Ivey Publishing

Information Systems: A Management Approach

Gordon, S.R, Gordon, J.R.,3/e (United States, Wiley, 2004)
Prepared By Yinglei Wang, Ph.D. Candidate (Information Systems)
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Information management in a global economy

Michael Parent, Derrick Neufeld, Nicole R.D. Haggerty

Product Number: 9B00E005
Publication Date: 5/1/2000
Revision Date: 1/8/2010
Length: 10 pages

The president and CEO of the Toronto Stock Exchange (TSE) is faced with the task of reconstructing the TSE to succeed in the face of significant industry and technological change. The exchange industry is undergoing a transformation brought about by globalization of financial markets, consolidation of exchanges, and the introduction of new competitive players due to technological advancements. The TSE is Canada's largest equity market and has created and started to implement a plan to deal with these threats. Concurrently, the TSE has been recreating its technological platform, moving from its computer assisted trading system to the Torex system purchased from the Paris Bourse. Implementation problems have delayed the project from its original release date to three years later. During the time frame of this implementation, the TSE suffered several computer glitches causing closure of the exchange for temporary periods of time. The president and CEO needs to review the priorities of the TSE and consider what actions she should take to ensure the successful implementation of this new technology, and the long term alignment of information technology with TSE business strategies.

Teaching Note: 8B00E05 (8 pages)
Industry: Finance and Insurance
Issues: Implementation; Information Technology; Information System Design; Globalization
Difficulty: 4 - Undergraduate/MBA

Nick Bontis

Product Number: 9B02TB04
Publication Date: 3/1/2002
Length: 7 pages

While intellectual capital is a widely discussed topic, few individuals, says this author, understand it, and even fewer still have been able to determine how to value it. Nevertheless, individuals with titles such as chief knowledge officer and chief learning officer have been given the task of channelling an organization's knowledge into initiatives that are expected to become a source of competitive advantage. This article, by one of the earliest exponents and leading authority on knowledge management offers detailed, practical guidance on how managers can leverage their companies' intellectual capital to gain and sustain a competitive advantage.

Sid L. Huff, Deborah Compeau

Product Number: 9A93E008
Publication Date: 11/30/1993
Revision Date: 3/3/2010
Length: 18 pages

A medium-sized Canadian trust company has fallen behind technologically and is in danger of losing competitiveness. The new CEO is very frustrated with the lack of responsiveness on the part of his IS group. A new CIO (chief information officer) has been hired to re-energize and re-direct the IS group. After learning the lay of the land, the new CIO has developed a vision of what should be done. The vision includes wholesale commitment to the use of CASE (Computer Aided Software Engineering) tools for new software development, the re-development of all the firm's software using CASE tools, the replacement of the existing hardware platforms with a new network of distributed minicomputers, and drastically cutting back the IS workforce. The new CIO has committed to accomplishing all these changes within 18 months.

Teaching Note: 8A93E08 (12 pages)
Industry: Finance and Insurance
Issues: Integration; Management Information Systems; Computer System Implementation; Information Systems
Difficulty: 4 - Undergraduate/MBA

Chris A. Higgins, Derrick Neufeld

Product Number: 9A95E007
Publication Date: 8/31/1995
Revision Date: 12/13/2002
Length: 20 pages

A project manager at Digital Canada has designed a work-at-home program to encourage field personnel to spend less time working in the office and more time working at client sites, on the road and at home. He believes his plan will save Digital Canada millions of dollars annually and result in increased productivity. Unfortunately, the response from U.S. headquarters has been lukewarm, and the affected employees are reacting quite negatively. The manager is uncertain how to generate support for his plan in order to move forward.

