Pub Date : 2004-01-01DOI: 10.4018/978-1-59140-259-6.ch023
W. Lightfoot
This case study is about a call to action for a product management team to rapidly improve the technical support for a new product line. The CEO has expressed serious concerns about the teams ability to perform. A comprehensive review of the current situation, and the development of a new support process is described.
{"title":"Call to Action: Developing a Support Plan for a New Product","authors":"W. Lightfoot","doi":"10.4018/978-1-59140-259-6.ch023","DOIUrl":"https://doi.org/10.4018/978-1-59140-259-6.ch023","url":null,"abstract":"This case study is about a call to action for a product management team to rapidly improve the technical support for a new product line. The CEO has expressed serious concerns about the teams ability to perform. A comprehensive review of the current situation, and the development of a new support process is described.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"6 1","pages":"406-417"},"PeriodicalIF":1.0,"publicationDate":"2004-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70438334","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH006
Gyeung-min J. Kim, J. Price
To facilitate the parent company's push to gain market share, Heineken USA needed to be more responsive to market demand fluctuation. Because of the long lead-time between order and delivery, they found that responding to marketplace changes in a timely fashion was becoming increasingly difficult. In the meantime, major competitors such as Anheuser Busch were responding to consumer demands for fresher products by providing freshness label dating. Heineken USA launched its new Interact based system called Heineken Operational Planning System (HOPS) to allow the parent company to produce the beer closer to the time when they need to deliver it, so the customer receives a fresher product. The new system enables Heineken USA to achieve 50% reduction in the lead-time from order to delivery and 10% increase in sales.
{"title":"Heineken USA: reengineering distribution with HOPS","authors":"Gyeung-min J. Kim, J. Price","doi":"10.4018/978-1-59140-061-5.CH006","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH006","url":null,"abstract":"To facilitate the parent company's push to gain market share, Heineken USA needed to be more responsive to market demand fluctuation. Because of the long lead-time between order and delivery, they found that responding to marketplace changes in a timely fashion was becoming increasingly difficult. In the meantime, major competitors such as Anheuser Busch were responding to consumer demands for fresher products by providing freshness label dating. Heineken USA launched its new Interact based system called Heineken Operational Planning System (HOPS) to allow the parent company to produce the beer closer to the time when they need to deliver it, so the customer receives a fresher product. The new system enables Heineken USA to achieve 50% reduction in the lead-time from order to delivery and 10% increase in sales.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"5 1","pages":"88-97"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70435964","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH009
P. Hendriks, Wendy H. Jacobs
The case study concerns the disappointing reception of an intranet application at TopTech, a prominent player in the field of electronics. The application in question, called Comate, which stands for "Consumer and Market Intelligence Technology Environment," was conceived and built by the central staff department for Consumer and Marketing Intelligence (CMI) of the company. When this application was introduced some years ago, its purpose was to smooth information flows between CMI departments worldwide and to enhance networking between these departments. The organization decided to form a project team to investigate the reasons for the lacking acceptance of the system by intended users and to establish what would be the most appropriate reaction on the part of Central CMI: change the system, initiate new, supportive initiatives, or abandon the Comate project altogether. The case study examines how this project team tackled the problem. The team decided to address the evaluation, diagnosis, and redesign of the system and its possible contribution to CMI from the perspective of the system's acceptability. Key component in its methodology was the integrated use of the Technology Acceptance model (TAM) and Task-Technology Fit model (TTF).
{"title":"The lonely comate: the adoption-failure of an intranet-based consumer and market intelligence system","authors":"P. Hendriks, Wendy H. Jacobs","doi":"10.4018/978-1-59140-061-5.CH009","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH009","url":null,"abstract":"The case study concerns the disappointing reception of an intranet application at TopTech, a prominent player in the field of electronics. The application in question, called Comate, which stands for \"Consumer and Market Intelligence Technology Environment,\" was conceived and built by the central staff department for Consumer and Marketing Intelligence (CMI) of the company. When this application was introduced some years ago, its purpose was to smooth information flows between CMI departments worldwide and to enhance networking between these departments. The organization decided to form a project team to investigate the reasons for the lacking acceptance of the system by intended users and to establish what would be the most appropriate reaction on the part of Central CMI: change the system, initiate new, supportive initiatives, or abandon the Comate project altogether. The case study examines how this project team tackled the problem. The team decided to address the evaluation, diagnosis, and redesign of the system and its possible contribution to CMI from the perspective of the system's acceptability. Key component in its methodology was the integrated use of the Technology Acceptance model (TAM) and Task-Technology Fit model (TTF).","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"5 1","pages":"130-150"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70436013","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH014
Wilfried Lemahieu, M. Snoeck, Cindy Michiels
This case study presents an experience report on an Enterprise Modelling and Application Integration project for a young company, starting in the telecommunications business area. The company positions itself as abroadband application provider for the SME market. Whereas its original information infrastructure consisted of a number of stand-alone business and operational support system (BSS/OSS) applications, the project's aim was to define and implement an Enterprise Layer, serving as an integration layer on top of which these existing BSS/OSSs would function independently and in parallel. This integration approach was to be nonintrusive and was to use the business applications as-is. The scope of the case entails the conception of a unifying Enterprise Model and the formulation of an implementation architecture for the Enterprise Layer, based on the Enterprise Java Beans framework.
