Table of contents for Cases on strategic information systems / Mehdi Khosrow-Pour, editor.

Bibliographic record and links to related information available from the Library of Congress catalog.

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Cases on Strategic Information Systems
Detailed Table of Contents
Chapter 1
Infosys Technologies Limited: Unleashing CIMBA
Debabroto Chatterjee & Rick Watson, The University of Georgia, USA
Infosys Technologies Ltd., one of the world¿s most profitable IT services company, implemented a customer relationship management (CRM) system called CIMBA ¿ Customer Information Management By All. This customer-focused system was conceived and designed to improve communication and collaboration between the company and its customers. By seamlessly integrating the front-end sales system with the back-end delivery system, CIMBA was expected to further enhance the company¿s IT solutions delivery capability. This case provides insights into the factors that triggered the need for developing such an integrated CRM solution and how the company went about developing and launching this system. It also brings to light the various challenges associated with the implementation of this IS solution.
Chapter 2
The Application of IT for Competitive Advantage at Keane, Inc.
Mark R. Andrews, State of Arizona, USA
Raymond Papp, Central Connecticut State University, USA
This case will focus on Keane¿s approach to Project Management and how they provide this service to their clients. This includes not only how Keane is hired for Project Management but how they train their clients on how they too can implement the Keane philosophy of Productivity Management. The goal of this case is to provide the student with an example of business-technology strategy in action and allow them to explore future paths that Keane may take based on how they use technology today and in the decade to come.
Chapter 3
A Case of Information Systems Pre-Implementation Failure: Pitfalls of Overlooking the Key Stakeholders¿ Interests
Christoph Schneider, Washington State University, USA
Suprateek Sarker, Washington State University, USA
This case study examines an often overlooked context of information system failures, that of pre-implementation failure. It focuses on an Information Systems Development (ISD) project at a large public university that failed even before implementation could get under way. Specifically, it describes the vendor selection process of a proposed computerized maintenance management system.
Chapter 4
The Information Plan for Celerity Enterprises, Inc.: A Teaching Case
Laurie Schatzberg, University of New Mexico, USA
Celerity Enterprises competes in the semiconductor manufacturing industry. At the start of the case, business conditions are favorable for them to launch a new production facility to manufacture flash memory. The new facility must achieve exceptionally ambitious productivity and cost goals. A facility-level strategic planning process reveals opportunities to substitute information for other more-expensive resources. By the end of the case, just a few months later, worldwide economic conditions change radically and the future of the new facility is in jeopardy. The case describes the participants, the planning process and findings. It provides a rich setting to discuss aligning information and business planning, realities of the volatile industry, outsourcing for IS planning leadership, and using a combination of top-down and bottom-up planning.
Chapter 5
Project Mi-Net ¿ An Inter-Organizational E-Business Adoption Study
Pankaj Bagri, Indian Institute of Management Bangalore (IIMB), India
L. S. Murty, Indian Institute of Management Bangalore (IIMB), India
T. R. Madanmohan, Indian Institute of Management Bangalore (IIMB), India
Rajendra K. Bandi, Indian Institute of Management Bangalore (IIMB), India
This case gives a detailed description of the adoption of an e-business initiative by Miracle Industries Limited (MIL), a fast-moving consumer goods (FMCG) organization in India. The initiative involved linking up with key distributors so as to get important sales-related data on a real-time basis. The case describes how the decision to adopt the project was taken after a comprehensive analysis involving a detailed cost-benefits study, and an examination of the roles of various stakeholders ¿ the distributors and the Territory Sales Officers.
Chapter 6
An Innovative Adaptation of General Purpose Accounting Software for a Municipal Social Services Agency
Andrew Schiff, University of Baltimore, USA
Tigineh Mersha, University of Baltimore, USA
This case describes an alternative to developing expensive systems, which is to acquire general-purpose software that has been developed for a wide range of organizations, and to adapt it for the agency in which it will be installed.
