eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2021-08-06 7 001 029 4843 article Ry Schill rschill@uvu.edu Angela Schill angela.marie.schill@gmail.com Noah Schill noahrschill@gmail.com Aim/Purpose: The directors of Tech Latinas were happy with what they had created and the impact their company had made in Ecuador, Peru and Guatemala. Now that they had seen their vision come to fruition in ways that were astounding to them. They wanted to take the next steps in growing their business so Tech Latinas mission could spread beyond its current bounds. Before working out the logistics, the Tech Latina team expanded their vision. They wanted to scale Tech Latinas throughout Latin America. They hoped to find the best talent among the 37 million young women in these countries who were currently either unemployed or informally employed. They estimated that 1.2 million web developers in Latin America would be required that by 2025. Background: The entrepreneurial tech wave has hit Latin America hard, and it appears to be gaining momentum. A new generation of millennials and post-millennials, led by a group of early entrepreneurs in their late 30s to early 50s, believes that it can improve lives by creating new and better solutions to everyday problems. One such area is teaching coding and tech skills to women who live in middle to low-income Latin American households. Despite the advantages and opportunities, there are also great obstacles to make it all happen in Latin America. Some cultural and some systemic. Culturally, Latin Americans are very averse to risk, and most only invest in “secure” ventures such as real estate. The lack of financial education is a key factor that does not allow potential entrepreneurs to thrive. On the systemic side, corruption, lack of institutional trust and impunity are probably the biggest hurdles to surpass in the next few years. Companies need to think globally and compete against global competitors. Methodology: Data was collected through a qualitative approach with several in-depth interviews Contribution: In following trends of Latin American growth and development, the main opportunities will end up being in the technology sector as advances in education and know-how disseminate. The hope is that this knowledge gap will provide jobs for millions trying to lift themselves out of poverty. Findings: That nascent ventures in Latin America face different and unique challages. The ability to scale and the lack of capital that would invest in social causes is unfortunately scarce in the region. This makes it difficult to Recommendations for Practitioners: This case could be used for discussion around lessons from emerging market entrepreneurship. Many strategies of the struggles and triumphs of Latin American entrepreneurs are worth noting as practitioners due to the acute necessity-driven approach to many Latin American entrepreneurs toward venture success. Recommendation for Researchers: Maybe employing a scale of some sort to differentiate net impact socially and economically these tech educational training facilities Impact on Society: That there is a need to support organic entrepreneurial efforts in not only gaining returns but supporting social causes that lift societies. Also, it is a wise investment to invest in women and in emerging economies. Future Research: It would be interesting to further follow the Tech Latinas and other initiatives in this area of knowledge transfer and economic development. It would be interesting to do a study or a scale of results of impact between countries not only in Latin America but other women coding and IT training efforts around the world. http://www.informingscience.org/Publications/4843 IT Women Latin America eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2017-01-26 6 3651 article Jay Hoecker Jay.Hoecker@swfwmd.state.fl.us Debbie Bernal dbernal@mail.usf.edu Alex Brito alexbrito101@gmail.com Arda Ergonen ardaergonen@mail.usf.edu Richard Stiftinger rjstiftinger@mail.usf.edu The current data management systems for the life cycle of scientific models needed an upgrade. What technology platform offered the best option for an Enterprise Data Management system? http://www.informingscience.org/Publications/3651 analytics case study discussion case information systems cloud enterprise data management models SWFWMD water management eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2017-01-26 6 3650 article Robert W Hammond rhammond3140@hotmail.com Should Syniverse, a company whose principal business involved routing text messages between telecom carriers, re-think its business? Rob Hammond, product executive for enterprise products, wonders if he focus the company on the products it knew, expanding the existing text messaging business into high growth mobile markets, or should he invest in expanding the new product of enabling mobile for business applications? http://www.informingscience.org/Publications/3650 case study discussion case information systems marketing enterprise customers mobile technology sales smart phones SMS eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2017-01-26 6 3649 article Troy Montgomery troyamontgomery@gmail.com Determining how a corporate real estate organization estimated its project costs was a big decision that impacted budgets, customers, and the bottom line. What recommendations should be made for improvement of cost estimating at our upcoming management meeting? http://www.informingscience.org/Publications/3649 case study discussion case cost estimating healthcare make vs. buy project costing real estate eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2017-12-22 6 3920 article Don Berndt DBERNDT@usf.edu Ricardo Lasa ricardo.lasa@sitewit.com James McCart jmccart@usf.edu Ricardo Lasa, CEO and co-founder of SiteWit Corporation, and his team faced a critical technology challenge in scaling the core database systems to meet rapidly escalating data volumes. Should he stick with well-known relational database technologies? Or should he re-implement core components in newer, highly distributed NoSQL databases in search of competitive advantages? http://www.informingscience.org/Publications/3920 case study discussion case analytics