THE UNIVERSITY OF TEXAS AT DALLAS

SCHOOL OF MANAGEMENT

MIS -6204
INFORMATION TECHNOLOGY & MIS
Fall 2005

Instructor: Professor Vijay S. Mookerjee Telephone: 972-883-4414

E-mail: vijaym@utdallas.edu Fax: 972-883-2089

Teaching Assistant
Sumantra Chakravarty
SOM 3.226; 972-883-4127

Materials
Course pack available for purchase at UTD book store.

COURSE OBJECTIVE

The rapid pace of change in Information Technology (IT) has made it critical for managers to possess a
conceptual understanding of IT and how IT creates value at the individual as well as the firm level. We
will begin with a study of the IT architecture of a contemporary firm and focus on the three pillars of IT
architecture: data management, knowledge management, and telecom management. Next, we will discuss
each of these components in detail using in-class, hands-on sessions to obtain a deeper understanding.
We will also consider the role of emerging IT infrastructure in transforming business activities.

We will then move to a higher level of analysis and consider strategic implications of IT. IT facilitates
the creation and operation of a virtual network of organizations enabling each firm to focus on its core
competencies. Effective use of IT can radically alter the value proposition delivered to customers and
enable firms to respond to customer demand more efficiently and expeditiously. We will discuss how IT
may provide a source of competitive advantage and how we may assess the business value of IT.

COURSE STUCTURE

IT architecture
- Data management
- Knowledge management
- Telecommunications management

IT strategy
- IT and competitive advantage
- Business value of IT

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Technology Component

In the technology component of this course, we will use part of the class session to develop a
simple prototype of a database application. I will provide more details on the requirements for
this project in the next week of class.

EVALUATION

Grades will be based on the following criteria:

Class Participation 10%

Case Submissions (group) 40%
Exam 25%
Technology Project (group) 25%

Class Preparation and Participation

Each student must accept the responsibility for class preparation. This means studying the assigned
readings and preparing the assigned cases before the class meeting. Student class participation will be
evaluated daily. It will reflect performance in such areas as responding to the instructor’s specifically-
addressed questions, participating in focused class discussions, articulating with clarity difficult concepts
in the assigned materials, and applying key concepts from the assignments to student’s work experience
or current business events. The quality, rather than quantity, of responses will be the basis for assessing
performance.
Case Submissions

Each group will submit a case analysis not exceeding four pages (word processed, times roman 12 pt.
font) that answers the questions identified for the case assigned for the day.

In-Class Examination

An in-class exam is scheduled for October 6, 2005. It will be designed to evaluate your understanding of
the fundamental concepts and techniques discussed in class or covered in assigned materials. The level of
difficulty will be comparable to that of the assigned materials.

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 COURSE SCHEDULE

Session Date Topic Assignment

1 Aug 18 Introduction None

IT Architecture
2 Aug 25 Implementing an IT Cisco Case
architecture 1. Cisco is frequently characterized as an
information age company, in contrast to
an industrial age company. In your
opinion, what factors distinguish Cisco as
an information age company?
2. To what extent does IT contribute to
Cisco’s strategy?
3. How would you characterize the role
of Pete Solvik as CIO?
Data Management
Reading
Data Modeling Handout
3 Sep 01 Data Management Reading
Data Modeling Handout
Technology Exercise
Database We will design and implement a simple
Implementation and database using Microsoft Access 2000 (or
simple queries higher).
4 Sep 08 Knowledge Capital One Case
Management
1. How is Capital One’s use of IT different
from other mass customization
strategies?
2. How sustainable is this?
3. What are the consequences of Capital
One’s IT strategy for expansion into
different segments of the credit card
industry, and into other industry?

Decision Tables and Reading

Decision Trees Decision Tables and Trees Handout

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5 Sep 15 Online Content AOL-TW Case
Provision
1. What are the sources of revenues and costs
for AOL? For TW?
2. What would the areas of synergy be
between AOL and TW? What are some
specific examples of how this synergy could
be exploited?
3. How should AOL price its internet services?
Why not congestion based? Economists
have claimed that congestion based pricing
is best for the consumer. What are the
drawbacks of such pricing?

Congestion Pricing
6 Sep 22 Digital Supply Chain Readings: M. Porter, “Strategy and the
Internet,” Harvard Business Review, Mar-Apr
2001, pp. 63-78.

Akamai Case
1. What is Akamai’s business model and why
does it make sense (if it does)? Hint: Use
Porter’s 5 force model
2. What are the key technologies used in
CDN? What are some alternatives to CDN
services?
3. Discuss how Akamai should price its
services, now and in the future?
7 Sep 29 IT and Competitive Matching Dell Case
Strategy
1. How and why did the PC industry come
to have such low average profitability?
2. Why has Dell been so successful
despite this?
3. How big is Dell’s remaining advantage
and what should its major rivals do
now?
IT Investment
Valuation
Dos Santos, B., “Justifying Investments in
New Information Technologies,” Journal
of Management Information Systems,
Spring 1991.

8 Oct 6 Final