diagnosis if sufficient evidence has been built up. Several problems arose with the development. In the first place, the evolution in the teaching of clinical logic is always ahead of the program, so regular updating of the computer logic is necessary. Secondly, the choice of MS Access as computer language has provoked problems of stability, especially the installation of an MSAccess runtime. Thirdly, and most importantly, scholars want proof of the added value of computer programs over classical teaching. Moreover, the concept of a pedagogical “game” is often regarded as childish. Finally, the planning and financing of an “open-ended” pedagogical project is questioned by deciders, as is the case with all operational research.

Adoption & Implementation of IT in Developing Nations

This case describes challenges in the adoption and implementation of IT in two public sector enterprises in the postal and distribution businesses respectively, in India. In spite of similarities in the scale of operations and the general cultural contexts, the IT adoption processes and outcomes of the two organizations were significantly different. While one failed to implement IT in its crucial processes, the other responded effectively to changes in external conditions by developing and using IT applications for critical functions. The case illustrates how differences in organizational factors such as top management commitment, unions, middle management participation, capabilities of IS professionals and specific aspects of organization culture resulted in such differences. The case is interesting and significant because it is representative of experiences of many government-aided organizations in India, which have undertaken IT modernization as a response to external changes and government mandates. The findings can also be generalized across similar organizations in other developing countries.

The Columbia Disaster

The National Aeronautics and Space Administration (NASA) is a government organization, founded to explore space to better understand our own planet and the universe around us. Over NASA’s history, there have been unprecedented successes: Apollo missions that put people into space and walking on the moon, the remarkable findings of the Hubble space telescope and the Space Shuttle Program, allowing astronauts to perform scientific experiments in orbit from are usable space vehicle. NASA continues to be a source of national wonder and pride for the United States and the world. However, NASA has failures too. In February of 2002, the Space Shuttle Columbia disintegrated as it returned to Earth. This event occurred 16 years after the Space Shuttle Challenger exploded during take-off. As information was collected, investigators found that many of the problems uncovered during the Challenger investigation were also factors for Columbia. Underlying both disasters was the problem of relaying complex engineering information to management, in an environment driven by schedule and budget pressure. Once again, NASA is looking at ways to better manage space programs in an environment of limited resources.

Automotive Industry Information Systems

Building cars to customer order has been the goal of volume vehicle manufacturers since the birth of mass production. Eliminating the vast stocks of unsold vehicles held in distribution parks around the world represents potential savings worth billions, yet the current supply chain resembles islands of control, driven by production push. Despite recent advances in information technology offering total visibility and real-time information flow, transforming an” old world” industry to adopt customer responsiveness and build-to-order represents a significant step change. This requires overcoming barriers both within and between supply partners and at all levels of the supply chain. Yet, what are these barriers really like and how can the industry overcome them?

An Experiential Case Study in IT Project Management Planning

The case covers key issues in information technology project management. It deals with developing a full set of project plans, including milestones, tasks, schedules, staffing, deliverables, and projected costs, for a complex software development project (Gido & Clements, 2003; Kerzner, 2003; Schwalbe, 2002). The essence of this case is the analyzing of a specific organizational setting with critical software needs and the developing of the needed plans. As in many similar situations, this organization is relatively complex, and the situation is not entirely clear. By reviewing the facts of the case, collecting outside information, conducting role playing interviews, analyzing requirements, and estimating schedules and costs, one can collect the information needed to develop baseline project plans for the software development envisioned in this case.

Infosys Technologies Limited

Infosys Technologies Ltd., one of the world’s most profitable IT services company, implemented a customer relationship management (CRM) system called CIMBA – Customer Information Management By All. This customer-focused system was conceived and designed to improve communication and collaboration between the company and its customers. By seamlessly integrating the front-end sales system with the back-end delivery system, CIMBA was expected to further enhance the company’s IT solutions delivery capability. This case provides insights into the factors that triggered the need for developing such an integrated CRM solution and how the company went about developing and launching this system. It also brings to light the various challenges associated with the implementation of this IS solution.

New Forms of Collaboration & Information Sharing in Grocery Retailing

In spring 2001, Veropoulos, the third biggest retailer in Greece and three of its top suppliers together with a service provider, started a pilot implementation to experiment with collaborative store ordering. The pilot involved the ordering from the retailer’s stores to their central warehouse as well as to the direct-store-delivery suppliers. The four companies together with the service provider were starting an ambitious plan to use the Internet technology in order to enable the sharing of daily POS data between retail stores and suppliers with the objective to streamline the store replenishment process. This effort resulted in significant business results but at the same time several pitfalls and challenges as far as the use of technology was concerned.

Up In Smoke

On July 3, 2002, fire destroyed a facility that served as both office and computer server room for a College of Business located in the United States. The fire also caused significant smoke damage to the office building where the computer facility was located. The monetary costs of the disaster were over $4 million. This case, written from the point of view of the chairperson of the College Technology Committee, discusses the issues faced by the college as they resumed operations and planned for rebuilding their information technology operations. The almost-total destruction of the college’s server assets offered a unique opportunity to rethink the IT architecture for the college. The reader is challenged to learn from the experiences discussed in the case to develop an IT architecture for the college that will meet operational requirements and take into account the potential threats to the system.

Power Conflict, Commitment & the Development of Sales & Marketing IS/IT Infrastructures at Digital Devices, Inc.

This article explores the political relationships, power asymmetries, and conflicts surrounding the development, deployment, and governance of IT-enabled sales and marketing information systems (IS) at Digital Devices, Inc. The study reports on the web of individual, group and institutional commitments and influences on the IS development and implementation processes in an organizational culture that promoted and supported user-led development. In particular, the article highlights the problems the company’s IS function encountered in implementing its ad-hoc strategies and governance policies. It will be seen that the majority of these problems occurred because of the high levels of autonomy and budgetary independence of the IT-literate, engineering-oriented business ‘communities-of-practice’ that constituted Digital Devices. The case therefore provides rare insights into the reality of IS development and IT infrastructure deployment in organizations through its in-depth description of the positive and negative influences on these processes and their outcomes.

IT-Business Strategic Alignment Maturity

Both information technology (IT) and business leaders are continually looking for management practices to help them align their IT and business strategies. Alignment seems to grow in importance as companies strive to link IT and business in light of dynamic business strategies and continuously evolving technologies. Importance aside, what is not clear is how to achieve and sustain harmony among business and IT, how to assess the maturity of alignment, and what the impact of misalignment might be on the firm. This case study describes the use of a management process and assessment tool that can help to promote long-term IT-business strategic alignment. The Strategic Alignment Maturity (SAM) assessment (Luftman, 2000) is used as a framework to demonstrate the evolution of an international specialty chemicals manufacturer’s IT-business alignment practices to enable the achievement of their corporate goals. Major insights from their experience and SAM best practices are highlighted.