The relationship between business strategy and information systems (IS) strategy
Knowledge management, business intelligence and analytics
The web-enabled enterprise
Customer Relationship Management systems
Strategic tools for analysis (e.g. SWOT, STEEP, Porter's five forces)
IS as a business resource
IT strategy development (using e.g. Earl's Strategic Grid, Earl's three-pronged approach)
Implementing, managing and controlling IT systems.
Sourcing and outsourcing
Legal issues, risk management, ethical issues
Collaborative systems

A report (3,000 words) evaluating a given case study scenario with recommendations for an IS strategy to underpin the business strategy assessing learning outcome 1,2 and 3

12 hours of lectures and 36 hours practicals over 12 weeks.
The practical sessions will involve exercises based on the lecture material, reviewing case studies and practical use of software as appropriate

Strategic Management of Information Systems 4th edition Pearlson K and Saunders C (2009) Wiley ISBN: 978-0-470-40024-1

Management Information Systems Oz E and Jones A (2008) Cengage ISBN 978-1-84480-758-1

1. DEMONSTRATE A CRITICAL UNDERSTANDING OF THE NATURE OF INFORMATION, INFORMATION SYSTEMS AND HOW THEY UNDERPIN ORGANISATIONAL FUNCTIONS AND STRUCTURES.
Knowledge and Understanding
Learning

2. CRITICALLY EVALUATE A GIVEN SCENARIO THROUGH THE USE OF ANALYTICAL MODELS, TOOLS AND FRAMEWORKS IN ORDER TO PLAN THE ACQUISITION OR DEVELOPMENT OF THE IS RESOURCE AS PART OF AN OVERALL BUSINESS STRATEGY.
Analysis

3. PROPOSE MEASURES THAT ARE APPROPRIATE TO SECURE, PROTECT AND MAINTAIN INFORMATION SYSTEMS RESOURCES.
Knowledge and Understanding
Reflection

"13 hours of lectures and 36 hours practicals over 13 weeks.
The practical sessions will involve exercises based on the lecture material, reviewing case studies and practical use of software as appropriate"