INTRODUCTION AND DEFINING THE MSITM CAPSTONE COURSE REQUIREMENTS The overall Capstone Case paper is arranged in three distinct parts. The course provides you with directions about how to respond to, and set up, each case segment. In Module 4, all the previous segments are brought together in a final comprehensive paper, along with an addendum regarding your intended use of the MSITM degree. The following guidelines must be followed in preparing each case segment and the overall Capstone paper. Specific Considerations: 1. The overall purpose of this Capstone Case Series is to allow you to reflect on and summarize your entire MSITM experience. In this light, the case in each module asks you to respond to unique questions highlighted by the assignment's directions. It is important to note that in each case paper you must reflect back on your various MSITM courses and bring forward/properly discuss, cite, and reference ideas and learning that support points you make in response to the assignment's unique questions. In short, use the case as an opportunity to appropriately 'hark back' and note/cite previous important learning points. While you may cite military/corporate papers/Wikipedia, these are not academic papers. You may, however cite relevant magazine articles from CIO and other substantial IT sources. Each Capstone Case module paper must contain at least five academically sound citations. Do not turn in any Case or SLP papers without the required academically sound citations and references, as these will be graded as failing. Cases require a minimum of five academic citations and references; SLP papers a minimum of three. 2. Please recall that a key 'organizing principle' of your entire MSITM program has been General Systems Theory and Socio-Technical Systems Theories, a concern for the structural, social, as well as technical issues apparent in IT management and supervision. Make sure elements of this perspective are brought forward and integrated/cited in your various module papers as relevant. 3. The organization you select in Module 1 as the basis for your continued discussion/issue integration in your successive individual case papers must be one where you have personal and detailed knowledge. If you do not, it will be nearly impossible to integrate bits of your learning from previous classes into the paper's structure -- you simply won't know the details. For example, organizational politics is a key element in many IT management decisions. To comment, you often have to know precise details. In addition, do not pick a whole military service or very large corporation as your subject organization. Your current or a recent organization (unit level) would likely be the best bet. If in doubt, e-mail me and we can discuss your choice of a topic organization. 4. Note that if you integrate the successive case papers into a cumulative paper as you go, only one introductory paragraph is required. Otherwise, each segment requires an appropriate introduction. When integrating case segments one through three into your final Capstone Case paper in Module 4, include a single introductory paragraph followed by a smoothly flowing paper and a conclusion. 5. Integrate and properly cite various issues and learning from previous MSITM courses in each module's case assignment. Again, each module's Capstone case effort must cite at least five academic references from your previous MSITM coursework. You may cite other references, such as lay, military, corporate, Wikipedia, etc., if they support your work, but these are not part of the required five references. 6. The Module 4 case is to be a smooth-flowing paper that integrates the papers from the previous three modules and gives the reader a review of what you have learned in the MSITM program. Thus, the individual/unique module cases are simply a 'straw-man' (if you will), giving you a forum for showing what you have learned in this program. Again, when you put together the final Module 4 Capstone paper, please go back and remove any segment introductions, providing only a single, overall introductory paragraph. 7. Use the significant feedback from the early modules to correct any deficiencies prior to integrating those papers into the Module 4 final Capstone Case. The final paper will consist of the discussions from your previous papers integrated into a paper that flows nicely and includes the references you used, in proper format. There should be 15 to 20 references in this final paper, most of which should be academic. 8. If for some reason you do not submit enough work during the regular modules for the professor to provide ample comments, feedback, and guidance, there is a strong likelihood that the papers submitted during any post-session extension could incur failing grades. 