database Hadoop MongoDB NoSQL SQL eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2017-12-22 6 3921 article Jean-Paul Van Belle jean-paul.vanbelle@uct.ac.za Kaasiefa Gasant kgasant@gmail.com Joseph Bromer, Head of IT Solutions Delivery at LifeInsure Emerging Markets, deliberated on a challenge that he had just been given. TIBCO, a vendor supporting ObjectStar, notified LifeInsure that support for the application would cease at the end of 2017. ObjectStar was the Product Administration System (PAS) system used by LifeInsure. The ObjectStar platform was called Alpha and was used in over 200 applications. There were a number of risks, which added more pressure including the scarcity of skills and an aging workforce, but the key risk related to this was the lack of ongoing support. http://www.informingscience.org/Publications/3921 discussion case case study information technology life insurance product administration system South Africa eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2017-12-22 6 3922 article Marc Thomas Marc.Thomas@vodacom.co.za Jean-Paul Van Belle jean-paul.vanbelle@uct.ac.za Mark Dumas, a Systems Specialist at a Telecommunications Company located in South Africa needed to make decisions regarding the current virtualized infrastructure platform. These decisions also involved the renewal of hardware that had reached the end of its maintenance period and the latest virtualization platform software. Dumas further needed to formulate a plan to ensure that there was enough capacity for systems to meet current and future growth. http://www.informingscience.org/Publications/3922 discussion case case study information technology mobile South Africa telecommunications virtualization eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2017-12-22 6 3923 article Kevin A. Johnston kevin.johnston@uct.ac.za Grandon Gill grandon@grandon.com South Africa’s largest bank has recently completed a transformation from traditional systems development to the scaled agile framework. The individual leading the transformation is now considering how to keep the momentum going and possible new directions. Josef Langerman, Head of IT Transformation for Standard Bank, reflected on the extraordinary transformation that his organization’s IT group had recently experienced. Over the past three years, Standard Bank’s IT group had changed from the relatively well accepted systems development lifecycle/waterfall model to a revolutionary large scale agile approach. The results had been gratifying. But it left a question unanswered. Now that things were starting to stabilize, what should be the next steps? The 154-year-old Standard Bank was the largest banking group in Africa, and the 5th largest company headquartered in South Africa. The bank offered a range of corporate, business and personal banking as well as financial services. Its 49,000 employees served over 15 million customers, in 20 countries across the continent of Africa, as well as other countries scattered around the globe. Standard Bank’s IT group, located within the company’s Johannesburg headquarters, had over 6000 employees. The group managed the bank’s technology infrastructure–including a network of nearly 10,000 ATMs, its applications development, testing, deployment, maintenance and operations. By 2014, the bank recognized that its IT performance was lagging industry benchmarks in productivity, turnaround time and employee satisfaction. Employing a “do it in-house” philosophy, it embarked on a major transformation. Abandoning traditional highly structured approaches to project management and development, it had adopted an agile philosophy that was most commonly seen in much smaller organizations and technology startups. The results had been impressive–productivity, cycle time and organizational health indicators had all risen dramatically. The group had also achieved substantial reductions in its budget. Even skeptics within the organization could not fail to be impressed. Now, however, Langerman wondered about the future. He had been cautioned by his group’s HR Culture Transformation Guide that rapid improvement could easily be followed by disillusionment. What could be done to keep the momentum going forward? Should the bank double down on the types of changes to culture, practice and training that had led to its success, or was it time to let things settle? And who should be guiding the change? Should the implementation continue entirely in-house, or should outside consultants–that were working in other areas of the bank–play a significant role? In the near future, he would need to present his recommendations to the group’s CIO. http://www.informingscience.org/Publications/3923 discussion case case study agile programming banking organizational transformation scrum South Africa eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2017-12-22 6 3924 article Kim Cupido kcup76@gmail.com Jean-Paul Van Belle jean-paul.vanbelle@uct.ac.za A South African insurance company is considering how to automate the process of handling home insurance repair claims in order to make the process more efficient and improve the customer experience. Should they stick with the status quo, develop their own system, purchase existing technology or employ a hybrid solution? ABC Insurance was a leading short-term insurer in South Africa. The FSB (Financial Services Board) of South Africa defined short term insurance cover as indemnification secured by the insurance purchaser over their fixed and movable assets (FSB, n.d.). Such insurable assets could be one’s home (the actual building) or motor vehicle (https://www.fsb.co.za). The purchased insurance cover protected the policyholder (customer) against total loss or accidental damage, as a result of insurable events like fires or floods. In exchange, payment for insurance cover (referred to as the “premium”), was collected by the insurance company from its customers. Andrew Cohen, commodity manager for the Non-Automobile Property and Casualty procurement division at ABC Insurance, was faced with the choice of either digitizing the day to day claims fulfillment procedures within his portfolio, or to continue his business unit’s activities “as is.” The main