Managing And Using Information Systems A Strategic Approach 4th Edition Keri E. Pearlson, Carol S. Saunders - Solutions

Discover comprehensive resources for "Managing And Using Information Systems: A Strategic Approach 4th Edition" by Keri E. Pearlson and Carol S. Saunders. Access online solutions and an extensive answers key to enhance your understanding of the textbook. Our solution manual, available in PDF, includes solved problems and step-by-step answers for all chapters. Benefit from the test bank and instructor manual for a deeper dive into the course material. Download chapter solutions for free and find all the questions and answers you need to excel in your studies.

=+• Is the company replacing an existing architecture?
=+• Is the company developing the IT architecture from scratch?
=+• What IT architecture is already in place?
=+4. If you were the program manager, what would you have done differently to avoid the problems faced by the Dreamliner program?
=+3. What are your conclusions about the design of the integrated supply chain? Give some specific ideas about what could have been done to integrate it better.
=+2. Using the silo perspective versus business process perspective, analyze the Dreamliner program.
=+1. Why did Boeing adopt the radical change approach for designing and developing the 787 Dreamliner? What were the risks? In your opinion, was it a good move? Defend your choice.
=+4. Why is this story more about change management than software implementation?
=+3. What outside factors had to come together for Santa Cruz Bicycles to be able to make the changes it did?
=+2. What, in your opinion, was the key factor in Santa Cruz Bicycles ’ successful process redesign? Why was that factor the key?
=+1. Would you consider this transformation to be incremental or radical? Why?
=+ How does this system enable Tesco to increase the value provided to customers?
=+What can Tescomanagement do now that the company has a CRM that it could not do prior to the CRM implementation?
=+consumer electronics, flowers, and wine. The chain also offers services such as loans, credit cards, savings accounts, and travel planning.
=+individual stores, data showed which products must be priced below competitors, which products had fewer price‐sensitive customers, and which products must have regular low prices to be successful. In some cases, prices were store specific, based on the customer information. The information
=+purchases, creating a detailed database of customer preferences. Tesco then categorized customers and customized discounts and mailings, generating increased sales and identifying new products to expand the organization ’ s offerings. At the
=+7. Tesco , the U.K. retail grocery chain, used its CRM system to generate annual incremental sales of £100 million. Using a frequent shopper card, a customer got discounts at the time of purchase, and the company got information about the customer ’ s
=+What are the components of the process? What would the customer relationship management process look like for this same firm?
=+6. What might an integrated supply chain look like for a financial services company such as an insurance provider or a bank?
=+5. What do you think the former CIO of Dell , Jerry Gregoire, meant when he said, “Don ’ t automate broken business processes”? 20
=+ What could have been done better to minimize the risk of failure?
=+4. Have you been involved with a company doing a redesign of its business processes? If so, what were the key things that went right? What went wrong?
=+ A Western bias is common; practices found in North America or Europe are often the foundation. When transferred to Asia, however, the resulting systems may be problematic. Why do you think this is the case? What might be different in the way different countries use processes (besides the
=+3. ERP systems are usually designed around best practices. But whose best practices are the right ones?
=+What are the critical success factors to make sure the implementation of an enterprise system is successful?
=+2. Off‐the‐shelf enterprise IS often forces an organization to redesign its business processes.
=+1. Why was radical design of business processes embraced so quickly and so deeply by senior managers of so many companies? In your opinion, and using hindsight, was its popularity a benefit for businesses? Why or why not?
=+3. Why do you think Alice Chou thinks a rewards program is necessary for My developerWorks because so many profiles have already been developed. Do you agree that a reward would be necessary?
=+2. Why do you think Alice Chou carefully monitors the My developerWorks site? What would be an example of an insight she would gain from the data she ’ s collecting?
=+1. How might My developerWorks leverage changes in the way people work?
=+3. As more and more companies turn to IS to help them monitor their employees, what do you anticipate the impact will be on employee privacy? Can anything be done to ensure employee privacy?
=+2. What advice do you have for Andersen about the use of the system for supervising, evaluating, and compensating his drivers and salespeople?