{"title":"Integration of third-party applications and web clients by means of an enterprise layer","authors":"Wilfried Lemahieu, M. Snoeck, Cindy Michiels","doi":"10.4018/978-1-59140-061-5.CH014","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH014","url":null,"abstract":"This case study presents an experience report on an Enterprise Modelling and Application Integration project for a young company, starting in the telecommunications business area. The company positions itself as abroadband application provider for the SME market. Whereas its original information infrastructure consisted of a number of stand-alone business and operational support system (BSS/OSS) applications, the project's aim was to define and implement an Enterprise Layer, serving as an integration layer on top of which these existing BSS/OSSs would function independently and in parallel. This integration approach was to be nonintrusive and was to use the business applications as-is. The scope of the case entails the conception of a unifying Enterprise Model and the formulation of an implementation architecture for the Enterprise Layer, based on the Enterprise Java Beans framework.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"5 1","pages":"213-233"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70436158","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH015
Susan Gasson
This case study examines the impact of online reservation systems and e-commerce on the travel industry. Two questions are examined: 1. How can competitive advantage be obtained from the exploitation of new information technologies--in particular, e-commerce technologies? 2. How has the role of travel agents chaaged because of the new information technologies being used to achieve competitive advantage in the air travel industry?Initial discussion concerns the impact of the American Airlines SABRE system, as this has often been touted as giving American Airlines first-mover advantage in the industry. The wider impact of remote-access, computerized reservation systems, or Global Distribution Systems, and e-commerce access to online reservations in the travel industry is analyzed, using Porter's five-force model of industry competitive forces, to understand how the travel industry has shaped and has been shaped by information systems.The case study concludes with a comparison of the impact of information technologies between the U.S. and European travel industries. It concludes that technology alone does not affect the roles of industry players, but the development of winning technologies exploits structural factors in the environment. Constant evolution of strategic information systems is critical to producing competitive advanatage, but opportunism also plays a strong role.
{"title":"The impact of E-commerce technology on the air travel industry","authors":"Susan Gasson","doi":"10.4018/978-1-59140-061-5.CH015","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH015","url":null,"abstract":"This case study examines the impact of online reservation systems and e-commerce on the travel industry. Two questions are examined: 1. How can competitive advantage be obtained from the exploitation of new information technologies--in particular, e-commerce technologies? 2. How has the role of travel agents chaaged because of the new information technologies being used to achieve competitive advantage in the air travel industry?Initial discussion concerns the impact of the American Airlines SABRE system, as this has often been touted as giving American Airlines first-mover advantage in the industry. The wider impact of remote-access, computerized reservation systems, or Global Distribution Systems, and e-commerce access to online reservations in the travel industry is analyzed, using Porter's five-force model of industry competitive forces, to understand how the travel industry has shaped and has been shaped by information systems.The case study concludes with a comparison of the impact of information technologies between the U.S. and European travel industries. It concludes that technology alone does not affect the roles of industry players, but the development of winning technologies exploits structural factors in the environment. Constant evolution of strategic information systems is critical to producing competitive advanatage, but opportunism also plays a strong role.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"5 1","pages":"234-249"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70436212","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH018
L. Motiwalla, A. Hashimi
This case emphasis is on the reduction of the logistical aspects of adventure travel and increase in the customer base by using the Web-enabling information technology resources. A global travel company, Himalayan Adventures (HA), based in Pakistan wants to build a one-stop electronic commerce store for its customers. Through this website, HA hopes to provide all of their travel services, visa details, health and safety insurance, weather information, flight reservations, police registration, currency exchange, travel itineraries, sale and purchase of equipment, souvenirs and communication requirements. To implement the online store for HA, the owner, Abdul Bari, is planning to utilize the Porter electronic business model in analyzing the market needs, and identifying the appropriate information technology to gain a strategic advantage. This project, once implemented, will compliment the already existing HA brick model with a bricks-and-clicks model. On the initial investment of $70,000 per year for three years, the incremental net present value created by the project is $174,079.