function of Cohen’s business unit was to ensure that home owners (policyholders) who purchased insurance cover over their fixed assets (i.e., buildings insurance) could access and receive the required repair services as per the provisions set out in their insurance policies. In delivering these services to the policyholders, Cohen’s immediate challenges were that he had to increase efficiency within the claims environment, meet customer demand and enhance operational processes while concurrently accelerating daily business operations. In opposition to maintaining the status quo, his options were to either build an in-house solution, or purchase an existing tool and customize it to his organization’s requirements. His preliminary cost benefit analysis showed that choosing to remain “as is” would cost the firm nothing in terms of immediate cash outflows, but in the long term would expose management to the risk of not capitalizing on opportunities to service their customers quickly and efficiently, infuse transparency into the appointment procedure of suppliers on repair claims, and gain line of sight of interactions between the firm, its service providers, and its customers. He furthermore surmised that whatever the solution was it might require the firm to make initial investments of time for the re-organization of internal processes and new information technology competencies to acquire. To select an ideal solution, he would need to weigh the risks of remaining “as is” against the benefits of infusing mobile technology such as a mobile app into his portfolio, and ultimately, into the core day-to-day operations of the firm as well. http://www.informingscience.org/Publications/3924 discussion case case study insurance make-or-buy mobile app South Africa eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2017-12-22 6 3925 article Utkarsh Shrivastava utkarsh1@mail.usf.edu Taufeeq Mohammed taufeeqahmed@mail.usf.edu After the successful launch of a DBA program for working executives, the program’s academic director ponders whether or not there might be an opportunity to create a cybersecurity doctoral program based on the existing program’s research core. Grandon Gill, Academic Director of the Doctorate of Business Administration Program (DBA) at the University of South Florida’s (USF) Muma College of Business pondered the email he had just sent to Moez Limayem, the dean of the college (see Exhibit 1). In that email, he had raised the possibility of developing a version of the college’s highly successful DBA program specifically targeting cybersecurity professionals. He also noted the possibility of funding from the National Science Foundation (NSF) to help cover the costs of launching the program. The idea of starting the program sparked when Gill had attended an NSF principal investigator’s meeting earlier in the year. A key area of discussion in the meeting involved the serious shortage of terminally qualified faculty candidates to teach cybersecurity-related graduate courses at universities across the United States. These discussions were confirmed by subsequent research. Recent surveys by the U.S. Department of Labor found that the demand for cybersecurity graduates had increased by 27% in 2016 to reach a record high, and increasing number of data breaches and cyber-attacks highlighted the need for trained security professionals. Although there was a lot of practical experience out there in the cybersecurity arena, when a research university like USF wanted to hire faculty, candidates needed to have a terminal degree such as a PhD or DBA. These were much less common among the security experts that would be a good fit with business schools or MIS departments. Indeed, there were few doctoral programs in cybersecurity that focused on researching the human side of cybersecurity—increasingly important in the worlds of business and government. The Muma College of Business has experienced many challenges in its own efforts to hire cybersecurity faculty. What Gill also recognized was that much of the research content of the DBA program that he led could be quite applicable to nontechnical cybersecurity research. The possibility of initiating the new program was not a decision to be taken lightly. Indeed, it raised a series of related questions and decisions: 1) Would such a program be viable in the first place? 2) Should the launch of such a program be contingent on the acquisition of external funding to cover startup expenses? 3) Could the DBA program faculty and staff, already stretched thin by the DBA program’s larger than expected cohorts, support such an additional program? 4) At a university where responsibility for cybersecurity was spread across three colleges, what type of support or opposition could be anticipated for such a program? http://www.informingscience.org/Publications/3925 business research cybersecurity DBA doctoral education executive education eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2017-12-22 6 3926 article Taufeeq Mohammed taufeeqahmed@mail.usf.edu Utkarsh Shrivastava utkarsh1@mail.usf.edu Ashish K Das ashish.das@rmit.edu.vn Quynh Thi Nguyen quynh.nguyenthi@rmit.edu.vn A professor in information systems discovers that his personal website has been hacked. Even worse, his ISP has suspended his site because the defacement included a PayPal phishing scheme. This is not the first time this has happened. How should he recover? Dr. T. Grandon Gill, a Professor in the Information Systems and Decision Sciences Department at the University of South Florida, was traveling with his family in England when he received a strange phone message. Not being able to respond, he ignored it until—a couple of days later—he was notified that access to his personal website had been suspended (see Exhibit 1). Grandon.com had, once again, been hacked–for the 7th time. Getting his website hacked was not a new experience for Grandon Gill. In the past, however, getting the site back up and running had been a quick fix involving replacing the corrupted files. This time it was different. Based on the email and his service provider’s response, his site now contained links to PayPal phishing sites. Without significant changes, he could become