UCD MGT 120 Class Syllabus 1

MGT 120

Managing and Using Information Technology

(“aka” Learning How To Transform Business)

Cyrus John Aram

HP Executive, Strategy & Operations

MBA, PMP, ASQBB

Link to Instructor Bio Spring 2011 (Updated April 1st , 2011 )

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.

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 2

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 http://www.information-age.com/channels/comms-and-networking/perspectives-and-trends/1053057/people-

process-technology.thtml

Article #3: Mastering the World of Technology http://hbr.harvardbusiness.org/2006/11/mastering-the-three-worlds-of-information-technology/ar/1

Article #4: Top 10 Risks of Off shoring

http://searchcio.techtarget.com/news/article/0,289142,sid182_gci950602,00.html

Article #:5 Use of Balanced Scorecard http://www.cio.com/article/31069/Balanced_Scorecard_Demonstrates_IT_Value?page=1

UCD MGT 120 Class Syllabus 3

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 decision-

making 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 4

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 5

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 6

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 7

Office Hours and Instructor Contact Information Office Hours: When You call Me 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 8

Current Schedule

(Subject to minor changes at the discretion of the instructor)

Week Date Topic Assigned Reading

1 3/31

Introduction to the Course Format,

Requirements and Expectations

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

Group Project Scope and Criteria

Discussion: Comfort / Leaning /

Panic Zones

Article #1:

Will Craiglist.org kill

newspaper classifieds?

Team Presentation Deliverables

Senge, Part I – II

(pg. 3-135)

Handout:

Week 1 Frameworks

Handout:

Week 3 Frameworks

UCD MGT 120 Class Syllabus 9

2 4/07

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

Quiz #1

Goldenberg,

Part I – III

(pg. 1-134)

Kotter, Part I – II

(pg. 1-145)

Article #2: Understanding

the Mix of People, Process

and Technology

Handout:

Week 2 Frameworks

3 4/14 MIDTERM

3 4/21

Performance Measurement

The use of measurements to drive

technology impacts

Balanced Scorecards

Mental Models

Change Curve

Systems Maps Part II

Article 3: Mastering the

World of Technology

Handout:

Week 4 Frameworks

Article #5:

Use of Balanced

Scorecard

Homework #1 DUE

UCD MGT 120 Class Syllabus 10

4 4/28

1st Half Course- Review

Homework #2 DUE 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)

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

5 5/05

Barton Goldenberg:

** Conference Call and Class Discussion***

Presentation and Facilitation Skills

Decision Making

Use of Power

Handout:

Week 6 Frameworks

6 5/12

Leading Business Transformation (Part II)

Role of Corporate “Politics” and the 5 Levers

to Manage

Quiz #2

Goldenberg,

Part VI

(pg. 269-Finish)

Senge, Part V

(pg. 363-Finish)

Kotter, Part III

(pg. 159-Finish)

Handout:

Week 6 Frameworks

7 5/19

Full Class Review

Group Project Working Sessions with

Professor and TA

none

UCD MGT 120 Class Syllabus 11

8

Homework #3 DUE

Quiz #3

9 5/26

FINAL EXAMINATION

n/a

10 6/2 FINAL TEAM PRESENTATIONS n/a

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.

Currently at Hewlett-Packard (HP), Mr. Aram is a Director of Strategy & Operations, playing a

leadership role integrating the HP/EDS merger, the largest technology integration in corporate

history. 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 12

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 20th, 2007

o Featured Presenter at “Thought Leadership Summit” in San Jose, CA (see Link to SF CRM Conference for details) – week of September 10th, 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