Chapter 7
The Rise and Fall of CyberGold.com
John E. Peltier, Georgia State University, USA
Michael J. Gallivan, Georgia State University, USA
The lifecycle of CyberGold, a start-up ¿Dot Com¿ firm that rose to prominence in the world of online currency and micro-payments, is presented in this case. The inception of the firm is described, as well as the talent base of its senior executives, and its innovative and patented business model, known as ¿Attention Brokerage.¿ The case focuses on a specific decision problem faced by CyberGold¿s team of senior managers early in its lifecycle: how to modify the company¿s business model and communication with its members in order to encourage repeat visits to its site and to provide a clearer understanding of where CyberGold credits may be spent by members. 
Chapter 8
The Planned and Materialized Implementation of an Information System
Pekka Reijonen, University of Turku/Laboris, Finland
Jukka Heikkilä, Helsinki School of Economics, Finland
The object of this case study is a marketing and sales information system in two local offices of a regional telephone company. This study illustrates the difficulties in simultaneously aligning an organization and implementing a new information system. This case emphasizes the importance of the organizational implementation and adaptation process which ought to begin after the implementation of the technical system.
Chapter 9
The T1-Auto Inc. Production Part Testing (PPT) Process: A Workflow Automation Success Story
Charles T. Caine, Oakland University, USA
Thomas W. Lauer, Oakland University, USA
Eileen Peacock, Oakland University, USA
This case describes the development, design, and implementation of a workflow automation system at a tier one automotive supplier, T1-Auto. The case goes on to describe the design and development of the Lotus Notes¿ workflow management system. The design description includes process maps for the as-is and the new system. In addition, descriptions of the testing phase, the pilot, and the roll out are included. The case concludes with a discussion of project success factors and planned future enhancements.
Chapter 10
Implementing An Integrated Software Product at Northern Steel
Annie Guénette, Nadine LeBlanc and Henri Barki, École des Hautes Études Commerciales, Canada
The implementation of the payroll and human resources modules of an integrated software product in a large manufacturing organization is described in this case. Some of the problems encountered include conflicts between the accounting and human resources departments, technical difficulties in building interfaces to existing systems, inadequate staffing of the project team, the IT director who left during the project, and a poorly functioning steering committee. 
Chapter 11
The Relation Between BPR and ERP Systems: A Failed Project
David Paper, Utah State University, USA
Kenneth B. Tingey, Utah State University, USA
Wai Mok, University of Alabama in Huntsville, USA
This case describes the experiences of Vicro Communications, who sought to reengineer its basic business processes with the aid of data-centric enterprise software. Vicro management however made the mistake of relying completely on the software to improve the performance of its business processes. It was hoped that the software would increase information sharing, process efficiency, standardization of IT platforms, and data mining/warehousing capabilities. Unfortunately for Vicro, the reengineering effort failed miserably even after investing hundreds of millions of dollars in software implementation. As a result, performance was not improved and the software is currently being phased out. 
Chapter 12
Introducing Expert Systems at The Corporation
Jay Liebowitz, George Washington University, USA
This case study highlights the concept that the ¿management¿ of the technology is usually the limiting factor causing the demise of a project rather than the ¿technology¿ itself. This real case study involves creating an awareness of a new technology within the company and trying to start a much-needed project using this technology.
Chapter 13
Leveraging IT and a Business Network By A Small Medical Practice 
Simpson Poon, Charles Stuart University, Australia
Daniel May, Monash University, Australia
This case discusses how a small specialist medical clinic (named ECS) tries to stay competitive by applying innovations through information technology and the Web. The barriers to success include the lack of financial and human resources but through forming strategic alliances, it managed to implement some systems prototypes.
Chapter 14
Costs and Benefits of Software Engineering in Product Development Environments
Sorel Reisman, California State University, Fullerton
The subject of this case is a computer-based cost-benefit forecasting model (CBFM), developed to investigate possible long-term effects of improved productivity from the use of modern software engineering. The primary purpose of the model was to generate comparative data to answer ¿what-if¿ questions posed by senior corporate management attempting to understand possible overall effects of introducing the new software development methodologies.
Chapter 15
Systems Design Issues in Planning and Implementation: Lessons Learned and Strategies for Management 
Mahesh S. Raisinghani, University of Dallas, USA
The case study describes the process of planning and implementation of integrated software designed to automate the sales schedule process. The application was released with numerous software, hardware and network problems. The effects on the customer community, the information systems department, and other stakeholders were sharp and far reaching.