complicit in fraud if the situation was not remedied. This was a problem that could no longer be ignored. After Gill had re-read the email, he pondered the various options available to him. Given the amount of trouble it was causing him, he wondered if he needed the website at all. To maintain the domain name grandon.com, which he had held for more than 20 years, all he needed to do was to put up a simple landing page with a message: “Hi, I am Grandon—go to my school account to find out more.” At the other extreme, he could completely re-engineer the site to make it much less vulnerable—a process that could take days, if not weeks. Between the two extremes, there were many other possibilities. These included changing hosts, simplifying the site so that it contained only the most critical information, dropping its WordPress component, or even going to a pure WordPress model. He had a suspicion, based on previous experience, that vulnerabilities in WordPress may have been the source of the hack. But were these vulnerabilities intrinsic to the application, or were they simply the result of his inattentive management? Whatever he decided, he needed to take action soon. It was very embarrassing, and perhaps professionally damaging, to have his site showing an unavailable message. He thought back to a popular ironic quote that said: “Good decisions come from experience, and experience comes from bad decisions.” What should he do now? http://www.informingscience.org/Publications/3926 cybersecurity defacement hacking malware PayPal phishing eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2017-12-22 6 3927 article Grandon Gill grandon@grandon.com Bernardo Rodrigues bernardoaraujor@gmail.com A physicist who studies the human brain has adapted dynamic logic, a machine learning algorithm he developed, to run on a test database of network traffic. The algorithm has proven surprisingly adept at identifying malware traffic. Now he ponders how the project might move forward, given that cybersecurity is entirely outside of his domain of expertise (and interest). Dr. Leonid Perlovsky, distinguished physicist and cognitive scientist, pondered this question, which could have a significant impact on his research direction in the years to come. Over the past few decades, he had developed and refined algorithms for distinguishing objects in images, an approach that had found its way into various classified U.S. Department of Defense (DoD) applications. Now he was looking for new potential opportunities to see his research applied, allowing it to evolve further. One of the most interesting aspects of Perlovsky’s approach was that it was very similar to that taken by the human brain in processing sensory information. It began with a very vague model of what might or might not be present in the data being examined. Through successive iterations, analogous to the layers of processing used in human sensory systems, the patterns in the data corresponding to objects would grow more and more distinct until, finally, they became recognizable. Unlike most statistical techniques, this approach—termed “dynamic logic” by Perlovsky—did not require that a model be specified in advance. As such, it was well suited for contexts that required discovery. One application of dynamic logic that particularly impressed him involved the detection of malware in network packet data. Using an externally provided database of this traffic, his algorithm had successfully identified the presence of malware with almost eerie precision, and with substantially less processing than competing techniques. This suggested that dynamic logic could well become a powerful tool in the arsenal of IT professionals seeking to protect their systems from hackers. What other possible cybersecurity-related opportunities might be well suited to this tool? Identifying potential opportunities represented only part of the challenge of putting dynamic logic to work. After letting the project lay dormant for several years, he had recently been approached by an energetic Brazilian master’s student who had identified ways that DL (dynamic logic) could be used. The student had also established a DL open source project on his own initiative. If that project were to move forward, Perlovsky would need to provide some encouragement and guidance. But he had his own set of questions. Was the open source path the right way to proceed? What potential application should be given highest priority? Should government or commercial funding be pursued? And the big question… Perlovsky readily acknowledged that he was no cybersecurity expert. Given that he was already actively pursuing grants from the DoD and National Institute of Health (NIH), would it really make sense to split his attention further, and look towards tackling an entirely new class of problems? http://www.informingscience.org/Publications/3927 cybersecurity detect dynamic logic machine learning malware unsupervised eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2017-12-22 6 3928 article Jonathan Elder elderj@usf.edu Nicole Jacobson njacobson@mail.usf.edu Natalie Remsen nremsen@mail.usf.edu Kim Wilmath kwilmath@usf.edu A client of a security services firm has received an email from the dark web demanding a ransom or it will start selling data it has stolen from the client. The client as asked for the firm’s assistance in paying the ransom. How should the company proceed? It was late on a Friday afternoon. The ReliaQuest Security Operations Center was busy as usual, but nothing was out of the ordinary. ReliaQuest Chief Technology Officer, Joe Partlow, was in his office working on a new technology innovation when his cell phone rang. It was the Chief Information Security Officer (CISO) for ABC Company, one of ReliaQuest’s clients–a company with millions of customers across the United States. ABC Company’s CISO had a crisis on his hands. He had just gotten word from his public relations staff that a journalist had called asking for a comment about a supposed leak of millions of customer records containing personally identifiable information (PTT) that could potentially be used to steal identities. Apparently, the data was listed “for sale” on the “dark web” portion