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Cases on Information Technology Planning, Design and Implementation Detailed Table of Contents
Chapter I
Information System for a Volunteer Center: System Design for Not-for-Profit
Organizations with Limited Resources.........................................................................1
Suresh Chalasani, University of Wisconsin - Parkside, USA
Dirk Baldwin, University of Wisconsin - Parkside, USA
Jayavel Souderpandian, University of Wisconsin - Parkside, USA
This case focuses on the development of information systems for not-for-profit
volunteer-based organizations. Specifically, it discusses an information system project
for the Volunteer Center of Racine (VCR). This case targets the analysis and design
phase of the project using the Unified Modeling Language (UML) methodology, data-
base modeling, and aspects of project management including scope and risk manage-
ment. Students must decide how to proceed, including recommending an IT solution,
managing risk, managing scope, projecting a schedule, and managing personnel.
Chapter II
Big-Bang ERP Implementation at a Global Company ................................................. 27
Nava Pliskin, Ben-Gurion University of the Negev, Israel
Marta Zarotski, Ben-Gurion University of the Negev, Israel
This case looks at Dead Sea Works, an international multi-firm producer of Potash
and other chemicals whose sales for 1998 were about $500 million. In 1996, the Informa-
tion Systems group convinced top management to pursue a big-bang ERP implementa-
tion of SAP R/3.

Chapter III
Challenges of Complex Information Technology Projects: The MAC Initiative........ 41
Teta Stamati, University of Athens, Greece
Panagiotis Kanellis, University of Athens, Greece
Drakoulis Martakos, University of Athens, Greece
This case study provides a detailed account of an ill-fated initiative to centrally
plan and procure an integrated applications suite for a number of British higher educa-
tion institutions. It is argued that because systems are so deeply embedded in opera-
tions and organization, high-risk, ‘big-bang’ approaches to information systems plan-
ning and development must be avoided. In this context the case illustrates the level of
complexity that unpredictable change can bring to an information technology project
that aims to establish the ‘organizationally generic’ and the destabilizing effects it has
on the network of the project’s stakeholders.
Chapter IV
Designing and Implementing a Learning Organization-Oriented Technology
Planning and Management Process ........................................................................... 59
James I. Penrod, University of Memphis, USA
Ann F. Harbor, University of Memphis, USA
This case study provides an overview of the process utilized in implementing a
broad-based strategy to address the information technology needs of a large public
university, the University of Memphis. It deals at length with the planning and creation
of an IT governance structure and a strategic planning and management model. In this
case, modern theories of organizational change and strategic planning were applied to
the creation and improvement of the University’s IT structure.
Chapter V
Development of an Information Kiosk for a Large Transport Company:
Lessons Learned ......................................................................................................... 73
Pieter Blignaut, University of the Free State, South Africa
Iann Cruywagen, Interstate Bus Lines (Pty.) Ltd., Bloemfontein, South Africa
An information kiosk system is a computer-based information system in a pub-
licly accessible place. Such a system was developed for a large public transport com-
pany to provide African commuters with limited educational background with up-to-
date information on schedules and ticket prices while also presenting general company
information in a graphically attractive way. The challenges regarding liaison with pas-
sengers are highlighted and the use of a touch screen kiosk to supplement current
liaison media is justified in this case.