=+1. What are the positive and negative aspects of Andersen ’ s use of the GPS‐based system to monitor his drivers and salespeople?
=+Does this mean the end of “doing business the old‐fashioned way”? Will this put a burden on the elderly or the poor when corporations begin charging for face‐to‐face services? 40
=+these technologies are actually shifting some tasks to the customer. On the other hand, many people like the convenience of using these self‐service systems, especially because it means customers can visit a bank for cash or order books or gifts from an online retailer 24 hours a day.
=+how much time people are really saving if they have to continually learn new processes, operate new machines, and overcome new glitches. Labor‐saving technologies were supposed to liberate people from mundane tasks, but it appears that
=+speaking to a sales agent; at the airport where customers make reservations and pay for and print tickets without the help of an agent; and at the bank, where ATMs have long replaced tellers for most transactions. But a backlash is coming, experts predict. Some say that people are more isolated
=+7. The explosion of information‐driven self‐serve options in the consumer world is evident at the gas station where customers pay, pump gas, and purchase a car wash without ever seeing an employee; in the retail store such as Walmart, Home Depot, and the local grocery where self‐service
=+6. Paul Saffo, former director of the Institute for the Future, noted, “Telecommuting is a reality for many today, and will continue to be more so in the future. But beware, this doesn ’ t mean we will travel less. In fact, the more one uses electronics, the more they are likely to
=+5. How is working at an online retailer different from working at a brick‐and‐mortar retailer? What types of jobs are necessary at each? What skills are important?
=+4. Given the growth in telecommuting and other mobile work arrangements, how might offices physically change in the coming years? Will offices as we think of them today exist by 2030? Why or why not?
=+3. What current technologies do you predict will show the most impact on the way work is done? Why?
=+2. How can IT alter an individual ’ s work? How can a manager ensure that the impact is positive rather than negative?
=+ What are some of the possible consequences of asking an employee to use a computer or similar device in his or her job?
=+1. Why might an employee resist the implementation of a new technology?
3. Was the introduction of the Monster Thickburger a good idea or an example of information leading to a wrong decision?
2. What are some tips for developing and using the Business Intelligence System described in this case?
1. How does the BIS at CKP add value to the business?
3. Describe the culture necessary to support GSD&M’s use of simulation as a means of experimenting with marketing scenarios.Source: Adapted from Lilly Rockwell, ‘‘GSD&M Taps Virtual Crowds to Test Real Ads,’’ Austin American-Statesman, April 21, 2008, Section D, p. 1.
2. What other scenarios can you think of that might benefit from this type of simulation?
1. What is the benefit to GSD&M and their clients of using a simulation to predict customer behavior?
7. How do analytics support business experimentation? Give an example of how a company might use business experimentation to create a new product or service.
6. PricewaterhouseCoopers has an elegant, powerful intranet knowledge management system called Knowledge Curve. Knowledge Curve makes available to its consultants and auditors a compendium of best practices, consulting methodologies, new tax and audit insights, links to external Web sites and news
5. Do you think that the Digital Millennium Copyright Act is the type of legislation that should be enacted to protect intellectual property? Why or why not?
4. How do knowledge maps aid an organization?
3. What does it take to be a successful competitor using business analytics? What is IT’s role in helping build this competence for the enterprise?
2. What is the difference between tacit and explicit knowledge? From your own experience, describe an example of each. How might an organization manage tacit knowledge?
1. The terms data, information, and knowledge are often used interchangeably. But as this chapter discussed, they can be seen as three points on a continuum. What, in your opinion, comes after knowledge on this continuum?
3. When a project is outsourced, who should manage the project—the internal group or the outsourcer? Why?
2. Describe the development methodology that was applied to this project. Was this the most appropriate approach? Provide a rationale for your response.
1. Assess the risks of this project. Given your assessment of the project complexity, clarity, and size, what management strategies would you recommend? What, if any, of these strategies were adopted in this project?
3. How did the Sabre project managers ensure that the system met users’ needs?
2. What were the risks Sabre Holdings faced when they decided to redesign their reservation systems? What actions did they take to minimize the risks?