of the Internet by an anonymous hacker. The CISO wanted ReliaQuest’s help figuring out whether the data had, in fact, been stolen. If so, who stole it, and how? And what could be done now to re-procure the data lost? The journalist had given the company a 24-hour window before he said he would post a story. There was also the question of whether the supposed data leak was legitimate at all. ABC Company’s security team had not been able to verify that any of their systems had been breached, and there seemed to be no way to inspect the supposed stolen data without purchasing it from the anonymous hacker–something the company was not comfortable doing on its own. The situation was urgent. The prospect of alleged customer data floating around the dark web was deeply troubling to the CISO and to Joe, yet he knew that finding the underlying cause of the situation could require members of the ReliaQuest team to use tactics outside the scope of work formally agreed upon by ReliaQuest and ABC Company. Joe also knew that if the breach was real, any tactics to identify and secure the data that ReliaQuest used could be subject to discovery in a criminal case. Moreover, Joe worried that if the breach was real and had somehow happened while under ReliaQuest’s watch, the incident could create a public relations crisis not only for ABC Company, but also for ReliaQuest. Joe was at a high stakes crossroad for making a decision and time was of the essence. ReliaQuest prided itself on team members’ willingness to do whatever it took to make security possible for customers. Nonetheless, Joe needed to decide: How far should ReliaQuest go to verify the breach? How would they find the underlying cause of the breach? How would they recover stolen data? And who should he consult with both within and outside of ReliaQuest to solve the problem while protecting stakeholders? http://www.informingscience.org/Publications/3928 bitcoin cybersecurity dark web hacking ransomware security services eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2017-01-26 6 i iv 3648 article Grandon Gill grandon@grandon.com Table of Contents of Journal of Information Technology Education: Discussion Cases, Volume 6, 2017 http://www.informingscience.org/Publications/3648 JITE discussion cases table of contents eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2016-05-05 5 3487 article Grandon Gill grandon@grandon.com http://www.informingscience.org/Publications/3487 case study discussion case eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2016-05-05 5 3457 article Klaus Moeller klaus.moeller@hs-pforzheim.de Julian Gabel gabjul@hs-pforzheim.de Frank Bertagnolli frank.bertagnolli@hs-pforzheim.de The investment decision was made last year, and after a time-consuming selection process and intensive negotiations, the contract with the general contractor was signed. The business segment Fixing systems of the fischer group of companies faced a significant investment in its logistics – the development of automation technology in the Global Distribution Center (GDC). According to the project schedule, the transition to the automated small parts storage with shuttle technology would take place in December of this year. It was mid-April, and therefore the right time for the Head of Logistics of the business segment fischer Fixing systems, Matthias Wehle, to describe the current status: Were all the important milestones achieved and would the subsequent steps ensure a smooth transition? The employees in the logistics got accustomed to changes over the years. Structural changes such as the introduction of SAP R/3 in early 2000 and the establishment of the automated high-bay warehouse in 2008 had been successfully implemented. It was the same with the continuous improvement process through the use of the fischerProzessSystem fPS. The introduction of pick-by-light technology for the picking of small sized products with high demand had worked well, too. But the last staff meeting about launch of the shuttle system had left with him a feeling of uncertainty. He could already feel the spirit of optimism from some of the employees triggered by the upcoming introduction of the new system. The majority, however, listened patiently and Mr. Wehle sensed insecurity among the employees – how does this change affect me? Up until now, management had used multiple channels to communicate information to the employees. But feedback from the workforce to those in charge was rather rare. And the logistics manager remembered that the use of pick-by-voice for picking had been stopped for a number of reasons. Now as a result of the largest investment in recent years, the GDC faced a drastic operational change. With this in mind, Mr. Wehle pondered over the issue of employee communication again and again. And they had eight more months in order to take action until December… http://www.informingscience.org/Publications/3457 change management communication concept order picking technology warehouse logistics eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2016-11-03 5 3593 article Grandon Gill grandon@grandon.com How do you balance flexibility and security in deploying a new online journal? Is WordPress the best solution? An information security case that was developed during the launch of the MCR and MBR journals and was also used in a cybersecurity program. http://www.informingscience.org/Publications/3593 case study discussion case on-line security information systems eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2016-11-03 5 3594 article Manish Agrawal magrawal@usf.edu Shivendu Shivendu shivendu@usf.edu Does it make sense for the University of South Florida to acquire cyber insurance? This case study explores the issues involved and the nature of the cyber insurance product. http://www.informingscience.org/Publications/3594 case education information systems non profit discussion case eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2016-11-03 5 3595 article Shane Collier scollier@ConsolidatedReality.com A small consulting business has the opportunity to work with a new age company interested in moving its proprietary psychological software to the cloud. But if the security of that software