Chapter VI
Fostering a Technology Cultural Change: The Changing Paradigms at the
University of Minnesota Crookston ............................................................................ 92
Dan Lim, University of Minnesota Crookston, USA
This case focuses on four essential components of a paradigm shift in technol-
ogy and higher education at the University of Minnesota Crookston (UMC). This case
describes how a paradigm shift model can help to promote a long-term technology
cultural change in a higher education institution. The model consists of technology
commitment, technology philosophy, investment priority, and development focus. It
has been used at UMC to bring about a reengineering of the entire institution to sup-
port a ubiquitous laptop environment throughout the curriculum and campus.
Chapter VII
Experiences from Using the CORAS Methodology to Analyze a Web
Application ................................................................................................................ 100
Folker den Braber, Norway
Arne Bjorn Mildal, NetCom, Norway
Jone Nes, NetCom, Norway
Ketil Stolen, SINTEF, Norway
Fredrik Vraalsen, SINTEF, Norway
During a field trial performed at the Norwegian telecom company, NetCom, a
methodology for model-based risk analysis was assessed. The chosen methodology
was the CORAS methodology, which has been developed in a European research project
carried out by 11 European companies and research institutes partly funded by the
European Union. This case describes the goal of the analysis, to identify risks in rela-
tion to an organization’s application that offered customers access to their personal
account information online.
Chapter VIII
Systems Requirements and Prototyping................................................................... 122
Vincent C. Yen, Wright State University
This case study is based on a multi-year information systems plan for a marketing
firm. The case describes the critical components of the enterprise system, including the
software and hardware architectures.
Chapter IX
ERP Implementation for Production Planning at EA Cakes Ltd. ............................. 137
Victor Portougal, The University of Auckland, New Zealand
This case details the implementation of the systems applications and products
(SAP) production planning module at EA Cakes Ltd. The market forced the company tochange its sales and production strategy from “make-to-order” to “make-to-stock.”
The decision to change the strategy involved not only the company’s decision to
invest much more money in accumulation and keeping stocks of finished goods, it
required a complete redesign of its production planning system, which was an integral
part of an ERP system that used SAP software.
Chapter X
Developing Effective Computer Systems Supporting Knowledge-Intensive
Work: Situated Design in a Large Paper Mill......................................................... 150
Martin Müller, University of Zurich, Switzerland
Rolf Pfeifer, University of Zurich, Switzerland
The case is a joint project between the University of Zurich and “Swiss Paper,” a
large paper mill in Switzerland. The objective of this case is to improve and to enhance
the existing computer infrastructure in a way that the communication process about the
energy issue will be improved.
Chapter XI
Power Conflict, Commitment and the Development of Sales and Marketing
IS/IT Infrastructures at Digital Devices, Inc............................................................ 178
Tom Butler, University College Cork, Ireland
This article explores the political relationships, power asymmetries, and conflicts
surrounding the development, deployment, and governance of IT-enabled sales and
marketing information systems (IS) at Digital Devices, Inc. The study reports on the
web of individual, group and institutional commitments and influences on the IS devel-
opment and implementation processes in an organizational culture that promoted and
supported user-led development. In particular, the article highlights the problems the
company’s IS function encountered in implementing its ad-hoc strategies and gover-
nance policies.
Chapter XII
Changing the Old Order: Sequencing Organizational and Information
Technology Change to Achieve Successful Organizational Transformation.......... 197
Chris Sauer, The University of New South Wales, Australia
This chapter describes the transformation of the motor vehicle registration and
driver licensing business of the Roads and Traffic Authority of the Australian state of
New South Wales. At the heart of this transformation which took place between 1989
and 1992 is a system called DRIVES. The project was innovative in the technology
platform it devised and in the CASE technology it used to build the application. The
new system has paid for itself at the same time as transforming the Roads and Traffic
Authority’s way of doing the business. In addition it has generated new strategic
opportunities.

