MGT 120 Managing and Using Information Technology ( aka Learning How To Transform Business) Cyrus John Aram Blue Shield of CA- Executive, Strategy & Operations MBA, PMP, ASQBB Link to Instructor Bio Spring 2012 (Updated April 10, 2012) University of California, Davis Graduate School of Management Technology Management Minor Opening: This course consistently ranks among students as among the best courses at UCD consistently receiving 4.7 out of 5 for course satisfaction. But the reason for the high evaluations (in my estimation) is because of the content, structure of the course and work ethic of the students. So if you are serious about gaining real business skills that can be leveraged in the real world, and you are willing to work hard, I encourage you to take this course. You will not regret it. Table of Contents Course Description-Managing & Using Information Technology... 2 Required Texts... 2 Course Reader-... 2 Tools & Frameworks... 3 Learning Objectives... 3 Course Format... 3 Course Requirements and Expectations... 4 Grading Requirements and Procedures... 5 Students With Disabilities... 6 Academic Dishonesty... 6 Responsibility of Students... 6 Office Hours and Instructor Contact Information... 7 Tentative Schedule... 8 Cyrus John Aram- Bio... 11 Senior Strategy Director & Principal Consultant... 11 Professional Qualifications... 11 UCD MGT 120 Class Syllabus 1
Course Description-Managing & Using Information Technology This pragmatic course will be taught from a real world perspective ; students will be asked to apply leading business innovation frameworks to current day business challenges. The primary goal of this class is to allow students to develop a fundamental understanding of technology s role in business transformation. In increasing challenging economic conditions, business transformation is a main vehicle allowing organizations to optimize productivity and innovation thus increasing revenue, decreasing cost or both. Course topics will include the relevant hardware, software and networking aspects necessary to support business transformation. In addition, the course considers operational, human and organizational system issues related to transformation. This course is purposefully designed as a fast pace, interact experience that models corporate dynamics and desired outcomes. Required Texts The Fifth Discipline, Peter M. Senge, 1990, Currency Doubleday. CRM in Real Time, Barton Goldenberg, 2008, Information Today, Inc. Leading Change, John P. Kotter, 1996, Harvard Business School Press. Course Reader- Article #1: Will Craiglist.org kill newspaper classifieds? http://en.wikipedia.org/wiki/craigslist http://www.businessinsider.com/2008/3/craigslist-kills-the-newspaper-industry http://www.forbes.com/2006/12/08/newspaper-classifield-online-tech_cx-lh_1211craigslist.html Articles #2: Understanding the Mix of People, Process and Technology TBD Article #3: Mastering the World of Technology TBD Article #4: TBD Article #:5 Use of Balanced Scorecard TBD *TBD articles will be communicated in the next 2 weeks; these will be short, relevant articles related to our coursework. UCD MGT 120 Class Syllabus 2
Tools & Frameworks An assortment of tools will be provided for immediate leverage and application. These leading business frameworks will be pulled from the readings as well the fields of quality, project management, strategy and technology innovation. A uniform expectation is that students will apply the frameworks during class, in homework assignments and in all class main deliverables. Learning Objectives There are FIVE primary Student Learning Objectives for this course: 1. Develop a fundamental understanding of the role of leadership in business transformation 2. Develop student capability in applying leading edge business frameworks to current day challenges in leading teams and leading during times of change 3. Understand and manage through several self-awareness paradigms that are essential in achieving effective leadership 4. Understand the interrelationships between the leading disciplines involving strategy, quality, change and project management and business innovation 5. Develop a plan to manage through organizational politics, stakeholder expectations and your own Brand Management Several SECONDARY Student Learning Objectives include but are not limited to: Understand and be able to explain the key success factors in leading business transformation efforts Understanding the key levers for cutting costs, supporting business decisionmaking and facilitating organizational redesign Identify the numerous business systems at play in any organization; explain the interactions and impacts of drivers, core processes and support structure Model effective presentation and facilitation skills in time constrained environments Gain skills in group problem solving by working in project teams where personal success is a function of group success The course achieves these objectives through lectures, class discussion, student interactions and break outs, individual / team projects. Course Format I will teach this course using two fundamental facilitation techniques; Socratic Method and experiential learning. As opposed straight lecture on the materials (I will not lecture on the material "cover to cover ), I employ a Socratic Method towards instruction which simply means a heavy emphasis that you have read the content prior to class and are ready to respond to direct questions. This means I will call on students directly, often times requiring a front of the class response or interaction. UCD MGT 120 Class Syllabus 3