Chapter 16
Montclair Mutual Insurance Company
William H. Money, George Washington University, USA
This case presents data concerning the choices among information system development strategies, tools, systems which could be selected for upgrade or development, and implementation decisions for an insurance company facing a dynamic business environment.
Chapter 17
Implementing Information Technology to Effectively Utilize Enterprise Information Resources 
Yousif Mustafa and Clara Maingi, Central Missouri State University, USA
The development of an information system at the Missouri-based General Chemicals Inc., which is one of the largest pharmaceuticals in the world, is described in this case. The system efficiently utilizes company¿s research resources by archiving, organizing them in a searchable manner, and allowing researchers to reuse and modify them as needed. This resulted in saving a considerable amount of money and time.
Chapter 18
Evolving Organizational Growth Through Information Technology
Ira Yermish, St. Joseph¿s University
This case study describes the gradual evolution of the use of information technology, first to support basic transaction processing, and ultimately to support the strategic issues that such an operation faces The Service Employees International Union, Local 36 Benefits Office, provides service to over 3,500 union members in Pennsylvania¿s Delaware Valley area by the Service Employees International Union, Local 36 Benefits Office, which provides service to over 3,500 union members.
Chapter 19
IS Strategy at NZMILK 
Paul Cragg, University of Canterbury, New Zealand
Bob McQueen, University of Waikato, New Zealand
This case study examines Nzmilk, a small, successful, fresh milk supplier. The company has lost some of their market to competitors, but also gained a significant contract. Its general manager was convinced that a new IS strategy was needed, but did not know how to proceed.
Chapter 20
Life After a Disastrous Electronic Medical Record Implementation: One Clinic¿s Experience
Karen A. Wager, Frances Wickham Lee and Andrea W. White, Medical University of South Carolina, USA
This case describes how a majority of users of an Electronic Medical Record (EMR) at a family medicine clinic located in a small city in the western United States are currently quite dissatisfied with the system. The practice experienced a disastrous implementation of the EMR in 1994 and has not recovered.
Chapter 21
Military Applications of Natural Language Processing and Software 
James A. Rodger, Indiana University of Pennsylvania, USA
Tamara V. Trank, Naval Health Research Center, USA
Parag C. Pendharkar, Pennsylvania State University at Harrisburg, USA
The process of planning, analysis, design and implementation of an integrated voice interactive device (VID) for the Navy is presented in this case. The goal of this research is to enhance Force Health Protection and to improve medical readiness by applying voice interactive technology to environmental and clinical surveillance activities aboard U.S. Navy ships.
Chapter 22
Geochemia: Information Systems to Support Chemical Analysis in Geological Research
Dimitar Christozov, American University in Bulgaria
In Bulgaria, mineral resources are property of the State. The case specifies the functions of ¿Geochemia¿, information systems and technologies used to support the execution of its activities in the time of transition to market economy.
Chapter 23
ACEnet: Facilitating Economic Development Through Small Business Electronic Commerce
Craig Van Slyke, University of Central Florida, USA
France Belanger, Virginia Polytechnic Institute and State University, USA
Marcy Kittner, University of Tampa, USA
This case describes how a not-for-profit agency, the Appalachian Center for Economic Networks (ACEnet), facilitates the use of e-commerce by rural small businesses as a part of an overall strategy for spurring economic development through small businesses.
Chapter 24
Selecting and Implementing an ERP System at Alimentos Peru
J. Martin Santana, Jaime Serida-Nishimura, Eddie Morris-Abarca and Ricardo Diaz-Baron, ESAN, Peru
The case describes the implementation process of an ERP (Enterprise Resource Planning) system at Alimentos Peru, one of the largest foods manufacturing companies in Peru. The case explains the criteria used to evaluate and select the system, as well as the main issues and problems that arose during the implementation process. More specifically, the case focuses upon a set of implementation factors, such as top management support, user participation, and project management.

Library of Congress Subject Headings for this publication:

Management information systems -- Case studies.
Strategic planning -- Case studies.