{"title":"Web-enabling for competitive advantage: a case study of Himalayan adventures","authors":"L. Motiwalla, A. Hashimi","doi":"10.4018/978-1-59140-061-5.CH018","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH018","url":null,"abstract":"This case emphasis is on the reduction of the logistical aspects of adventure travel and increase in the customer base by using the Web-enabling information technology resources. A global travel company, Himalayan Adventures (HA), based in Pakistan wants to build a one-stop electronic commerce store for its customers. Through this website, HA hopes to provide all of their travel services, visa details, health and safety insurance, weather information, flight reservations, police registration, currency exchange, travel itineraries, sale and purchase of equipment, souvenirs and communication requirements. To implement the online store for HA, the owner, Abdul Bari, is planning to utilize the Porter electronic business model in analyzing the market needs, and identifying the appropriate information technology to gain a strategic advantage. This project, once implemented, will compliment the already existing HA brick model with a bricks-and-clicks model. On the initial investment of $70,000 per year for three years, the incremental net present value created by the project is $174,079.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"5 1","pages":"274-289"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70436112","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH020
E. Watson, Sylvia Vaught, D. Gutierrez, D. Rinks
In the early 1990s, enterprise resource planning (ERP) emerged as the business standard for enterprise computing. The concepts associated with ERP, i.e., integration, standardization and process-centering, are indeed powerful and profound. Private sector organizations embraced this technology for varying reasons. ERP success or failure is determined in large part by how able and willing an organization is to undertake a radical business transformation process. At the dawn of the new century, ERP concepts are beginning to pervade public sector organizations, including state governent. As with the private sector, each implementation brings with it unique challenges and opportunities. This case study takes a look at some of the exciting issues associated with the implementation of integrated systems in state government.
{"title":"ERP implementation in state government","authors":"E. Watson, Sylvia Vaught, D. Gutierrez, D. Rinks","doi":"10.4018/978-1-59140-061-5.CH020","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH020","url":null,"abstract":"In the early 1990s, enterprise resource planning (ERP) emerged as the business standard for enterprise computing. The concepts associated with ERP, i.e., integration, standardization and process-centering, are indeed powerful and profound. Private sector organizations embraced this technology for varying reasons. ERP success or failure is determined in large part by how able and willing an organization is to undertake a radical business transformation process. At the dawn of the new century, ERP concepts are beginning to pervade public sector organizations, including state governent. As with the private sector, each implementation brings with it unique challenges and opportunities. This case study takes a look at some of the exciting issues associated with the implementation of integrated systems in state government.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"5 1","pages":"302-318"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70436261","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH005
Charles T. Caine, T. Lauer, E. Peacock
This case describes the development, design, and implementation of a work flow automation system at a tier one automotive supplier, T1-Auto. T1 is a developer and manufacturer of anti-lock brake systems. In 1991, T1-Auto had outsourced its IT department. They retained a management core consisting of the CIO and five managers, but transitioned approximately 80 other members of the department to the outsourcing firm. In 1994, Lotus NotesTM was installed as the corporate standard e-mail and workflow platform. A team of four NotesTM developers wrote workflow-based and knowledge management-based applications. Another team of three administrators managed the NotesTM infrastructure. The first workflow application written at T1-Auto was developed for the Finance department. The finance team quickly realized the workflow benefit of streamlining and tracking the capital expense request process. The NotesTM development team and the project sponsor, the Controller, worked closely to develop the application. Following this initial success, the power and value of workflow technology caught on quickly at T1-Auto. One of the most successful projects was the Electronic Lab Testing Process described in this paper.The Electronics Lab and Testing System (ELTS) was identified as a Transaction Workflow problem by the IT Lotus NotesTM team. Because the ELTS involved policies and procedures that crossed many groups and divisions within T1-Auto, and since the process was consistent across the organization, the solution lent itself very well to Lotus Notes. However, while T1-Auto was experiencing rapid growth and the number of tests was increasing, the testing process was prone to communication and coordination errors. As part of their production and product development processes, their electronics laboratory was required to test electronic components that were part of the brake systems. Clearly the testing process was critical to T-1 since delays or errors could adversely affect both product development and production.The case goes on to describe the design and development of the Lotus NotesTM workflow management system. The design description includes process maps for thee 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.