1. In what ways do you think this project was managed differently than the 1988 overhaul project? What are the advantages of agile programming in this situation?
5. Lego’s Mindstorms Robotics Invention System was designed for 12-year-olds. But after more than a decade of development at the MIT Media Lab using the latest advances in artificial intelligence, the toy created an enormous buzz among grown-up hackers. Despite its stiff $199 price tag,
4. What determines the level of technical risk associated with a project? What determines the level of organizational risk? How can a general manager assist in minimizing these risk components?
3. What are the critical success factors for a project manager? What skills should managers look for when hiring someone who would be successful in this job?
2. Why does it often take a long time before troubled projects are abandoned or brought under control?
1. What are the trade-offs between cost, quality, and time when designing a project plan?What criteria should managers use to manage this trade-off?
4. The original article in Harvard Business Review raised a number of questions by senior business managers about their IT investment. As an IT manager, what questions would you anticipate you would have to respond to, and what would be your response?
3. Consider the IT portfolio management triangle presented in this chapter. Would Carr’s arguments hold for all types of IT investments or just for infrastructure investments?Explain.
2. Where do you think the next IT-based strategic advantage may occur? Give an example.
1. Do you agree with Carr that as information technology’s power and ubiquity grows, its strategic importance diminishes? Why or why not?
3. If you were the head of marketing for Troon, what benefit would you receive from Mr. Westmark’s decision to implement TCO?
2. Why, in your opinion, were IT expenses spiraling out of control before the TCO system?What are examples of the hidden costs of operating and maintaining the hardware?
1. Why does the TCO approach allow Troon management to refresh its hardware at the optimal cost level?
6. TCO is one way to account for costs associated with a specific infrastructure. This method does not include additional costs such as disposal costs—the cost to get rid of the system when it is no longer of use. What other additional costs might be of importance in making total cost
5. Compare and contrast the IT scorecard and dashboard approaches.
4. Would you suggest using options pricing on the investment described in Question 3?Why or why not?
3. A new inventory management system for ABC Company could be developed at a cost of $250,000. The estimated net operating costs and estimated net benefits over six years of operation would be:Year Estimated Net Operating Costs Estimated Net Benefits 0 $250,000 $ 0 1 7,000 52,000 2 9,400 68,000 3
2. Describe the conditions under which ROI, payback period, NPV, and EVA are most appropriately applied.
1. Under what conditions would you recommend using each of these funding methods:allocation, chargeback, and corporate budgeting?
3. Apply the normative theories of business ethics to this situation.
2. What are some possible disadvantages the employees of Midwest Family Mutual may be experiencing as a result of their new virtual ‘‘work from home’’ office environment?
1. Do you think that the economic benefits that Midwest Family Mutual realized as a result of green computing are unusual? Do you think most companies can see similar types of economic gains? Explain.
3. Apply the normative theories of business ethics to the use of red-light camera systems.
2. Should cities allow outsourcing of the operation of the systems? Why or why not?
1. Do you see any ethical issues involved in the use of red-light camera systems? Why or why not?
2. Apply the normative theories of business ethics to this situation.
1. Do you think it would be ethical for a business to install eBlaster to ensure that its employees are engaged only in work-related activities? If so, under what conditions would it be appropriate? If not, why not?
3. Who do you think should have access to the data? How should that access be controlled?
2. Who would own the data? Explain.
1. Discuss any threats to privacy in this situation.
3. Does it change your opinion if the software is a critical system for We Sell More.com?If it is a noncritical system? Explain.
2. If We Sell More.com wants to continue to use the system, can they? Why or why not?
1. Is Jane obligated to stop using her backup copy? Why or why not?
4. Apply the normative theories of business ethics to this situation.
3. What management practices should be in place to ensure proper behavior without violating individual ‘‘rights’’?
2. What, if any, ethical principles help guide decision making in this situation?
1. What should Essex do?

Showing 1900 - 2000 of 3226

First
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
Last

Managing And Using Information Systems A Strategic Approach 4th Edition Keri E. Pearlson, Carol S. Saunders - Solutions

Step by Step Answers