Teaching Note: 8A95E07 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Program Design/Implementation; Personnel Management; Organizational Change; Facilities Planning
Difficulty: 4 - Undergraduate/MBA

Scott L. Schneberger, Ken Mark

Product Number: 9B01E005
Publication Date: 3/5/2001
Length: 16 pages

DoubleClick Inc., with global headquarters in New York City and over 30 offices around the world, was a leading provider of comprehensive Internet advertising solutions for marketers and Web publishers. It combined technology, media and data expertise to centralize planning, execution, control, tracking and reporting for online media companies. DoubleClick was able to track Internet-users' surfing habits (but not the surfers' identities) allowing it to personalize ads for specific market groups. When DoubleClick announced it was merging with Abacus Direct, a direct marketing company with a database of consumer names, addresses and retail purchasing habits of 90 per cent of American households, it raised many privacy-related questions and concerns. Several Internet privacy activists had filed a formal complaint with the Federal Trade Commission after being informed by media sources that DoubleClick had the ability to divulge a person's identity by merging the databases of the two companies and matching the information in cookies with a surfer's profile. The president of DoubleClick was confident that its internal practices were sound, but he wondered if they would placate advertising clients afraid of consumer backlash, the concerns of Internet surfers and the company's investors.

Teaching Note: 8B01E05 (10 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: High Technology Products; E-Commerce; Privacy Issues; Risk Management
Difficulty: 4 - Undergraduate/MBA

Chapter 2:
The organization and information management

Derrick Neufeld, Jared Fast

Product Number: 9B02E013
Publication Date: 1/9/2003
Revision Date: 12/1/2009
Length: 17 pages

The Navigators of Canada is a non-profit religious order operating on 19 campuses and in 20 communities across Canada, and is part of a 104-nation, 3,700 staff member global organization. The Canadian organization is suffering from insufficient information systems planning, and significant communication challenges have risen due to the geographic separation of its staff members. The president of The Navigators of Canada believes that information technology can help, but he is unsure how to proceed.

Teaching Note: 8B02E13 (7 pages)
Industry: Social Advocacy Organizations
Issues: Information Systems; Non-Profit Organization; Team Building; Communications
Difficulty: 4 - Undergraduate/MBA

Deborah Compeau, Helen Kelley

Product Number: 9B02E006
Publication Date: 5/23/2002
Revision Date: 12/1/2009
Length: 14 pages

Meyers Norris Penny is one of the leading chartered accountancy and business advisory firms in Canada. The vice-president of technology must decide whether to replace the company's practice management system or continue to upgrade the system as needs arise. The system has performed well, has stable hardware and software and staff are familiar and satisfied with using the system, however, he must consider the company's need to be innovative and proactive to maintain the firm's competitive advantage.

Teaching Note: 8B02E06 (10 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Management Information Systems; Information System Design
Difficulty: 4 - Undergraduate/MBA

Chapter 3:
Computer hardware and software

Edward F. McDonough, Francis Spital, David T.A. Wesley

Product Number: 9B03E004
Publication Date: 4/2/2003
Revision Date: 10/19/2009
Length: 7 pages

This note discusses the role of supercomputing in nuclear weapons research, from the first UNIVAC system installed in 1953 to the planned installation of a 100 TeraOPS system at Lawrence Livermore Laboratories in 2004. Topics include military and civilian uses for supercomputers, the evolution to parallel processing, the growing importance of open source software such as Linux, and emergent scientific uses, such as genetic sequencing and AIDS research. Traditionally, supercomputers were employed to simulate complex processes that occurred over a specific period of time. For example, a nuclear explosion had a beginning (detonation) and an end. More and more, however, applications began to shift toward analyzing immense databases that contained a seemingly endless number of variables. Despite significant advances in technology, the most powerful computers available still cannot reliably predict the weather for the next week in any significant detail.

Industry: Public Administration
Issues: Computer Industry; Defense Strategy; Information Technology; Government and Business; Northeastern
Difficulty: 4 - Undergraduate/MBA

Michael Parent, Sean Van Doorselaer

Product Number: 9A97E014
Publication Date: 10/17/1997
Revision Date: 2/3/2010
Length: 9 pages

Tyner-Shorten is a small, high-end men's clothing retail store looking to automate its client database in order to market itself more effectively to a growing clientele in a highly competitive market. The owner-managers of the store are looking to acquire a PC-based system. The case considers both the hardware and software decisions. In the case of hardware, the men must decide whether to purchase an integrated, turnkey system or a stand-alone PC. If the latter, two choices are presented: a technologically obsolete, but currently adequate PC, or a state-of-the-art PC. For software, the owner-managers must decide whether to build their own application using MS-Access, or to buy a standard, off-the-shelf package - the traditional make-buy decision.

