Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Instructor’s Manual Module 3 IT Leadership  IT increasingly fundamental to business  Leadership of the IT function must change  Core leadership issues:  How to organize IT to support and enhance business activities?  How to govern IT to minimize risk and maximize value of information assets?  What IT leadership approach best fits the role of IT in the company?

Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Module 3: IT Leadership Overview of Chapters Chapter 9 Discusses themes and issues in IT governance Chapters 10 Explores a way of defining and evaluating IT leadership

Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Module 3: IT Leadership IT and the Board of Directors Increasing cost, complexity, and consequences of technology Organizations vary Operational dependence on information systems Strategic influence of information technology Board supervision of IT should “fit” company’s use of IT What can we learn from this article Why company boards should be involved in IT governance How boards can start to shape IT decisions

Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Module 3: IT Leadership Volkswagen of America Scarce IT resources Implementation of IT project prioritization process Aim to align IT activities with business strategy Pressure from businesses to bypass prioritization process Explore justifications for process Explore justifications for exceptions Examine CIO’s response What can we learn from this case Understand factors that affect project delivery and how IT leaders can better manage them

Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Module 3: IT Leadership The AtekPC Project Management Office AtekPC Increasing price competition and consolidation in PC industry Focus on cost-reduction and renewed growth Formation of Strategic Planning Office IT at AtekPC Operational and maintenance focus Little cross-functional integration of applications or information services Project Management Office Goal of better and more coherent project delivery capability Possibility to leverage PM skill from IT projects to broader enterprise What can we learn from this case How key factors influence the success of PMO implementations Understand leaders’ role in shaping those factors