Secondly, I believe one of the best means to facilitate adult learning is through experiential application. This means simply students will have numerous opportunities to immediately apply class frameworks, concepts and tools. It is essential that you read the assigned material before each class. You are expected to: Actively participate in class discussion; and Ensure that your comments are meaningful, timely and respectful. The classroom will be a safe environment for us to all learn from each other s comments and experiences. Course Requirements and Expectations Attendance and Participation This course is structured to help develop your interest and ability to think about the use of information technology in today s organizations. You should plan to be actively involved -- this means attending class, being attentive, and participating in class activities. Remember the following points: Class participation and attendance are a part of the course grade You are expected to attend every class meeting Arriving on time is a courtesy that you owe your fellow students and your instructor Assignments Homework assignments are an important aspect of applying and learning the concepts of managing information technology and business transformation. Completion of homework assignments will range between individual and team focus. Assignments are to be handed in or emailed prior to the start of each class. All assignments should be labeled as follows: Student Name Student Contact Information Course Name Date Submitted Assignment Name and Number Assignments with multiple pages should be stapled together and on-line submissions should be zipped wherever appropriate. Examinations There will be 1 ** examinations in this course; a midterm and a final. Examinations will require that students demonstrate and apply their knowledge of the concepts discussed in the course. If a student is absent the day a test is returned and reviewed, it is up to the student to make an appointment with the instructor to review the test. This should be done within two weeks of the test date. UCD MGT 120 Class Syllabus 4
Team Presentations The final course deliverable will involve a team presentation that will integrate all major course content into a single presentation. Specific details of presentation requirements will be shared by the third week of the course however students can expect to analyze a current business challenge and offer a possible mitigation by applying a variety of business transformation frameworks. NOTE: PLAN AHEAD!!! Do NOT come to class with an incomplete deliverable that you will put together during class. Grading Requirements and Procedures Topic % of Points Homework/In-class exercises 10% Midterm Examination 20% Final Examination 30% Final Team Presentations 40% Extra Bonus Points for Effective Participation Points* (your can earn several points towards your final grade for effective participation) 0-10% Total % 100% *Students may earn up to 10% extra credit during the quarter by modeling innovative behavior. This includes behavior that bridges or links content, comments that move the discussion forward and help teach the key learning s. It does not mean simply raising your hand to talk. Team Presentations Each team member must participate in one team presentation. All team members will be on stage either presenting, fielding panel questions or managing class interactions. The overall team presentation product will receive a grade. Thus, similar to the real corporate dynamics, all team members will receive the same presentation grades. The following scale is a representative grading scale, however actual grades are determined by a graded curve, following a normal distribution with the highest grade being an A+ and the lowest being a C+: A=93 100 A-=90-93 B+=87-89 B=83-86 B-=80-82 C+=77-79 C=73-76 C-=70-72 D+=67-69 D=63-66 D-=60-62 F=59 and below Grading will be done using a class curve, the above ranges are illustrative. UCD MGT 120 Class Syllabus 5
Students With Disabilities The University will make reasonable accommodations for persons with appropriately documented disabilities. Students must request academic accommodations prior to or at the beginning of each session. It is the student s responsibility to notify the professor once accommodations are approved. Accommodations in individual classes will be effective when the student provides the professor with appropriate documentation. Academic Dishonesty All members of the academic community are responsible for the academic. Existing policies forbid cheating on examinations, plagiarism and other forms of academic dishonesty. Academic dishonesty is contrary to the purposes of the University and is not to be tolerated. Examples of academic misconduct include: Receiving or providing unauthorized assistance on examinations Using or having unauthorized materials out during an examination Plagiarism - using materials from sources without citations Altering an exam and submitting it for re-grading Fabricating data or references Using false excuses to obtain extensions of time Responsibility of Students The ultimate success of a code of academic conduct depends largely on the degree to which it is willingly supported by students themselves. The following recommendations are made for students: Be honest at all times. Act fairly toward others. For example, do not disrupt or seek an unfair advantage over others by cheating, or by talking or allowing eyes to wander during exams. Take group as well as individual responsibility for honorable behavior. Collectively, as well as individually, make every effort to prevent and avoid academic misconduct, and report acts of misonduct that you witness. Do not submit the same work in more than one class. Unless otherwise specified by the instructor, all work submitted to fulfill course requirements must be work done by the student specifically for that course. This means that work submitted for one course cannot be used to satisfy requirements of another course unless the student obtains permission from the instructor. Know what plagiarism is and take steps to avoid it. When using the words or ideas of another, even if paraphrased in your own words, you must cite your source. Students who are confused about whether a particular act constitutes plagiarism should consult the instructor who gave the assignment. Know the rules - ignorance is no defense. Those who violate campus rules regarding academic misconduct are subject to disciplinary sanctions, including suspension and dismissal. UCD MGT 120 Class Syllabus 6