Teaching Note: 8A97E14 (11 pages)
Industry: Retail Trade
Issues: Computer Applications; Computer Selection; Small Business; Information Systems
Difficulty: 4 - Undergraduate/MBA

Scott L. Schneberger, Ken Mark

Product Number: 9B00E023
Publication Date: 1/25/2001
Revision Date: 1/8/2010
Length: 11 pages

Highwired.com provided to high school students and teachers, a range of free services to enable school interaction on a personalized Web site. Highwired.com's network had grown from 1,000 member high schools to over 12,000 schools in 50 states and 72 countries, in only 13 months. Due to its blistering growth, it was approaching its peak load capacity in June, the end of the school year. The vice-president of product development expected that growth would continue at that pace and wanted to ensure that they struck the right balance between low response time and minimal downtime, and acceptable hardware costs. Any changes had to be made before school started in September. He wanted to confirm that his recommendation to use multiple servers with redundant network storage devices attached was the optimal solution. To do so, he examined site performance metrics, server configuration options and additional hardware.

Teaching Note: 8B00E23 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: E-Commerce; Action Planning and Implementation; System Design; Capacity Analysis
Difficulty: 4 - Undergraduate/MBA

Chapter 4:
Database management systems

Michael Parent, Shawn Finkbeiner

Product Number: 9A98E016
Publication Date: 10/17/1998
Revision Date: 1/28/2010
Length: 8 pages

Canadian Tire's information warehouse has become the victim of its own success. Both the end-user and IT communities have become increasingly frustrated with interruptions in service. The data architect for the warehouse needs to decide what needs to be met, in what priority, and with what programs.

Teaching Note: 8A98E16 (8 pages)
Industry: Retail Trade
Issues: Decision Analysis; Consumer Marketing; Information Systems; Data Analysis
Difficulty: 4 - Undergraduate/MBA

Sid L. Huff, David Koltermann

Product Number: 9A98E015
Publication Date: 8/19/1998
Revision Date: 1/28/2010
Length: 7 pages

Richard Ivey School of Business has a need for the creation of a database, to be used for managing information about students and their courses of study, in its Business PhD program. Information on students to date has been maintained in a mix of paper and computer-file systems. The program director would like to develop a database, using a facility such as Microsoft Access, to be used for this purpose. The case provides examples of the actual forms and data maintained currently, and challenges the students to first create an entity-relationship data model, then a design for a relational database.

Industry: Educational Services
Issues: Information System Design; System Design; Information Systems
Difficulty: 4 - Undergraduate/MBA

Chapter 5:
Telecommunication and networks

Michael Parent, Debra Rankin

Product Number: 9A97E018
Publication Date: 12/5/1997
Revision Date: 2/3/2010
Length: 10 pages

Cisco is the world's largest, and leading manufacturer and distributor of routers and switches. In order to achieve this position, it has adopted an aggressive growth strategy, acquiring companies, their employees, and new employees at a rate of 250 to 300 employees per month. The Cisco Employee Connection (CEC), a corporate intranet, is the primary means by which new employees are absorbed and acculturated. The CEC is also the principal means of interaction for the multi-functional work team approach Cisco employs. This case critically assesses this approach to scaling an organization, and the extent to which it can be maintained and transferred.

Teaching Note: 8A97E18 (19 pages)
Industry: Manufacturing
Issues: Internet; Computer Industry
Difficulty: 4 - Undergraduate/MBA

Sid L. Huff, Duncan G. Copeland, Leslie Surmon

Product Number: 9A95E002
Publication Date: 3/4/1995
Revision Date: 2/16/2010
Length: 22 pages

The general manager of Hong Kong's Tradelink project has to decide whether Tradelink should issue a Request for Proposals to computer vendors now, or wait a few months for the Hong Kong government's formal approval that it will grant Tradelink a monopoly to operate an electronic data interchange (EDI) service for government trade documents and take a shareholding in the company. The central issue in the case is the question of the extent to which EDI is really a strategic necessity at this time for Hong Kong. The case also provides students with exposure to the Hong Kong business environment, a basic understanding of EDI and how it works and the application of EDI to international trading practices.

