bim 29 v tri syllabi

8/10/2019 Bim 29 v Tri Syllabi

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BHARATHIDASAN INSTITUTE OF MANAGEMENT

TIRUCHIRAPPALLI 620 014

29thBATCH (2012 2014)

SYLLA I FOR FIFTH TRIMESTER

(OCTOBER 201 !ANUARY 2014)

Sl. No. TITLE OF THE COURSE

1 COMPULSORY

INTERNATIONAL USINESS

EN"IRONMENT

2 FINANCE INTERNATIONAL FINANCIAL MANAGEMENT

3 PROJECT AND INFRASTRUCTURE FINANCE

4 NEW GENERATION INVESTMENT PRODUCTS

5 APPLIED CORPORATE FINANCE

6 MARKETING SALES AND DISTRIUTION MANAGEMENT

! INTEGRATED MARKETING COMMUNICATION

" USINESS TO USINESS MARKETING

# PRODUCT INNOVATION MANAGEMENT

1$ OPERATIONS LOGISTICS MANAGEMENT

11 SERVICES OPERATIONS MANAGEMENT

12 PROJECT OPERATIONS13 HRM ORGANISATION DEVELOPMENT % CHANGE

MANAGEMENT

14 CROSS CULTURAL MANAGEMENT

15 LAOUR LAWS

16 LEADERS AND LEADERSHIP

S&STEMS

1! INFORMATION TECHNOLOG& STRATEG&

1" ENTERPRISE RESOURCE PLANNING

1# INFORMATION TECHNOLOG& SERVICEMANAGEMENT

2$ TECHNOLOG& TRENDS


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HARATHIDASAN INSTITUTE OF MANAGEMENTTIRUCHIRAPALLI ' 62$ $14

INTERNATIONAL USINESS ENVIRONMENT

Credits: 3Co()*l+o,- Co*,+

I/0,o*0o/The world market place and the entire global economic environment are at one of the most profoundpoints of change. The rapid pace of technological development, the shifting markets with the changesin global consumer tastes and preferences, emergence of global corporations and their conduct ofworldwide operations, and last but not the lest, the process of restructuring of the industrialeconomies, and the liberalization policies pursued by the developing nations are among the forceswhich are reshaping the world economy and its trading patterns.

Glol0o/ o7 *+/++

The internationalization of firms has been rapid during the last two decades. Besides trade, there isnow a greater flow of capital, labour, information, technology and organization of the productionprocess itself across borders. These are indications to suggest that the 21 st century promises to bea decade of massive globalization.

Rl8/Companies from estern !urope and "nited #tates and $apan collectively produce probably morethan three times as much in their foreign markets as they e%port. &t is impossible for domesticcompany e%ecutives to consider their domestic markets and domestic competition alone. &f they fail tolook beyond their national boundaries they may unknowingly lose marketing opportunities tocompetitors that do. orse yet foreign competitors will encroached on their hard earned marketposition at home so fast that it may be too late for them to respond.

&n a global environment like this, it is impossible to understand and succeed in business withoutunderstanding the repercussions of business realities and developments in other countries.&nternational Business course will help the students relating the material to current events as well astheir own daily life and most importantly broaden their understanding of the global businessenvironment and its influence on the role of business e%ecutives.

O908+&B course is truly global and offers a broad coverage of business in many parts of the world and fromboth developed and developing countries, respectively. Topics delivered in the course will help thestudents in the future roles, as managers and entrepreneurs. &n the &nternational Business course, wehave offered an integrated approach making connections to many different concepts and functions

and cross cultures. The cross' functional emphasis will help students to gain a broadenedunderstanding of the environment, players and policies at work in the areas of internationalmarketing. (roblems solving strategies will help the students to provide analytical skills and tools theywill use to meet many challenges in today)s international business environment. This course will alsodeal with e%port'import procedures.