is compromised, it could seriously damage the client. Should he proceed? http://www.informingscience.org/Publications/3595 case information systems small business discussion case eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2016-11-04 5 3597 article Grandon Gill grandon@grandon.com Joni Jones jjones@coba.usf.edu A supplier of marketing and logistics web sites has been approached by a customer wanting to incorporate multifactor authentication. What approach should be taken and how should it be configured so as not to disrupt existing customers? http://www.informingscience.org/Publications/3597 case information systems marketing discussion case 2016 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2016-11-04 5 3598 article Grandon Gill grandon@grandon.com JVAB, an elite small business that specializes in cybersecurity penetration testing has more demand for its services than it can handle. The skill set required for its activities is very specialized, however. It is also hard to find. How should it go about seeking new employees? http://www.informingscience.org/Publications/3598 2016 case information systems small business discussion case eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2016-11-04 5 3599 article Gilbert Gonzalez ggonzalez@mcsoftampa.com Should Mission Critical Solutions (MCS) stay converged in a functional organization strategy with capability-based teams, or organize into separate standalone entities with unique identities and separate overheads, focusing more on the individual capability-based technology specialization? http://www.informingscience.org/Publications/3599 2016 case information systems management small business discussion case eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2016-11-04 5 3600 article Janene J Culumber jjculumber@mail.usf.edu The Chief Information Office at Moffitt Cancer Center worries that his physicians may not be ready for the shift to electronic medical records (EMR). Could he get the organization to change its view from an IT driven project to an institutional change in clinical and operational workflows? http://www.informingscience.org/Publications/3600 2016 case information systems non profit discussion case eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2017-01-26 5 3647 article Jessica Deleanides jdeleani@gmail.com Kevin Gebhardt kgebhardt@mail.usf.edu Justin Hurd justinhurd@mail.usf.edu Clayton Stanley cstanley2@mail.usf.edu Justin Hurd, a regional manager for Marten Transport, Ltd. (Marten), knows that Marten’s data gathering initiative had produced a wealth of information related to these issues, but how could this data be transformed into useful, actionable metrics that could reduce inefficiencies and protect Marten’s bottom line? http://www.informingscience.org/Publications/3647 2016 analytics case information systems operations small business discussion case eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2017-01-29 5 3653 article Lauren Craton lcraton@mail.usf.edu Samuel Garrison samuel.garrison@gmail.com Muhammad Karim ataul@mail.usf.edu Jason Stokes jstokes5@mail.usf.edu Mike, the head manager of Mellow Mushroom Tampa, is considering replacing his manual employee scheduling system with an automated system named Schedulefly. As he considers the complexities of the system and its potential implications for employees, he wonders if he should really go forward with the project. http://www.informingscience.org/Publications/3653 2016 case information systems management small business discussion case eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2017-02-03 5 3659 article April Collier akcollier@mail.usf.edu Darren Dorado ddorado@mail.usf.edu Stephanie Garcia garcias@mail.usf.edu Nicholas Xavier nxavier1@mail.usf.edu Chris Milan, Managing Director of Southeastern Region at Tribridge, Inc., is considering the installation and implementation of the Enterprise Social Network (ESN) Yammer. He has to decide whether to go forward and, if he does, how to implement it and what it can be expected to achieve. http://www.informingscience.org/Publications/3659 2016 analytics case information systems small business discussion case eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2017-02-22 5 3669 article Eric Biel ebiel@mail.usf.edu Norma Gonedes ngonedes@mail.usf.edu Darin Peachee darinpeachee@mail.usf.edu Edgar Ramirez edgarramirez@mail.usf.edu Jing Yang jingyang@mail.usf.edu Brian Murphy bmurphy@reliaquest.com A firm that specializes in setting up computer systems is asked by a potential client to guarantee 100% security. Knowing that is an impossible request, the owner considers what he might offer as a counter proposal that would make sense. http://www.informingscience.org/Publications/3669 2016 case information systems small business discussion case eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2015-03-04 4 2129 article Grandon Gill grandon@grandon.com Table of Contents for the Journal of Information Technology Education: Discussion Cases, Volume 04, 2015 http://www.informingscience.org/Publications/2129 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2015-03-04 4 2131 article Hossana Twinomurinzi twinoh@gmail.com Schalk Heunis schalk.heunis@gmail.com John Burger, the founding member of house4hack, despite his passion for social good using practical innovation, was fully aware of the cost of getting people and organizations actively involved in social enterprises. The successful electrical and electronics engineer with a number of academic (PhD and Masters – cum laude) and corporate accolades (executive in a top firm) had already been at the top of the corporate ladder. But despite the success, his stronger desire to see South Africa become a net producer of IT and technical artifacts rather than a net importer had led him to rethink his entire life strategy. After deep discussions on the merits of free and open source software development with two friends, they decided to start house4hack as a non-profit organization. The main purpose of house4hack was to provide an innovative environment, a hacker space, where members could conceptualise and create innovative technical artifacts which are well suited for the South African and