3. a.

Skydive Chicago: Recognizing IS Components What are the inputs, processes, outputs, and storage devices associated with this information system? Does a video tape system even count as an information system? Yes! The system described in this problem may use a video camera and VCR as input and output devices, but with only small changes to these process, Skydive Chicago could just as well dump the video to a computer's hard drive and upload it to an web server. Input Freefall Skydive Library Tape Archive Tapes Archive Tapes Process Videoing Video Training Training program effectiveness assessing Training library updating Output Tape Performance improvement Training program changes/safety recommendations Updated training library Storage Video Tape/VCR Video Tape/VCR Video Tape/VCR Video Tape/VCR

b. Briefly describe each process associated with this information system. c. Students watch video of their previous jump Students prepare for their next jump by watching videos of other students who met the jump's training objectives. The training director reviews all student jumps in order to identify instructional areas that could benefit from changes to instructional methods. The training director reviews all student jumps to pick the best examples of jumps for future students to review.

How might Skydive Chicago combine Internet technologies and student video to their advantage? This question lends itself to many creative and useful answers. Here's one: rather than require students to visit their training room in order to review training videos, Skydive Chicago might post these videos on-line. Indeed, Skydive Chicago might post its entire training program on-line. If they did, skydiving students could prepare for their next training levels in advance and arrive at the dropzone ready to skydive. These materials may also provide some marketing benefit to the dropzone as well.

d. What other products or services might Skydive Chicago provide using internet technologies? This is a subjective question. Possible answers might include: e-commerce for skydive related equipment & services advertising for 3rd party products such as credit cards, insurance, books or videos special event or training on-line registration & payment services skydiver jump account management (managing account balances, jump logs, etc.)

4. a.

Office Products Corporation: Recognizing IS Components Identify the people, hardware, software, data, and network resources and the information products of this information system. People: customers, dealers, order entry clerks, warehouse personnel, president. Hardware: IBM AS/400, 60 PC workstations, printers, telecommunications links, video display terminals, dumb terminals (dealers), PC workstation for president, controller, sales manager, inventory manager, and other executives. Software: database management system Network: local area network Data resources: database Information products: orders

b. Identify the input, processing, output, storage, and control activities that occurred. Input: order entries Processing: AS/400 (checks the availability of ordered parts, allocates the stock, and updates customer and product databases). Output: order pick list on the warehouse printer, management reports (printed and viewed on screen). Storage: magnetic disk on AS/400 Control: Data entry procedures, formatted screens, AS/400 checks the order as it is entered.

RWC 1: The 2004 Athens Olympics Network: Faster, Stronger and Redundant 1. Could the 2004 Athens Olympics have been a success without all of the networks and backup technologies? Ideally, yes; in the sense that, as useful as these technologies are, the Games are about competition, sports and athletes, rather than technology. Realistically, no. The information availability provided by the network and redundant hardware (and people and processes too) were critical in the success of the event, and are likely to be so also in the future. Without the networks and all the other technologies we would not have been able to have access to all the plethora of past and current results, statistics and profiles that were available. 2. The 2004 Olympics is a global business. Can a business today succeed without information technology? Why or why not? While everything is possible, it is highly unlikely that any business of a significant size is able to conduct its operations without relying in some form of information technology infrastructure. The complexity of operations, transactions and customer management, while possible to conduct by hand, it would be very difficult to stay competitive when doing so. Information technology has become, today and in the future, either a source of temporary competitive advantage, or a competitive necessity, in that it is not possible to compete without a certain basic level of systems in place. 3. Claude Phillips said dealing with crazy scenarios of what might happen in every area: a network problem, staff stopped in a traffic jam, a security attackeverything that might happen, was the reason for so much testing. Can you think of other businesses that would require crazy scenario testing? Explain. Business that would require this kind of testing scenario would be those where one hundred percent availability at all times is of the essence, even when faced by unlikely and improbable events. Possible examples could include: a. Emergency services, especially those that become activated in major catastrophes the kind of moments where systems are not likely to work but when are most needed b. Transaction processing services, such as credit cards. c. Care centers (hospitals, clinics) that need to have both life-support and medical systems online at all times, and also medical histories available and accessible.

RWC 2: Lufthansa: Taking Mobile Computing to the Skies While Keeping the Mobile Workforce Connected 1. Are many of Lufthansas challenges identifies in the case similar to those being experienced by other businesses in todays global economy? Explain and provide some examples? While the specifics of each challenge are particular to Lufthansas situation, many are shared by other global organizations. Examples could include: Provide a mobile workforce with equipment that fits their needs while it does not get in the way of accomplishing their objectives (not only technical specifications, but also upgrades and updates, stability, etc) Distribute training and other non-directly value-adding activities during non-productive periods both to maximize efficiency and reduce downtime Provide adequate support to mobile operations while keeping a tight lid on cost and being able to justify the investment Redefine processes to accommodate new mobile technologies and needs of a distributed workforce including communication, meeting and decision making practices 2. What other tangible and intangible benefits, beyond those identified by Lufthansa, might a mobile workforce enjoy as a result of deploying mobile technologies. Explain. Examples could include: Increased, all-around, communication, both with the organization and with personal relationships (family, friends, etc). Especially important for a highly mobile workforce such as airline pilots. Remote access to corporate applications, important since increasingly more of the employees interaction is self-managed (payroll systems, expense reports, etc.) More productive time spent at customer locations and streamlined order taking and processing Ability to timely collect and report data on the competitive environment, both for the own organization and competitors (prices, volume, advertising, etc) 3. Lufthansa was clearly taking a big risk with their decision to deploy notebook computers to their pilots. What steps did they take to manage that risk and what others might be needed in todays business environment? Provide some examples. Steps taken to manage the risk: Ensured that technical specifications for the equipment were acceptable to both pilots and the union, given the very special work environment they would be used in Increased the chances of user buy-in by providing convenient alternatives to traditionally cumbersome tasks (such as carrying manuals and technical documents around) Standardized on a unique hardware and software platform to reduce support and upgrade costs Structured the process in phases, pilot and general deployment, to both assess feasibility and obtain feedback before mass implementation Other (not mentioned in the case):

Training users (pilots) in the skills required to operate and become productive with the new hardware and applications, if they did not have them already Ensure that project analysts and support personnel had the skills required to carry on a project of this magnitude