T:0 oo;*&nternational Business + Competing in the lobal -arketplace by Charles /ill 0 run $ain 3T-/4


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INTERNATIONAL FINANCIAL MANAGEMENT

C,0+= 3

This course intends to give the students an overall understanding of the international financialmarkets and their impact, particularly on the -ultinational Corporation. These markets impactsignificantly the operations, profitability and financial position of such Corporations. The course willalso e%pose the students what mechanisms such organizations adopt to diminish the impact of suchdebilitating forces on their operations.

Co*,+ Co/0/0+=-odule 1 ' lobal 5inancial !nvironment and Balance of (ayments

a4 &nternational 5inancial -anagement + n &ntroduction

b4 &nternational -onetary #ystemc4 Balance of Trade and (ayments

-odule 2 + The 5oreign !%change -arketsa4 The 5oreign !%change -arketb4 &nternational (arity Conditionsc4 Currency 6erivatives

-odule 7 + 5oreign !%change !%posure and -anagement

-odule 8 + lobal 5inancial -arkets and &nstitutionsa4 lobal 5inancial &nstitutions96evelopment Banksb4 &nternational Banking and -oney -arkets

c4 &nternational Bond -arketd4 &nternational !:uity -arkete4 &nternational (ortfolio &nvestment

-odule ; + -ulti'national firm and its 5inancial -anagementa4 56& and Cross Border c:uisitionsb4 &nternational Capital #tructure and Cost of Capitalc4 &nternational Capital Budgetingd4 lobal Cash -anagemente4 &nternational Trade 5inancef4 &ssues in &nternational Ta%ation

S*>>+0 R/>+ =The prescribed te%t book -ultinational Business 5inance 31(/0@ by Cheol # !ur and Bruce >esnick, published by

Tata -craw'/ill

I/0,/0o/l F//l M/>(/0, by $eff -adura, published by Thomson 3now

Cengage4

M*l0/0o/l F//l M/>(/0, lan C #hapiro, published by $ohn iley 0

#ons.


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nit ;* Issues in infrastructure pro!ects * ,egulatory and social issues & 8and Ac'uisition issues$ Issues in

traffic and revenue pro!ection.

2ases * 8TTI8 * 2oimbatore Bypass +ro!ect$ Alandur ewerage +ro!ect$


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? 7inancial nal$sts ;ournal? ;ournal o #ortolio :anagement? ;ournal o )ealth :anagement.? ;ournal o lternative Investments? ;ournal o 7inancial #lanning


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SALES % DISTRIUTION MANAGEMENT

Co*,+ O908+=

The main ob@ectives of this course are to help students develop a conceptual understanding of therole of sales and distribution strategy in marketing. &t will e%pose the students to the personal sellingprocess and selling techni:ues and tactics in use. &t seeks to present the students the gamut ofdecisions to be taken in developing and directing their sales forces and help the student to developan appreciation of the role of distribution channels and their management for achieving successfulsales strategies

Co*,+ Co/0/0=

UNIT1= Conceptual understanding of #ales -anagement (ersonal #elling #ituations Theories of#elling. (rospecting ssessing -arket (otential9#ales (otential #ales 5orecasting -ethods/andling Db@ections Closing #ales.

UNIT2= (ersonal #elling Db@ectives and #trategies 6etermining #ales 5orce (rofile (roduct'-arket nalysis 6etermining #ales 5orce #ize Customer Driented #elling #trategies.

UNIT3= #ales Drganisation #tructure* #ales -anagement (ositions, >ole 6efinitions&nterdepartmental relations.

UNIT4= #ales 5orce >ecruitment, #election, Training, -otivation, Compensation, !valuation and#upervision. 6etermining #ales Budget, uotas, Territories, #ales udit and Cost Control #ystems.

UNIT5 = -arketing channel structures + 5unctions and flows + Channel management, channelrelationships + (hysical distribution management decisions + (lanning and managing channels +

ssessing channel performance.