African environment. The emphasis of house4hack was on making available technical equipment and working space so that members had an environment in which they could experiment and develop technical artifacts. An example of a technical artefact that emerged from house4hack is Robohand. Robohand is a mechanically driven artificial hand printed using 3D technology. Robohand has depended exclusively on donations to develop and distribute artificial hands to people who cannot afford them, such as in the war torn areas of South Sudan. It was now three years since house4hack started. The hacker space was exciting, new ideas and opportunities kept emerging at the Tuesday meet ups where members and visitors networked and collaborated on new techniques or technology they had come across. But despite the liveliness, there were some key questions and critical decisions on John’s mind: 1. How do we get more people involved in creating artifacts? 2. Where do we find seed funding to support house4hack? 3. Are we serving Africa well enough with relevant artifacts? 4. Am I falling right back into the corporate work lifestyle trap? http://www.informingscience.org/Publications/2131 case study discussion case eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2015-03-04 4 2132 article Kaushal Chari kchari@usf.edu Grandon Gill grandon@grandon.com Dr. J. K. Suresh, Vice President and Principal Knowledge Manager at Infosys Limited (Infosys), pondered a question that continually needed to be addressed, but never could be truly answered. For a number of years, he had been responsible for overseeing the internal knowledge management (KM) activities of the large, global IT-services company, headquartered in Bangalore, India. The existing system was widely recognized—in case studies, articles and books—for its excellence. But the company, whose revenues for FY 2013 were in excess of $7 billion, was evolving rapidly in its business model. What changes to the KM system, if any, would improve the company’s ability to move its services to the next level? The particular challenge of greatest long term interest was presented by the company’s Products, Platforms, and Solutions (PP&S) operations, seen by many at Infosys as being crucial to the firm’s long term prosperity. Margins on the offshoring of support and routine development activities—the business that had been the bread-and-butter of Infosys as it grew—were becoming narrower, squeezed both by increasing competition and by rising personnel costs in countries like India. An important remedy to this pressure was to develop software products that the company could sell to its customers as part of a larger package, building an asset category that did go home every night. For KM to benefit these PP&S activities, however, a substantially different focus would likely be required. Traditionally, KM at Infosys had been inward focus, facilitating the exchange of code and experience between the company’s employees, currently numbering over 150,000. Where KM could be of greatest help to PP&S, would be in looking outward—e.g., identifying market trends and desirable features, capturing customer experiences, developing sales strategies, finding market niches. Could a system that was designed principally for internal use later be modified for these purposes? Or would it make more sense to build a new system from the ground up? And what might such as system look like? http://www.informingscience.org/Publications/2132 case study discussion case eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2015-11-19 4 2328 article Prema Basargekar prema@somaiya.edu Chandan Sanjayraj Singhavi chandans@somaiya.edu In the scorching and sultry heat of a Mumbai summer Prem Yadav, the Director of Pratham Info Tech Foundation (referred to as the Foundation), Mumbai, India and his team were busy teaching basic computer skills to students attending a school for children raised in poor households. These children were stumbling at every stage. Classrooms were very small and congested. Electricity supply was erratic. Software products were available only in English and were not compatible with the hardware. Schools and teachers were unenthusiastic if not wary of the additional burden put on them. This was the situation in spite of the fact that for four years since 1998, Prem and his team had tried everything to integrate Information and Communication Technology (ICT) in 54 Municipal Corporation schools, (schools run by the civic body that governs the city) started mainly for unprivileged children. The team enjoyed moderate success, but the overall impact was small. Uses of ICT in education were perceived to be an add-on support, rather than an effective toolbox to bring consistency and equality in providing quality education and empowerment to underprivileged children. Information technology had led to decisive and sweeping changes in other fields like healthcare, e-governance, logistics, and manufacturing. Yet so far ICT had very limited success in the field of education especially at pre-primary and secondary school levels (i.e., from standard 1st to 8th). On the one hand, India was emerging as a knowledge based economy by exporting IT and IT based services to the world, and, on the other hand, most of the population belonging to the low income group did not have any access to learn basic knowledge and skills related to IT. Prem was convinced that this digital gap needed to be closed as early as possible; otherwise India would risk leaving a large section of the population far behind. He knew that it was not the technology per se, but the implementation of the technology at the grass roots level that was more important. http://www.informingscience.org/Publications/2328 case study discussion case ICT in school education India eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2014-01-01 3 i iii 1966 article http://www.informingscience.org/Publications/1966 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2014-01-01 3 1967 article Holly Dongqing Zhu hollyz@uow.edu.au Michael Jones mjones.michael@gmail.com http://www.informingscience.org/Publications/1967 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2014-01-01 3 1969 article Martine Robinson