Teaching Note: 8A95E02 (23 pages)
Industry: Public Administration
Issues: International Trade; Information Systems; Electronics
Difficulty: 4 - Undergraduate/MBA

Michael Parent, Harvey G. Enns

Product Number: 9A98E001
Publication Date: 1/28/1998
Revision Date: 1/27/2010
Length: 13 pages

CERNET, the China Education and Research Network, is a not-for-profit, central government body formed to oversee the development and implementation of a university-based nation-wide Internet backbone. Fulfilling this mandate was well underway. CERNET was connected to 280 of China's 3,035 universities and colleges. Much work nonetheless remained. The case deals with managing the growth of the network from the perspective of the director of the Technical Board and Network Centre. Issues he had to contend with include hardware and bandwidth upgrades and installations, access, security, connectivity, costs, and tariffs. With over half the country's population not yet having made their first telephone call, these tasks proved daunting.

Teaching Note: 8A98E01 (10 pages)
Industry: Information, Media & Telecommunications
Issues: China; Internet; Information Systems; Capital Budgeting
Difficulty: 4 - Undergraduate/MBA

Chapter 6:
Introduction to e-commence and e-business

Dickson Louie, Jeffrey F. Rayport

Product Number: 9B01A028
Publication Date: 2/14/2002
Revision Date: 12/7/2009
Length: 25 pages

E-Loan is a leading online mortgage provider. Its success is built on its key strategies of building a nationally recognized brand and providing superior customer service. Despite its strong market standing, the company was anxious to reposition itself as a provider of all consumer loans, not solely a mortgage lender. In order to meet this goal, E-Loan's president identified four strategic challenges: leveraging technology to provide further efficiencies, expanding its selection of products to meet consumer needs, continuing to build a strong brand presence and expanding internationally. The company's co-founder recognized that one of the greatest challenges would be to maintain the company's successful culture that they had worked so carefully to establish, while at the same time, achieving the broader goals.

Teaching Note: 8B01A28 (10 pages)
Industry: Finance and Insurance
Issues: Market Strategy; E-Commerce; Brand Positioning; Monitor
Difficulty: 4 - Undergraduate/MBA

John S. Hulland, Donna Everatt

Product Number: 9B00A007
Publication Date: 6/19/2000
Revision Date: 1/6/2010
Length: 16 pages

AWARD WINNING CASE - This case was one of the winning cases in the 2000 Regional Asia-Pacific Case Writing Competition. Looks.com is an Asian e-commerce site for brand name cosmetics, fragrances, skin care products and fashions. It has been well received among investors; the site had a viable business strategy and a solid first-mover advantage. The founder and managing director is ready to launch looks.com within weeks to capitalize on the upcoming Christmas shopping rush and the intense dot.com fever that caught Hong Kong in late 1999. The biggest challenge the company now faces is persuading brand name cosmetic manufacturers to list their products for sale on the site. Look.com's managing director and buyer are finding that manufacturers' concerns about cannibalizing their existing sales channels and antagonizing their licensed distributors are dampening their enthusiasm for dealing with looks.com. The challenge to the company is to develop strategies to convince manufacturers that using this alternative distribution channel can increase their revenue and the profile of their brands in Asia, with little impact on their current distribution network. This case has universal appeal, given that similar concerns have developed around the world as the Internet becomes an increasingly viable alternative distribution channel.

Teaching Note: 8B00A07 (9 pages)
Industry: Retail Trade
Issues: Supplier Relations; Licensing; Brands; Startups
Difficulty: 4 - Undergraduate/MBA

Michael Parent, Ken Mark

Product Number: 9B00E017
Publication Date: 12/7/2000
Revision Date: 1/8/2010
Length: 7 pages

Medisys Health Group, a leading occupational health company, was founded in 1981. It began to look at the North American market for expansion, seeking ways to leverage the Internet to become a leading medical information management company. With a couple of Internet projects on the go, it is up to the director of Internet strategy to explain how each piece fits into the overall business strategy. He contemplates shifting the business from the provision of medical services to the provision of information using an application service provider model. This case may be used in conjunction with Ivey case 9A98E011, Creating a Web Site for Medisys Health Group.