P,+, T:0=#ales and 6istribution -anagement by Tapan (anda 0 #unil #ahadev 3D%ford4

S*>>+0 R/>+ =

1. -anagement of a #ales 5orce + #piro 3T-/4 '' 11th!di.2. -arketing Channels + Coughlan 3(/&4 '' Eth !di.


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INTEGRATED MARKETING COMMUNICATION B2 CREDIT

Co*,+ O908+=

This course is designed to familiarize students with a wide range of managerial decisions inf theformulation of promotional strategy and management of the marketing communication process. Itaims to familiari1e students with the process of advertising management and give them an insight into various

creative and unconventional forms of marketing communication like public relations$ sponsorships$ word of

mouth and viral marketing. At the end of the course students will be able to plan and develop an integratedmarketing communications campaign.

Co*,+ Co/0/0=

UNIT1= The (romotional +-i%, >ole of -arketing Communications in -arketing, !volution and&mportance of &ntegrated -arketing Communication ' The Communication (rocess, Behavioral

spects of -arketing Communication, Consumer response to persuasiveCommunications + 6ifferent models like >esponse /ierarchy -odels, 5CB planning -odel.

UNIT2 = (lanning and organising the &ntegrated -arketing Communication (rocesses* Concepts of#T(, &dentification of the target audience, !stablishment of -arketing Communications ob@ectives,#etting -arketing Communication Budget, Drganising for -arketing Communications * >ole of d

gencies and other -arketing Communication organizations, Client gency >elationship.

UNIT3* Creative #trategy ' "nderstanding the Creative 6evelopment (rocess ' Creative Tactics '-edia Db@ectives #trategy and (lanning ' -aking the (rogression from the -arketing plan to the-edia (lan ' Challenges in -edia (lanning ' &ndia -edia #cenario' -edia #election based on communication Db@ectives ' "nderstanding -edia, (rint, Television,>adio, DD/, &nternet ' "nderstanding eb 2.elation, !vent management, (ublicity, Corporate dvertising, 6irect-arketing, (ersonal #elling. + -onitoring and measuring the effectiveness of -arketingCommunication !lements.

T:0=&ntegrated Brand (romotion by DFguinn, llen, #emenik 3Cengage4


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USINESS TO USINESS MARKETING

Co*,+ O908+=B2B -arketing is a comple% and intellectually challenging task. /ow organizations buy, with multiple influencers in thecustomersF organization interacting with others in the organization and with suppliers is further complicated by the spread ofglobalization and widespread use of technology, like internet. The course aims to sensitize the students to the comple%ityand diversity of business marketing. &t will provide insight into the buyer'seller relationship in the business marketingconte%t. &t aims to develop the ability to formulate implementable business marketing strategies after an appreciation of theissues that must be managed in order to implement the chosen strategy.

Co*,+ Co/0/0=

*nit I: .usiness Mar+etin& nvironentIntroduction - 323 :arketing& 323 #roducts Classifcation& 323 vs. Consumer :arketing0

323 :arkets - 5erived 5emand& ;oint 5emand& Cross-Elasticit$ o 5emand&

5iscontinuous 5emand- :a!or Customer t$pes - uencingbu$ing decisions *)ebster-)ind :odel& Seth :odel& etc.+

*nit II: Relations#i% Mana&eent: :anaging relationships in 323 :arketing - CustomerRelationship :anagement Strategies - 4nderstanding Customers - Customer Value :odel or

Value Research - Customer %o$alt$ - :easuring customer proftabilit$

*nit III: Mar+et Plannin& and Product trate&'Industrial :arket Research - :arket Identifcation #rocess "Standard Industrial

Classifcation *SIC+0 :arket Segmentation " 3ases or Segmenting 323 :arkets -:acroVariables& :icro Variables - 5emand orecasting in 323 markets-Evaluating #otential

Segments& argeting and #ositioning0#roduct Strateg$6 323 #%C Strategies& 5eveloping

#roduct Strategies " #lanning a product strateg$ " :anaging new product development