Chapter XIII
Adoption and Implementation of IT in Developing Nations: Experiences from
Two Public Sector Enterprises in India .................................................................... 208
Monideepa Tarafdar, University of Toledo, USA
Sanjiv D. Vaidya, Indian Institute of Management Calcutta, India
This case describes challenges in the adoption and implementation of IT in two
public sector enterprises in the postal and distribution businesses respectively, in
India. In spite of similarities in the scale of operations and the general cultural contexts,
the IT adoption processes and outcomes of the two organizations were significantly
different. While one failed to implement IT in its crucial processes, the other responded
effectively to changes in external conditions by developing and using IT applications
for critical functions.
Chapter XIV
Mobile Technology .................................................................................................... 234
Paul Cragg, University of Canterbury, New Zealand
Prue Chapman, Mobile Technology, New Zealand
This case describes Mobile Technology, a small/medium sized electronics manu-
facturer that has been very successful and has grown rapidly in recent years. The firm
relies heavily on information technology and most of the staff has very sophisticated
computer expertise, yet it has no IS department and has only just appointed an IS
manager.
Chapter XV
Technological Modernization of Peru’s Public Registries...................................... 245
Antonio Diaz-Andrade, ESAN, Peru
Martín Santana-Ormeno, ESAN, Peru
This study describes the strategy and information technology adopted by Peru’s
National Superintendent of Public Registries (SUNARP) to meet its organizational goals.
SUNARP was created in 1994 to become the ruling entity of all public registry offices in
Peru, which to that time had been working in an isolated fashion. The case describes
the projects already completed, their respective success and their deployment across
the organization’s bureaus across the nation.
Chapter XVI
Information Systems and Technology Outsourcing: Case Lessons from
‘TravelTrack’............................................................................................................ 265
Jeremy Rose, Manchester Metropolitan University, UK
Ray Hackney, Manchester Metropolitan University, UK
This case concerns an information systems and technology (IS/IT) action re-
search intervention into a train operating company in the newly privatized rail industryin the UK. The project involved information management in the maintenance wing of
the company.
Chapter XVII
Enterprise Information Portals: Efficacy in the Information Intensive Small
to Medium Sized Business........................................................................................ 277
Wita Wojtkowski, Boise State University, USA
Marshall Major, Moffatt Thomas and Co. Law Firm, USA
This case study describes experiences of a successful regional law firm — an
information intensive enterprise-with the design and implementation of an enterprise
portal. The technology choice is explained in detail within the context of the needs of
the information intensive small enterprise. The issues discussed are both technological
and behavioral.
Chapter XVIII
Implementation of Information Technology in a Job Shop Manufacturing
Company: A Focus on ManuSoft ............................................................................... 291
Purnendu Mandal, Marshall University, USA
The case study describes the implementation of ManuSoft, a generic MIS package,
and enhancement of its effectiveness to the management with the development of object-
oriented interfacing programs in a Melbourne-based job shop engineering company.
Chapter XIX
Software Vendor’s Business Model Dynamics Case: TradeSys.............................. 310
Risto Rajala, Helsinki School of Economics, Finland
Matti Rossi, Helsinki School of Economics, Finland
Virpi Kristiina Tuunainen, Helsinki School of Economics, Finland
This case describes evolution of a small software company through three major
phases of its life cycle. During the first phase, the business was founded within a
subsidiary of a large multinational information technology (IT) company. In the second
phase, the business evolved as a spin-off from the initial organization through a MBO
(management buy-out) into an independent software vendor. Finally, in the third phase,
the business has established itself as a vertically-focused business unit within a pub-
licly-quoted company operating in software and consulting businesses.
Chapter XX
The Foreign Banks’ Influence in Information Technology Adoption in the
Chinese Banking System ......................................................................................... 323
Michelle W. L. Fong, Victoria University, Australia
This case study examines the foreign banking sector’s potential in transferring
technology to the domestic banks in the People’s Republic of China. Although the

rationale of the Chinese government’s admission of foreign banks into its domestic
banking industry was to attract foreign capital and banking expertise, the case shows
that foreign banks have not been employed fully for their potential in technology
transfer.
Chapter XXI
Enterprise-Wide Strategic Information Systems Planning for Shanghai
Bell Corporation ....................................................................................................... 348
Yuan Long, University of Nebraska - Lincoln, USA
Fiona Fui-Hoon Nah, University of Nebraska - Lincoln, USA
Zhanbei Zhu, Shanghai Bell Co., Ltd., China
This case describes the environmental and organizational context of Shanghai
Bell Corporation, and the problems and challenges it encountered in developing an
enterprise-wide strategic IT/IS plan. The issues covered include alignment of IT strat-
egy with evolving business needs, application of a methodology to develop the strate-
gic IT/IS plan, and evaluation of strategic planning project success.
About the Editor......................................................................................................... 366
Index .......................................................................................................................... 367

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