Teaching Note: 8B00E17 (10 pages)
Industry: Health Care Services
Issues: Strategic Change; Internet; Organizational Change; Information Systems
Difficulty: 4 - Undergraduate/MBA

Sid L. Huff

Product Number: 9A98E009
Publication Date: 3/25/1998
Revision Date: 1/27/2010
Length: 34 pages

As a central component of its Vision 2020 strategy, the city of Wellington, New Zealand has developed preliminary plans to transform itself into a wired city. The overarching project was called Info City. One of the sub-projects was called City Link. The objective of City Link was to create a high-speed digital communications infrastructure for the downtown business district. Fibre optic cable was to be used to wire up, simply and inexpensively, the city's downtown businesses, to provide a backbone network that businesses could utilize, however they wished, to make themselves more competitive. A consortium of interested parties had recently been formed, a telecommunications architecture was being developed, and plans for stringing cable were under way. While the project champion was unclear about the utility of the new system, he was confident that once the infrastructure was in place, ideas for its utilization would readily emerge. This case provides a setting for exploring the issue of the role of IT in competitive strategy. It also raises interesting social policy questions, about who should pay for such undertaking, who should benefit, and so forth.

Teaching Note: 8A98E09 (10 pages)
Industry: Information, Media & Telecommunications
Issues: Competitiveness; Information Technology; E-Commerce; Networks
Difficulty: 4 - Undergraduate/MBA

Scott L. Schneberger, Ken Mark

Product Number: 9B00E022
Publication Date: 1/10/2001
Revision Date: 1/8/2010
Length: 8 pages

eLance.com had just opened its online services to the public. The site was designed as a platform allowing buyers to post projects that freelancers (sellers) could bid on. After three days of operation, three requests for temporary positions appeared. Recruitment was not the intended purpose of the site and the co-founders disagreed on whether these requests should be allowed to stay on the site. Both founders knew that the choices they made now would directly affect future Web site development as features to support a projects-only site would be somewhat different from a combined projects and personnel site. They had to look ahead and consider the strategic and IT implications, and determine the objectives of the site and what products they would launch.

Teaching Note: 8B00E22 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: E-Business Models; Startups; E-Commerce; Strategic Planning
Difficulty: 4 - Undergraduate/MBA

Chapter 7:
Functional and enterprise systems

Michael R. Pearce, Yvette Mahieu

Product Number: 9B02A001
Publication Date: 2/12/2002
Revision Date: 10/28/2009
Length: 23 pages

The concept of customer relationship management (CRM) and why it is important is examined in this note. It also examines the implementation process: corporate culture and strategy, software providers, technology and ways to measure the success of a CRM program. Many traditional bricks-and-mortar businesses are creating electronic commerce operations, therefore traditional CRM has expanded to include doing business on the Internet and this note looks at electronic customer relationship management (eCRM) as well. Also included are some examples of companies that have successfully implemented a CRM program, a list of CRM software vendors and examples of CRM software solutions.

Issues: Corporate Strategy; Relationship Management; Information Technology; Internet Software; Customer Relationship Management
Difficulty: 4 - Undergraduate/MBA

E.F. Peter Newson, Sergei Lapin, David Mallett

Product Number: 9A99E021
Publication Date: 6/13/2000
Revision Date: 1/15/2010
Length: 21 pages

Over the past 15 years SAP AG has become the fourth largest independent software company in the world. This ranking was achieved largely by word of mouth and with very little advertising. A brief history and update on SAP up to 1998 is provided in this note. It includes short descriptions of the software, sales, market, customers - globally and in Canada, SAPs partners, etc. The purpose is to introduce the concept of enterprise wide systems and enterprise resource planning, using SAP as an example.

Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Information System Design; Computer Industry; Information Systems; Computer Applications
Difficulty: 4 - Undergraduate/MBA

E.F. Peter Newson, Olga Volkoff-Richardson

Product Number: 9A96E003
Publication Date: 5/28/1996
Revision Date: 2/9/2010
Length: 8 pages

This case documents the origins and development of a collaborative interorganizational system. This system is an experimental broadband network being used to trial both ATM technology and new applications such as the transmission, retrieval and archiving of medical images. Director of LARG*net confronts the difficulties of technological innovation and interorganizational management. It provides an illustration of the technical difficulties in integrating different systems, ensuring security, and the ramifications to an organization's own systems when connectivity with other organizations is attempted. It highlights the fact that IT infrastructure is more than just physical hardware. At the same time it raises the issues of handling accountability and responsibility across organizational boundaries.