*nit I/: Pricin& and Prootion#ricing #rocess& #ricing Strategies& Competitive 3idding& %easing& value-based pricing0

323 :arket Communication& 3randing& Sales #romotion - rade Shows ? E/hibits&Industrial )orkshops& Seminars and Conerences& Catalogs& Samples& etc.0 E-Commerce

Strategies& Social :edia or 3usiness :arketing& E-:ail :arketing& Content :arketing "

Stor$ elling- Sponsorship :arketing " Educational :arketing " )ebinars

*nit /: .!. 0istri-ution and ales Mana&eent5istribution $pes " Industrial distributors& 3rokers& 3ranch 'ouses& Value-added

Resellers *VRs+& :anuacturer and Sale@s gents0 5istributor :anagement Issues -

Channel Strateg$& 7actors in>uencing Channel Structure0 Industrial Sales orce:anagement0 Ethics in 323 :arketing

S*>>+0 T:0 R/>+=

). Business Marketing Management: B2B by Micheal D Hutt & Thomas W Speh Thomson/. !n"ustrial Marketing by #rishna # Ha$al"ar% The Mcra'(Hill )ompanies

6. Business to Business Marketing: *nalysis & +ractice in a Dynamic ,n$ironment by -obert .itale an" /oseph /

iglierano0 TH1MS1 south('estern

:. Han"book o3 Market Segmentation% by Weinstein


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;. Business Marketing: * lobal +erspecti$e By Hayes% H Michael0 +er . /enster% an" ils(,rik *aby -ichar" D !r'in

=. !n"ustrial Marketing: *nalysis% +lanning% an" )ontrol% 2n" ,"% By -obert - -ee"er% ,"'ar" Brierty% an" Betty H -ee"er

+rentice(Hall !n"ia

A0o/l R/>+=). !n"ustrial Marketing: *nalysis% +lanning% an" )ontrol% 2n" ,"% By -obert - -ee"er% ,"'ar" Brierty% an"

Betty H -ee"er +rentice(Hall !n"ia

/. Business Marketing: * lobal +erspecti$e By Hayes% H Michael0 +er . /enster% an" ils(,rik *aby -ichar" D

!r'in6. !n"ustrial Marketing: *nalysis% +lanning% an" )ontrol% 2n" ,"% By -obert - -ee"er% ,"'ar" Brierty% an"

Betty H -ee"er +rentice(Hall !n"ia


Course:

Product InnovationMana&eent

T'%e:

lective

Credit:

! Credits trea:

Mar+etin&Mana&eent

Course 1verview 2 1-jective: )ith markets around the world opening up to

competition and becoming demand-driven& it is the management o productsthat is central to the understanding o markets. 5eveloping new products andsuccessull$ introducing them in the market is emerging as a critical challengeto survival.

his course e/plores contemporar$ thinking on the process o bringing newproducts and services to market within the overall strategic conte/t o the frm.)here do new products come rom& and what is it that makes them newA )hat arethe elements that promote ongoing generation o new products over timeA )ee/amine critical issues o cost estimation& risk defnition and management& statusmeasurement. 'ow do new products relate to the fnancial perormance o thecompan$A )ho are the ke$ pla$ers in the process& and how are the$ organi=edA)hat roles do customers and suppliers pla$ in new product defnition andintroductionA he course will emphasi=e the use o market research data andmarketing models or new product development and management.