Office Hours and Instructor Contact Information Office Hours: When You call Me and Thursday s 4:00 pm 5:45 pm (before class) Office Location: TBD Phone: (916) 705-3524 (Professor cell phone) Email: cyrus_john_aram@yahoo.com* (*please use this account as the primary means of contact) UCD MGT 120 Class Syllabus 7
Current Schedule (Subject to minor changes at the discretion of the instructor) Week Date Topic Assigned Reading Introduction to the Course Format, Requirements and Expectations 1 4/5 Cash Register Quiz Class Logistics and Instructor / Student interaction Modeling the Way Managing the Triple Constraint System Maps Part I Business Systems; interactions, complexities and implications (previous class examples) Drivers Business Process Infrastructure Discussion: Comfort / Leaning / Panic Zones Team Presentation Deliverables Senge, Part I II (pg. 3-135) Handout: Week 1 Frameworks UCD MGT 120 Class Syllabus 8
2 4/12 Technology s role in the business transformation Triangle People Process Technology Today s Economic Climate and Technology Investments Game Changers Cutting Costs & Supporting Business Technology role in Outsourcing 3 Questions, 5 Why s Root Cause 360 View of the Customer System Maps Discussion Review Diffusion of Innovation Group Project Scope and Criteria Goldenberg, Part I III (pg. 1-134) Kotter, Part I II (pg. 1-145) Article #1: Will Craiglist.org kill newspaper classifieds? Handout: Week 2 Frameworks 3 4/19 3 4/26 Performance Measurement The use of measurements to drive technology impacts Balanced Scorecards Mental Models Change Curve Systems Maps Part II Homework #1 DUE Quiz #1 MIDTERM EXAMINATION Article 3: Mastering the World of Technology Handout: Week 4 Frameworks Article #5: Use of Balanced Scorecard UCD MGT 120 Class Syllabus 9
4 5/03 5 5/10 6 5/17 7 5/24 1 st Half Course- Review Leading Business Transformation Examples of real (successful and failed) transformation efforts Stages of Change Transformation & Group Think The other type of Networking Six Hats Competitive Intelligence (Guest Speaker) Barton Goldenberg and / or John Kotter: ** Conference Call and Class Discussion*** Presentation and Facilitation Skills Decision Making Use of Power Leading Business Transformation (Part II) Role of Corporate Politics and the 5 Levers to Manage Homework #2 DUE Quiz #2 Full Class Review Group Project Working Sessions with Professor and TA Article #4: Top 10 Risks of Off shoring Goldenberg, Part V (pg. 187-245) Senge, Part III IV (pg. 139-269) Handout: Week 5 Frameworks Handout: Week 6 Frameworks Goldenberg, Part VI (pg. 269-Finish) Senge, Part V (pg. 363-Finish) Kotter, Part III (pg. 159-Finish) Handout: Week 6 Frameworks none UCD MGT 120 Class Syllabus 10
8 5/31 FINAL EXAMINATION n/a 9 6/7 FINAL TEAM PRESENTATIONS n/a *Note, our class will end on 6/7 and all your course requirements will be completed by 5/7. Disclaimer Any part of this syllabus may be revised during the semester at the discretion of the instructor. Cyrus John Aram- Bio Senior Strategy Director & Principal Consultant Cyrus Aram brings over 17 years of private and public sector experience in the areas of customer strategy, business transformation, planning, program, change and quality management. At General Motors (GM), he was responsible for establishing key Customer Relationship Management strategies that targeted high-risk case scenarios as well as architecting an overall customer service solution that significantly reduced cost while increased customer retention. At Electronic Data Systems (EDS), Mr. Aram lead a Decision Support unit responsible for capturing high profile gaps in policy and system audits (for the California Department of Health Services) saving in excess of ten million dollars in overpayments and potential fraud. At Vision Service Plan (VSP), Mr. Aram was responsible for the enterprise Customer Relationship Management deployment which delivered 23 business functions, closed 78% of business gaps increasing revenue by 13% while capturing $1 million in savings. At Hewlett-Packard (HP), Mr. Aram played a leadership role integrating the HP/EDS merger, the largest technology integration in corporate history. Current as an Executive at Blue Shield of California, he is accountable for the Product Development Infrastructure and Operations managing a diverse organization of up to 70 individuals, responsible for delivering products to market cheaper, faster and with higher quality. Mr. Aram holds in MBA from the University of California, Davis and certifications in Project Management (PMP) and Six Sigma (ASQ BB). Mr. Aram is currently ranked in the top 5% of HP with an Executive level job scoping and four reporting levels from the CEO. Mr. Aram is certified as a facilitator, mediator, trainer, and executive coach. Professional Qualifications More than 16 years experience and domain credibility as a strategic planner, organizational process expert, facilitator, coach, and transformational consultant Instructor and mentor of facilitators for over 1500 participants Project Management Professional (PMP), Project Management Certification via the Project Management Institute (PMI) UCD MGT 120 Class Syllabus 11
Six Sigma Certified Black Belt via the American Society of Quality (ASQ); the industry standard for business and organization process expertise Organizational Transformation Guest Speaker (Chicago, NY, San Francisco, LA) o Lecture Topics Include: Organizational Design, Enterprise Class Customer Deployment, Strategy & Planning, Risk Management, Change Management, Six Sigma, 4 Corners of Implementation Excellence, Transforming the Non Profit Arena o Featured Presenter at DestinationCRM 2007 Conference in New York, NY (see Link to NY CRM Conference for details) - week of August 20 th, 2007 o Featured Presenter at Thought Leadership Summit in San Jose, CA (see Link to SF CRM Conference for details) week of September 10 th, 2007 Top rated Faculty lecturer at Sacramento State University-College of Continuing Business Education Seen as a pragmatic thought leader who has facilitated leadership transformation for a diverse set of organizations from a $27 billion organization to a $100,000 non profit UCD MGT 120 Class Syllabus 12