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Library/IT Merger Strategic Analysis

Library/IT Merger Strategic Analysis

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This is a Strategic Analysis undertaken for a management course (broad topic: IT Management) which looked at a merger between the Academic Library and the IT Group at UMass Boston through the framework of a commissioned strategic plan.
This is a Strategic Analysis undertaken for a management course (broad topic: IT Management) which looked at a merger between the Academic Library and the IT Group at UMass Boston through the framework of a commissioned strategic plan.

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Published by: Apostolos Koutropoulos on Apr 15, 2010
Copyright:Attribution Non-commercial

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05/12/2014

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]
COLLEGE OF MANAGEMENT
MBAMS 647- STRATEGY MANAGEMENT
TEAM III
IT STRATEGY PROJECT:CASE STUDY ONUMB IT STRATEGICPLANOF 2003
Apostolos KoutropoulosBipin Vaddi Jude OkogbeninAlexandrine PolicarTanya Zucconi
 
December 12, 2006UMB IT Strategic Plan Analysis: “Improving Access”
TABLE OF CONTENTS 
General Description
 
2Problem statement 4
-On campus Access--------------------------------------------------------------------------
4
-Off campus Access -------------------------------------------------------------------------
5
-Innovative New Services ------------------------------------------------------------------
5
o
Application Management
o
Laptop Loan Program
o
Access to Computing
Summary of facts6Analysis of Facts
-Problems and Issues With Current IT Strategy -----------------------------------------8-Relationship Between Organizational Strategy and IT Strategy ---------------------8-IT Strategy and Suppliers/Customers-----------------------------------------------------8-Industry and Product/Service Issues -----------------------------------------------------9-Values Chain Issue--------------------------------------------------------------------------9-Reliability and Security---------------------------------------------------------------------9-IT Infrastructure – Diversity and Internet------------------------------------------------9-Managing Projects and Outsourcing------------------------------------------------------9-Organization and Leadership of IT the Function----------------------------------------
9Strategic Alternatives
-Strategy 1-----------------------------------------------------------------------------------12-Strategy 2-----------------------------------------------------------------------------------14-Strategy 3-----------------------------------------------------------------------------------15
Recommendation16Conclusion18Exhibits22
2
 
References24 GENERAL DESCRIPTION
The organization that our team is exploring is the University of Massachusetts – Boston(UMB). Specifically, we selected the UMB
2003 Technology Master Plan
, a report and action plan prepared by an external IT consulting agency to identify and provide remedy for UMB’sapparent IT problems. The report is too lengthy to analyze in its entirety, as a result our team hastherefore chosen one of the seven goals titled “Improve Capacity of and Access to TechnicalInfrastructure on and off the Campus” with a specific focus on the IT infrastructure and services provided by the Healey Library (the Library).UMB is a relatively young campus that is just over thirty years old. The organizationalculture at UMB is very ad-hoc in nature, and services have been established on an as-needed basis, with very little coordination and cooperation between departments. This situation lead tothe creation of IT resources across campus that were similar in nature but were run bycompletely separate departments, and thus created duplication of effort and resources, andwasted capital.Another flaw in creating services on an as-needed basis without campus-wide planning isthe fact that on several occasions departments that needed to provide a service were dependenton data that was gathered by another department. These departments therefore needed to3

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