*nit I: Introduction$ 1verview$Foundation Conce%ts

#roduct Strateg$ as an element o competitive strateg$& )a$s to characteri=ebusiness risk& characteri=ing the product 8 market environment that new productslive in& what@s new about new products0 Selecting among #ro!ects& #ro!ect EconomicValue& he Value o Speed - #roduct portolio decisions0 Incremental and radicalinnovation

*nit II: Product0efinition 2 NP0

he 7u==$ 7ront End& 7inding and Solving Customers #roblems& #roductRequirements and Roadmap 5efnition0 Customers as development partners&Vendors as development partners0 he stages in the (#5 process and their fnancialand risk implications0 #rocess


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Mana&eent

#hase-sequential and phase-overlapping models0 Estimating the developmentschedule& :anaging development risk& 5ealing with uncertaint$ and change inproduct defnition *requirements+& :easuring pro!ect status " Bre we there $etA@0

u&&estedTe3ts:

. rott& #aul *2DD+& I((


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*nit I: ,are#ouse and 1rder Mana&eent: akesh #ingh, (rentice'/all of &ndia 3(/&47. Guantitative -odels in Dperations and #upply Chain -anagement,H . #rinivasan, (rentice'/allof &ndia 3(/&48. ogistics -anagement* #upply Chain (olicy by 6onald Bowerso% 3-cgraw /ill4


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Capacity Planning ! "ueuing Models* Capacity (lanning Criteria ' Capacity issues in servicesystems ' Iotion of capacity, Capacity build up strategies, Capacity Js #ystem (erformanceManaging Capacity ! Demand* #trategies for -anaging 6emand, #trategies for -anaging #upply +Aield -anagement 3>evenue -anagement4Understanding and Managing t#e Services Supply C#ain* Ietwork -odel, -anaging "ncertainty,#upply Chain #trategic (lanning #ervice Chain -anagement + #ources of value optimization +(urchasing Business #ervices and &mplications for (urchase 6ecisionsService Productivity* -easuring #ervice (roductivity '6ata !nvelopment nalysis 36!4 -odel

Do(/ A))l0o/+

#ervices -anagement in &T9&T!# #ectors ' Capacity -anagement &ssues, -odels for -anpower(lanning #ervices -anagement in 5inancial #ervices, /ealthcare, Telecom, /ospitality, irlines, etc.,

Ro((/ T:0=#ervice Dperations -anagement by >ichard -etters, athryn ing'-etters, -adeleine (ullman and #tevealton 3Cengage4

S*))l(/0,- % R7,/ T:0

1. #uccessful #ervice Dperations -anagement by -etters, ing'-etters, (ullman and alton,

2


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ctivit$ defnition. he activit$ list& ctivit$sequencing& 5uration estimating& Scheduling - resource planning& scheduledevelopment& critical path0 Cost estimating. 3udgeting0 ualit$ planning0 Risk:anagement #lan - Identi$ing risks and triggers& Risk response plan& managingpro!ect issues

*nit II 7 Met#ods 2Tools

#ro!ect scheduling techniques including C#:& #ER& CC: and 5$namics o the ripleConstraint - resource constrained scheduling " Resource leveling and resourcesmoothing0pplication o :icrosot #ro!ect in helping to understand pro!ect scheduling and

resource requirements

*nit III: ProjectControl

%ie c$cles - end stage assessments - Controlling the big picture0 %evels oresponsibilit$ or control - 3usiness and product qualit$ controls0 Integratedchange control during the lie o the pro!ect0 #erormance reporting -

monitoring and control0 E/ceptions - technical and management& echnical6Scope verifcation and deviation rom specifcation " acceptance& Change requestsand scope change control& Errors *deects+ and qualit$ control - Var$ing approachesto testing& traceabilit$ and root cause anal$sis and their conte/t in pro!ect qualit$assurance0 3usiness6 Schedule control& Cost control - Earned Value anal$sis *EV+0Risk monitoring and control& including issues0 #ro!ect ailures related to controls

u&&ested Te3t.oo+:

Project Mana&eent in Practice$ 5rd dition$ Samuel ;. :antel& ;r.& 4niv. o Cincinnati& ;ack R.

:eredith& 4niv. o

Cincinnati& Scott :. Shaer& )ake 7orest 4niv. & :argaret :. Sutton& #ro!ect :anagement Consultant&IB>* ?@--:@-)/)=:-)


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ORGANISATION DVELOPMENT % CHANGE MANAGEMENT

Co*,+ O908+=

This course is to identify various strategies to transform organizations by handlingchanges effectively and thus realizing e%cellence at individual, team and organizationallevels.