{"title":"The T1-auto inc. production part testing (PPT) process: a workflow automation success story","authors":"Charles T. Caine, T. Lauer, E. Peacock","doi":"10.4018/978-1-59140-061-5.CH005","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH005","url":null,"abstract":"This case describes the development, design, and implementation of a work flow automation system at a tier one automotive supplier, T1-Auto. T1 is a developer and manufacturer of anti-lock brake systems. In 1991, T1-Auto had outsourced its IT department. They retained a management core consisting of the CIO and five managers, but transitioned approximately 80 other members of the department to the outsourcing firm. In 1994, Lotus NotesTM was installed as the corporate standard e-mail and workflow platform. A team of four NotesTM developers wrote workflow-based and knowledge management-based applications. Another team of three administrators managed the NotesTM infrastructure. The first workflow application written at T1-Auto was developed for the Finance department. The finance team quickly realized the workflow benefit of streamlining and tracking the capital expense request process. The NotesTM development team and the project sponsor, the Controller, worked closely to develop the application. Following this initial success, the power and value of workflow technology caught on quickly at T1-Auto. One of the most successful projects was the Electronic Lab Testing Process described in this paper.The Electronics Lab and Testing System (ELTS) was identified as a Transaction Workflow problem by the IT Lotus NotesTM team. Because the ELTS involved policies and procedures that crossed many groups and divisions within T1-Auto, and since the process was consistent across the organization, the solution lent itself very well to Lotus Notes. However, while T1-Auto was experiencing rapid growth and the number of tests was increasing, the testing process was prone to communication and coordination errors. As part of their production and product development processes, their electronics laboratory was required to test electronic components that were part of the brake systems. Clearly the testing process was critical to T-1 since delays or errors could adversely affect both product development and production.The case goes on to describe the design and development of the Lotus NotesTM workflow management system. The design description includes process maps for thee 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.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"5 1","pages":"74-87"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70435958","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH007
V. Roy, B. Aubert
It was in 1996 that Integra, a large Canadian life insurance institution, launched its Banking and Loan Insurance Software System (BLISS) development project with the aim of gaining access to the loan insurance market in small Credit Unions (CUs) across Canada. The company was ready to provide the system free of charge to the Credit Unions on the provision that they commercialize exclusively Integra's loan insurance products. To achieve this goal, Integra entered into a partnership with Intex Consulting, the Canadian subsidiary of a large international information system (IS) integration firm who wanted to gain a foothold in the Canadian banking business. After 1.3 million dollars of investment from each partner and twelve months of intensive efforts, the project came to an abrupt stop. The lessons learned in this case study include: (1) the importance of understanding requirements beyond microlevel user needs, (2) the need to get the enlightened involvement of each interested party in a large complex project, (3) the importance of appraising the specific contribution of each partner in a strategic alliance, and (4) the obstacles faced when entering an unfamiliar market with a new, unproven IS product.
{"title":"A dream project turns nightmare: how flawless software never got implemented","authors":"V. Roy, B. Aubert","doi":"10.4018/978-1-59140-061-5.CH007","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH007","url":null,"abstract":"It was in 1996 that Integra, a large Canadian life insurance institution, launched its Banking and Loan Insurance Software System (BLISS) development project with the aim of gaining access to the loan insurance market in small Credit Unions (CUs) across Canada. The company was ready to provide the system free of charge to the Credit Unions on the provision that they commercialize exclusively Integra's loan insurance products. To achieve this goal, Integra entered into a partnership with Intex Consulting, the Canadian subsidiary of a large international information system (IS) integration firm who wanted to gain a foothold in the Canadian banking business. After 1.3 million dollars of investment from each partner and twelve months of intensive efforts, the project came to an abrupt stop. The lessons learned in this case study include: (1) the importance of understanding requirements beyond microlevel user needs, (2) the need to get the enlightened involvement of each interested party in a large complex project, (3) the importance of appraising the specific contribution of each partner in a strategic alliance, and (4) the obstacles faced when entering an unfamiliar market with a new, unproven IS product.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"5 1","pages":"98-111"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70436002","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH019
Jairo Gutiérrez, K. Tawa
This case examines the experience of introducing the Cisco Networking Academy Program as part of two data communications courses taught in the School of Business and Economics at the University of Auckland, This case discusses the advantages and disadvantages encountered in the administration and delivery of the combined (traditional content plus the Cisco-based content) material. The case also analyses the impact of the program on the learning outcomes and objectives of the existing courses. The feedback presented was obtained informally through conversations with students and formally by using end-of-semester surveys and by reviewing students' assignments and tests. The case describes how the program combined traditional "sage on the stage" lectures plus hands-on lab experiments as part of the educational experience. The availability of on-line curricula and testing is also considered as an important element in the learning process.
{"title":"Balancing theoretical and practical goals in the delivery of a university-level data communications program","authors":"Jairo Gutiérrez, K. Tawa","doi":"10.4018/978-1-59140-061-5.CH019","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH019","url":null,"abstract":"This case examines the experience of introducing the Cisco Networking Academy Program as part of two data communications courses taught in the School of Business and Economics at the University of Auckland, This case discusses the advantages and disadvantages encountered in the administration and delivery of the combined (traditional content plus the Cisco-based content) material. The case also analyses the impact of the program on the learning outcomes and objectives of the existing courses. The feedback presented was obtained informally through conversations with students and formally by using end-of-semester surveys and by reviewing students' assignments and tests. The case describes how the program combined traditional \"sage on the stage\" lectures plus hands-on lab experiments as part of the educational experience. The availability of on-line curricula and testing is also considered as an important element in the learning process.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"5 1","pages":"290-301"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70436241","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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