Teaching Note: 8A96E03 (5 pages)
Industry: Health Care Services
Issues: Information Systems; Strategic Alliances; Strategic Planning; Organizational Structure
Difficulty: 4 - Undergraduate/MBA

E.F. Peter Newson, Michael Zhao

Product Number: 9A99E015
Publication Date: 4/9/1999
Revision Date: 1/15/2010
Length: 21 pages

The sales director of Xerox (Hong Kong) has a vision to transform sales force management processes which would require radical changes to both the organization and the information technology infrastructure. The design includes a company-wide database to be available to the sales force by remote access through Intranet/Internet. From this database the sales force could manage their territory using notebook computers while travelling, working at client sites, sitting in meetings, or talking on the phone. At the time of sale, they could check inventory, quote prices, notify delivery or service schedules, and make billing arrangements. Successful implementation of the plan requires the sales director to overcome financial constraints, ingrained habits, traditional cultural values, an inadequate information technology infrastructure, and the effects of the change beyond the sales organization. The purpose of this case is to present the challenges of planning and implementing a major technology initiative in a cross-cultural setting. The student is expected to outline an implementation plan. A (B) case is available as a follow-up, case 9B00E002.

Teaching Note: 8A99E15 (9 pages)
Industry: Manufacturing
Difficulty: 4 - Undergraduate/MBA

Chapter 8:
Management support and coordination systems

Nicole R.D. Haggerty, Darren Meister

Product Number: 9B03E019
Publication Date: 11/5/2003
Revision Date: 10/19/2009
Length: 13 pages

Canadian Tire Corporation consists of five main business groups: a large retail chain providing automotive parts, sports and leisure and home products; a financial division; a petroleum division; a specialty automotive parts division; and a retailer of casual and work wear clothing. The information technology group is faced with developing an implementation plan for the development of a business intelligence infrastructure and business capability at Canadian Tire Retail. Concurrent to this initiative is the development and implementation of an information technology strategy for Canadian Tire Corporation, which places a number of programs on the priority list, with business intelligence seen as a high priority item for which the organization can score some quick win business success.

Teaching Note: 8B03E19 (6 pages)
Industry: Retail Trade
Issues: Information Systems; Business Intelligence; Knowledge Based Systems; Information System Design
Difficulty: 4 - Undergraduate/MBA

Michael Parent

Product Number: 9A97E015
Publication Date: 10/24/1997
Revision Date: 2/3/2010
Length: 12 pages

Clearwater Fine Foods Inc. is a Canadian-based multinational seafood harvester and producer with a fleet of over 35 ships and 4 offices. The finance and accounting group, headquartered in Bedford, Nova Scotia, used a Group Support System (GSS) to complete the initial stage of its strategic plan. This case deals with the results of a facilitated-GSS session, and participants' reactions to the technology. The MIS manager must decide whether to continue using this technology, and if so, for which tasks and organizational groups.

Teaching Note: 8A97E15 (10 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: Information Systems; Computer Applications
Difficulty: 4 - Undergraduate/MBA

Peter C. Bell, Betty Vandenbosch

Product Number: 9A90E003
Publication Date: 1/1/1990
Revision Date: 2/27/2002
Length: 13 pages

This note describes what Expert Systems are, what makes them different from traditional systems, the issues managers face when using expert systems, and includes some examples of Canadian systems as well as a discussion of the managerial issues surrounding expert systems, and describes some expert systems applications in the real world.

Industry: Administrative, Support, Waste Management and Remediation Services
Difficulty: 4 - Undergraduate/MBA

Chapter 9:
Systems planning development and implementation

Deborah Compeau, Scott L. Schneberger, Jane Gravill

Product Number: 9B01E013
Publication Date: 9/5/2001
Revision Date: 12/18/2009
Length: 12 pages

Waterloo Regional Police Service, along with seven other police services, collaborated and invested resources in a computer system project that would streamline functions such as computer aided dispatching, records management, mobile workstation environments and most importantly, information sharing between these police services. The project has been in progress for several years, and a number of major issues with the computer system vendor were still unresolved. The chief of the Waterloo Regional Police Service must decide whether to continue with the installation of the computer system or move on to other options.