P,,*+0=#hould have undergone a basic course in Drganizational Behavior and /uman>esource -anagement.

C,0+= 3 L0*, Ho*,+= 3$

U$%& ' ()*nticipating C#ange'' Drganizational 6evelopment and >einventing the Drganization'' Drganizational >enewal + The Challenge of Change

'' Changing the Culture

UNIT 2.U/,+0//> 0? OD P,o++'' >ole and #tyle of the D6 practitioner'' The 6iagnostic (rocess'' Dvercoming >esistance to Change

UNIT 3.D8lo)/> E:ll/ / I/8*l+'' (rocess &ntervention #kills'' D6 &ntervention #trategies'' !mployee !mpowerment and &nterpersonal &nterventions

UNIT 4.D8lo)/> H>? P,7o,(/ / 0(+'' Team 6evelopment &nterventions'' &nter'group 6evelopment &nterventions'' oal #etting for !ffective Drganizations''ork Team 6evelopment

UNIT 5.D8lo)/> S*++ / O,>/0o/+'' /igh'(erforming #ystems and the earning Drganization'' Drganization Transformation and #trategic Change'' The Challenge and the 5uture for Drganizations

S*>>+0 R/>+

1. 6onald Brown and 6onald /arvey, !%periential pproach to Drganization6evelopment, K9e, (rentice /all, 2


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CROSS CULTURAL MANAGEMENTO908+=

The ob@ective of this course is to develop a diagnostic and conceptual

understanding of the cultural and related behavioral variables in the managementof global organizations.

Co*,+ Co/0/0+=

6efinition of cultureL (rocess of formation of culture. /ow does it influencebehaviour, thoughts and feelings. hat is national cultureL hat are the symbolsof cultureL Culture and organizational behavior. Culture and its dimensions 'historical roots ' evolution. The luekhohn + #trodtbeck 5ramework

detailed analyses of /ofstede)s ; cultural dimensions'(ower 6istance,

"ncertainty voidance, -asculinity 0 femininity, ong term vs #hort term,&ndividual0Collectivism

&mpact of >eligion on Culture, >ole of nthropology, #ociology, (olitical #cienceand #cience in the development of culture, >ole of poetry and literature in thedevelopment of symbols and metaphors of culture

&ndividual)s >elationship to nature, space and time, 6efining a national culture +The process of national culture formation, #tudy of national cultures through itshistory, geography, festivals, heroes, economics, politics, important events andpersonalities, (oetry 0 literature and philosophical tradition , #tudy of the national

cultures of the ma@or cultural blocks in the world viz "nited #tates 0 Canada,"nited ingdom, 5rance, ermany, #outh !ast siaChina, $apan, -iddle !ast,&ndia

Challenges of working in an international environment, &nteraction of cultures atwork place, Cultural sensitivity as a management tool, rt of &nternationalIegotiation,Cross'Cultural-arketing

nalyses of Case #tudies

(resentations by (rofessionals with Cross'Cultural !%periences in Corporate and

Ion'Corporate 5ields.

S*>>+0 R/>+=

1. &nternational 6imensions of Drganization Behaviour + dler, I.$2. &nternational -anagement* Cross Cultural 6imensions + -ead, >.7. &nnovations international and cross'cultural management. edited by

(.Christopher !arley 9 /arbir #ingh8. CultureFs Conse:uences by 6r eert /ofstede


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LAOUR LAWSBEMPLO&MENT RELATIONS REGULATIONS

Co*,+ P,,*+0= Iil

O908+= To give e%posure to various abour aws to have practical knowledge forday'to'day adherence to the legislations on compliance to maintain industrial harmony.

E:)0 O*0o(= #tudents should be confident to comply with the abour aws forthe benefit of individual workman9employee while they are ready to take up />-positions..