Beachboard beacmart@isu.edu John C. Beachboard beach@isu.edu http://www.informingscience.org/Publications/1969 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2014-01-01 3 2055 article Huan Khoa Le khoahuanle@gmail.com Narumon Sriratanaviriyakul narumon@rmit.edu.vn Mathews Nkhoma mathews.nkhoma@rmit.edu.vn Hung Xuan Vo hstify@gmail.com http://www.informingscience.org/Publications/2055 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2014-01-01 3 2056 article Narumon Sriratanaviriyakul narumon@rmit.edu.vn Mathews Nkhoma mathews.nkhoma@rmit.edu.vn Hung Xuan Vo hstify@gmail.com http://www.informingscience.org/Publications/2056 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2014-01-01 3 2059 article James Lewis forerunnerrecordingsfl@gmail.com http://www.informingscience.org/Publications/2059 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2014-01-01 3 2060 article Matthew Mullarkey mmullarkey@usf.edu Jonathan Lund jon@garafa.com Grandon Gill grandon@grandon.com http://www.informingscience.org/Publications/2060 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2013-01-01 2 1757 article http://www.informingscience.org/Publications/1757 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2013-01-01 2 1755 article Richard Will rwill@usf.edu Rick Skaggs rskaggs@usffcu.org http://www.informingscience.org/Publications/1755 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2013-01-01 2 1873 article Hiep Pham hiep.pham@rmit.edu.vn Narumon Sriratanaviriyakul narumon@rmit.edu.vn Mathews Nkhoma mathews.nkhoma@rmit.edu.vn http://www.informingscience.org/Publications/1873 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2013-01-01 2 1874 article Hiep Pham hiep.pham@rmit.edu.vn Narumon Sriratanaviriyakul narumon@rmit.edu.vn Mathews Nkhoma mathews.nkhoma@rmit.edu.vn http://www.informingscience.org/Publications/1874 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2013-01-01 2 1875 article Vo Thi Trung Trinh trungtrinhvo@gmail.com Narumon Sriratanaviriyakul narumon@rmit.edu.vn Mathews Nkhoma mathews.nkhoma@rmit.edu.vn Hiep Pham hiep.pham@rmit.edu.vn http://www.informingscience.org/Publications/1875 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2013-01-01 2 1876 article Vo Thi Trung Trinh trungtrinhvo@gmail.com Narumon Sriratanaviriyakul narumon@rmit.edu.vn Mathews Nkhoma mathews.nkhoma@rmit.edu.vn Hiep Pham hiep.pham@rmit.edu.vn http://www.informingscience.org/Publications/1876 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2013-01-01 2 1877 article Vo Thi Trung Trinh trungtrinhvo@gmail.com Narumon Sriratanaviriyakul narumon@rmit.edu.vn Mathews Nkhoma mathews.nkhoma@rmit.edu.vn Hiep Pham hiep.pham@rmit.edu.vn http://www.informingscience.org/Publications/1877 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2013-01-01 2 1878 article Narumon Sriratanaviriyakul narumon@rmit.edu.vn Mathews Nkhoma mathews.nkhoma@rmit.edu.vn Hiep Pham hiep.pham@rmit.edu.vn http://www.informingscience.org/Publications/1878 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2013-01-01 2 1879 article Narumon Sriratanaviriyakul narumon@rmit.edu.vn Mathews Nkhoma mathews.nkhoma@rmit.edu.vn Hiep Pham hiep.pham@rmit.edu.vn http://www.informingscience.org/Publications/1879 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2013-01-01 2 1880 article Narumon Sriratanaviriyakul narumon@rmit.edu.vn Mathews Nkhoma mathews.nkhoma@rmit.edu.vn Hiep Pham hiep.pham@rmit.edu.vn http://www.informingscience.org/Publications/1880 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2013-01-01 2 1915 article Grandon Gill grandon@grandon.com Glenn Gordon Smith glenns@usf.edu http://www.informingscience.org/Publications/1915 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2013-01-01 2 1916 article Grandon Gill grandon@grandon.com http://www.informingscience.org/Publications/1916 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2013-01-01 2 1917 article Grandon Gill grandon@grandon.com http://www.informingscience.org/Publications/1917 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2013-01-01 2 1918 article Manish Agrawal MAgrawal@usf.edu Grandon Gill grandon@grandon.com http://www.informingscience.org/Publications/1918 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2012-01-01 1 1756 article http://www.informingscience.org/Publications/1756 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2012-01-01 1 1701 article Grandon Gill grandon@grandon.com http://www.informingscience.org/Publications/1701 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2012-01-01 1 1702 article Grandon Gill grandon@grandon.com Ricardo Lasa Ricardo.Lasa@Webpiston.com http://www.informingscience.org/Publications/1702 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2012-01-01 1 1703 article Grandon Gill grandon@grandon.com http://www.informingscience.org/Publications/1703 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2012-01-01 1 1704 article Manish Agrawal MAgrawal@usf.edu Grandon Gill grandon@grandon.com http://www.informingscience.org/Publications/1704 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2012-01-01 1 1705 article Grandon Gill grandon@grandon.com http://www.informingscience.org/Publications/1705 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2012-01-01 1 1706 article Grandon Gill grandon@grandon.com http://www.informingscience.org/Publications/1706 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2012-01-01 1 1707 article Grandon Gill grandon@grandon.com http://www.informingscience.org/Publications/1707 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2012-01-01 1 1708 article Grandon Gill grandon@grandon.com Kathleen Long kathleenlong@usf.edu Dennis Walpole walpole@usf.edu http://www.informingscience.org/Publications/1708 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2012-01-01 1 1709 article Grandon Gill grandon@grandon.com William F. Murphy Jr. bmurphy@creativeresearchllc.com Sandra Sanchez Murphy info@creativeresearchllc.com http://www.informingscience.org/Publications/1709 eng Informing Science Institute Journal of Information Technology Education: Discussion Cases (JITE: DC) 2166-1316 2166-1324 2012-01-01 1 1710 article Manish Agrawal MAgrawal@usf.edu http://www.informingscience.org/Publications/1710