Teaching Note: 8B01E13 (10 pages)
Industry: Public Administration
Issues: Information Systems; Strategy and Resources; Relationship Management; Project Management
Difficulty: 4 - Undergraduate/MBA

Sid L. Huff, Elspeth Murray

Product Number: 9A98E012
Publication Date: 5/27/1998
Revision Date: 6/20/2000
Length: 20 pages

Metalco is a large Australian mining company. It has a rocky history in terms of its effective use of information systems (IS), and there is widespread dissatisfaction in the company concerning IS and the IS department. A recent resignation of the chief information officer led to the decentralization of the IS function, to move it closer to the operating departments. At the same time, one of the division heads has proposed that the company buy the SAP enterprise-wide system, to replace an earlier internal system which had been poorly received. The price tag for SAP is very high, $23 million. Implementing it would also require substantial changes in company processes. In light of its history, recent IS decentralization, and the high SAP price tag, the company is faced with making the decision of whether to go ahead with SAP. An appendix in the case provides extensive information on the procedure used to evaluate SAP, and results thereof.

Teaching Note: 8A98E12 (4 pages)
Industry: Mining, Quarrying, and Oil and Gas Extraction
Issues: Information Systems; Information Technology; Information System Design; Computer System Implementation
Difficulty: 4 - Undergraduate/MBA

Chapter 10:
Managing the delivery of information services

Deborah Compeau, Arfat Qayyum

Product Number: 9B02E007
Publication Date: 5/23/2002
Revision Date: 12/1/2009
Length: 13 pages

ZS Associates is a consulting company with offices in the United States, Europe and plans to establish an office in Canada. The manager of scheduling realizes that the company's scheduling system would not be able to keep up with the needs of the firm. The current system tracks the consultant's skills and their assignments to various projects. An MBA student working as an intern with the firm must provide a recommendation whether to develop software in-house, have new software custom built externally or purchase off-the-shelf software. He must analyse the options while considering the growth needs of the firm, features required in the software and cost.

Teaching Note: 8B02E07 (11 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Systems Analysis; Management Information Systems; Computer System Implementation; Information System Design
Difficulty: 4 - Undergraduate/MBA

E.F. Peter Newson, Derrick Neufeld, Sandy Staples

Product Number: 9A94E004
Publication Date: 4/13/1994
Revision Date: 2/24/2010
Length: 11 pages

This note explores the issues surrounding IS outsourcing. Specifically, outsourcing in an information systems context is defined, and its history is briefly described. The key concerns of the chief information officer are examined, and the various advantages and disadvantages of IS outsourcing are discussed. Issues relevant to a manager who must choose an outsourcing vendor are explored. Finally, IS outsourcing issues that will face managers in the future are discussed.

Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Strategic Planning; Organizational Structure; Mergers & Acquisitions; Information Systems
Difficulty: 4 - Undergraduate/MBA

E.F. Peter Newson, Olga Volkoff

Product Number: 9A97E001
Publication Date: 9/8/1997
Revision Date: 2/3/2010
Length: 15 pages

With changes in both technology and the environment, Nortel has had to evolve from a company that sells a collection of telecommunication products to a company that sells integrated packages of products that satisfy specific customer needs. In the past, I/S has been spread across the various product divisions, supporting a highly decentralized corporate structure. Now it has been charged with transforming itself to facilitate the company's need for greater integration, including a move to standardized systems. I/S must re-define its role and restructure itself to fulfill its new mandate. After an extensive analysis and design exercise, the I/S function has been re-visualized as centering on three key processes: client management, solution delivery, and business support. This represents a significant change from a traditional I/S shop that focuses on building applications and infrastructure. While there is broad support for the changes in principle, actually getting the new processes fully articulated and implemented presents a significant challenge.

Teaching Note: 8A97E01 (11 pages)
Industry: Information, Media & Telecommunications
Issues: Information Systems; Business Process Re-Engineering; Restructuring; Management of Change
Difficulty: 4 - Undergraduate/MBA