CONTENTS

U/0 D+,)0o/ Ho*,+

1I/*+0,lRl0o/+

INDUSTRIAL CONFLICTS & LABOUR LAWS 6isputes +

&mpact +Causes + #trikes + (revention + &ndustrial (eace +overnment -achinery ' Conciliation + rbitration +

d@udication. &n the perspective of the &ndustrial !mployment3#tanding Drders4 ct, 1=8E.The &ndustrial 6isputes ct, 1=8K and the Trade unions ct,1=2E.

5

2

Wl7,

LABOUR WELFARE & INDUSTRIAL SAFETY Concept +Db@ectives + #cope + Ieed + Joluntary elfare -easures +#tatutory elfare -easures ' The 5actories ct, 1=8M + the!mployees Compensation ct, 2


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B/>T/&6#I &I#T&T"T! D5 -I!-!ITT&>"C/&>((& E2<


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activities, (a'8Long Activit',

Unit # : Experiencing Leadership through$lassical Literature & %istorical Eents &igures

%ook 4eading 3 4eviews of Leade#ship Models as

enunciated in

). Merchant of


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IT STRATEG&Co*,+ O908+=

"pon successful completion of the course, the student will be able to*

!%plain the principles behind &T strategy and governance 5ormulate an &T strategy for business effectiveness

6iscuss the approach to managing &T investments

&dentify the components of &T architecture

6iscuss the best practices in managing &T infrastructure and operations

6escribe the role of the C&D 9 CTD in aligning &T'Business strategies

S*>>+0 P>o>-= P,+/00o/+@ D+*++o/+@ Cl++ :,++@ C+ +0*+@S(/,+

UNIT 16eveloping the Drganisation)s &T #trategy

The importance of &T #trategy

&T + Business alignment

>e:uirements of a #trategy #tatement

#teps in #trategy 6evelopment

!volving a dynamic model for &T strategy

Building a business case for &T investments

Case studies + &T 6oesn)t matter, &B- Turnaround

Case #tudy* Building a business case for &T investments 3/ealthcare'&T4

UNIT2&T overnance

&T overnance ' principles and mechanisms

>ole of &T in corporate governance

&T Controls, sset (rotection and #ecurity

Case #tudy* Controls and #ecurity 3TB64

UNIT3&nformation Technology (lanning

&T -anagement (lanning -odel

&T rchitecture

/ardware, #oftware, Communication, (eople

Case #tudy* &T (lanning 3TB64

UNIT 4

Drganising and eading the &T functions


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&T outsourcing

&T pro@ect portfolio management

&T #ervice management

6ata centre management

#eminar* &T Dutsourcing 3TB64

-easurement of benefits from &T

UNIT5!merging Trends9 &ssues

Jirtualisation, Cloud Computing, -obile Computing, nalytics

#ecurity and >isk -anagement

TET OOK* Corporate &nformation #trategy and -anagement by ynda pplegate, >obert 6ustin and 5 arren -cfarlan 3T-/4

P,+/00o/+* !merging issues to be presented by 7'8 groups

Ro((/ Co, T:0

&T #trategy 0 -anagement by #an@eev #ankar 6ubey 3(/&4

Ro((/ A0o/l R/>+=

/enry C.ucas, $r. In!r"#ti!n Tec$n!l!g%: Str#tegic Decii!n '#(ing !r '#n#ger)(eter eill and $eanne . >oss. IT *!vern#nce)Iicholas . Carr 3!d4. T$e Digit#l EnterprieTerry hite. W$#t Buine Re#ll% W#nt r!" IT6an >emenyi and nn Brown 3!d4. T$e '#(e !r Bre#( Iue in IT '#n#ge"ent)eoffrey . -oore.De#ling +it$ D#r+inClayton -. Christensen.T$e Inn!v#t!r, Dile""#: W$en Ne+ Tec$n!l!gie C#ue

*re#t Fir" t! #il)-ichael /ammer.Be%!n- Reengineering)-ichael Treacy and 5red iersema.T$e Dicipline ! '#r(et Le#-erary /amel.Le#-ing t$e Rev!luti!n!ng Chew, (eter ottschalk. &nformation Technology #trategy and -anagement Best(ractices.5rederich Betz, Betz. !%ecutive #trategy* #trategic -anagement and &nformationTechnologyCaroll 5renzel, $ohn C 5renzel. -anagement of &nformation TechnologyCorporate &nformation #trategy and -anagement by inda - pplegate, >ober 6 ustin,5 arren -c5arlan 3Tata -craw /ill4


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ENTERPRISE RESOURCE PLANNING

Co*,+ O908+=

To enable the students to understand what !>( is, its implementation process anddifferent choices with respect to !>( systems.

Co*,+ Co/0/0=

UNIT1

'' !volution of !>( #ystem.

'' Comparative nalysis of 6ifferent !>( products available.

UNIT2

''Typical -odules in the !>( #ystem.''-anufacturing''(urchasing''-arketing''/uman >esources''#ales''5inance and ccounts

''fter sales''ogistics

UNIT3

''Typical (roblems in !>( implementation.

''5ew important case studies in !>( implementation.

UNIT4

''6ifferent stakeholders in the !>( system and their interests.

''(rocess automation9standardization as a precondition for !>(.

UNIT5

''Best (ractices in !>( implementation.

''#electing the appropriate !>( package and measuring the >eturn on &nvestment

S*>>+0 R/>+=

!nterprise >esource (lanning by #umner '' (earson


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IT SERVICE MANAGEMENT

Co*,+ D+,)0o/=Businesses today are enabled through technologies to a largee%tent. /ence information technology is the core around which organizations operateand manage. This course focuses on the definition, delivery and management of &Tservices the operational aspects and &T resources re:uired to support the #ervices.

/70+ o7 0? Co*,+= This course will prepare the participants to take roles asservice e%ecutives9leaders and service managers in &T. The concepts covered will helpthem understand the need and implication of &T operations and services critical forbusiness and how they can be managed for cost and effectiveness.

Co*,+ Co/0/0=U/0 1 + #ervice and &T #ervice &ntroduction, Types of #ervices &T Drganization#tructures ' Traditional, #ervice Driented, Types &T >esources' &nfrastructure,

pplication, &nformation, (eople &T overnance + CDB&T (rocesses Business and &T inthe conte%t of (rocess and #ervices,

U/0 2 + &T #ervice -anagement + Concepts, &T& (rocess, 5unctions, D 2


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26/26


TECHNOLOG& TRENDSB2 CREDIT

Co*,+ O908+=

To introduce the latest trends in the computing world around #ocial, -obility,

nalytics and Cloud 3#-C4.

To provide key perspectives on Cloud Computing + #aa#,(aa#, &aa# and B(aa#.

6ifferences between (rivate and (ublic Clouds.

!%plain the rise of #ocial Computing and the key benefits.

!%plain the rise of -obility and the deployment of -obile Technology.

Dverview to nalytics and Business &ntelligence.

U/0 I' Clo* Co()*0/>=

n overview of Cloud Computing and e%plain the concepts of virtualization

6ifferences between (ublic, (rivate, Community and /ybrid Clouds !%plain Cloud versus Traditional Contracting -odels

&ntroduction to indows zure and the various services offered by indows zure

U/0 II'Sol Co()*0/>=

Creating !conomic value or /ype

ey functions of social media

ey issues in dealing with social media

#ocial media and -arketing

U/0 III ' Mol0-=

The rise of -obility

-obility + ey 6rivers

The rise of #mart 6evices

-obility and gility

(hases of -obility development

ey challenges in implementing -obility

U/0 IV A/l-0+ / > D0=

The promise of nalytics

hat is Business &ntelligence

/ow analytics supports decision making Common nalytical applications

&ntroduction to Big 6ata

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bim 29 v tri syllabi

Documents