9. Note that if you keep current with the Capstone Case and follow this guidance as well as the personal guidance provided via feedback for each case segment, passing this course should not be problematic. Students who take this approach typically do very well. Your professor considers it a unique privilege to work with you to help you develop a Capstone Case paper that you can use as a sample of the work you did in your graduate program. Optional Supplemental Materials The Capstone course is a summary of your learning from all previous MSITM coursework. Thus, it has no assigned academic readings except brief writing/Capstone Case guides, exemplars, or other materials directly provided by your professor. Your course resources are the readings, background information, and other learning from your overall program. In addition, you are free to integrate relevant information found through your own preparation. A limited number of background readings will also be made available within this course for your review as interested. Optional Reading Supplementary Readings from core courses ITM517 Diffie, W. (2008). Information security: 50 years behind, 50 years ahead. Communications of the ACM, Jan, 51(1), 55–57. (Trident Online Library) PowerPoint Presentation on Information Security Management Framework. Johnson, E., & Goetz, E. (2007). Embedding information security into the organization. IEEE Security & Privacy, May/June 2007. Ma, Q., Schmidt, M. B., & Pearson, J. M. (2009). An integrated framework for information security management. Review of Business, 30(1), 58–69. (TUI Online Library: ProQuest) NIST (2011). Managing Information Security Risk—Organization, Mission and Information System View. National Institute of Standards and Technology Special Publication 800–39. NIST (2011). Information security continuous monitoring (ISCM) for federal information systems and organizations. National Institute of Standards and Technology Special Publication 800–137. Retrieved from http://csrc.nist.gov/publications/nistpubs/800-137/SP800-137-Final.pdf Schneier, Bruce discusses on Ted Talks the security mirage, October 2010 at https://www.ted.com/talks/bruce_schneier. Schneier, B. Security at what cost? National ID system is not worth the $23 billion price tag. http://www.schneier.com/essay-207.html White House. (2009). Appendix C: Growth of Modern Communications Technology in the United States and Development of Supporting Legal and Regulatory Framework. Cyberspace Policy Review. West, R. (2008). The psychology of security. Communications of the ACM, Apr, 51(4), 34–40. Current activity report of the lastest security incidents, US-CERT. Retrieved from http://www.us-cert.gov/ncas/current-activity ITM 524 Association of Information Systems. (n.d.) Socio-technical theory. Retrieved from http://istheory.byu.edu/wiki/Socio-technical_theory Charette, R. (2010, June 30). "Outstanding success" or nightmare payroll system: Lawsuit will decide. IEEE Spectrum. Retrieved from http://spectrum.ieee.org/riskfactor/computing/it/outstanding-success-or-nightmare-payroll-system-lawsuit-may-decide ComputingCases.org. (2011). Why a Socio-Technical system? Retrieved from http://computingcases.org/general_tools/sia/socio_tech_system.html Ernst & Young (2014). Strong risk management practices and internal audit capabilities as drivers for growth, http://www.ey.com/GL/en/Services/Advisory/EY-accelerating-high-growth-companies-climb-to-the-top Harvard Business Publishing. (nd). Interview with Michael Porter: The five competitive forces that shape strategy. [Video file]. Retrieve from http://www.youtube.com/watch?v=mYF2_FBCvXw Kadivar, S. (2011, February 15). Green memories accelerate ROI for data centers. CIO. Retrieved from http://www.cio.com/article/665167/Green_Memories_Accelerate_ROI_for_Data_Centers?taxonomyId=3028 Lee Merkhofer Consulting. (2011). Best practice project portfolio management. Priority Systems. Retrieved from http://www.prioritysystem.com/reasons6b.html Musthaler, L., & Musthaler, B. (2008, March 26). IT governance best practices are critical for business success. Network World. Retrieved from http://www.networkworld.com/newsletters/2008/052608techexec1.html?page=1 NetMBA. (2011). The value chain. Business Knowledge Center. Retrieved from http://www.netmba.com/strategy/value-chain/ Painter, B. (n.d.). Socio-Technical Design of Knowledge Work. Retrieved from http://www.moderntimesworkplace.com/STS_KnowledgeWork.pdf Pennypacker, J., & Retna, S. (2011). Project portfolio management: A view from the management trenches. Garnert Group. Retrieved from http://www.gartner.com/it/content/911400/911412/project_portfolio_mgmt_excerpt.pdf Scacchi, W. (n.d.). Institute for Software Research, University of California Irvine. Retrieved from http://www.ics.uci.edu/~wscacchi/Papers/SE-Encyc/Socio-Technical-Design.pdf Zurich Help Point. (2010). The liability of technology companies for data breaches. Retrieved from https://www.advisen.com/downloads/Emerging_Cyber_Tech.pdf ITM525 Andriole, S.J. (2010). Business impact of Web 2.0 technologies, Communications of the ACM, 53(12), 67-79. [EBSCOhost database Trident Library] Berry, G. (2011). Enhancing effectiveness of virtual teams. Journal of Business Communications, 48(2), 186-206. DOI: 10.1177/0021943610397270. Carter, P. E. (2010). IT service value creation in a global environment. Journal of Global Information Technology Management, 13(4), 4-29. [ProQuest Trident Library] Chang, V., Bacigalupo, D., Wills, G. & Roure, D.E. (2010). Categorization of cloud computing business models. Retrieved from http://eprints.ecs.soton.ac.uk/18751/11/vchang_ccgrid_2010_poster.pdf. Du, H. & Cong, Y. (2010). Cloud computing, accounting, auditing, and beyond. The CPA Journal,80(10), 66-70. [ProQuest Trident Library] Edwards, A. and Wilson J. (2014). Implementing Virtual Teams. Gower Publishing, Oxon, GBR. (Read Part I on When We Should Use Virtual Teams and Part II What We Need to Know When Implementing Virtual Teams. Erickson, L.B. (2011). Web 2.0 and social networking for the enterprise. [Review of the book Web 2.0 and Social Networking for the Enterprise, by J. Bernal]. Research Technology Management.Arlington: 54(1), 67-68. [ProQuest database Trident Library] Hoerbst, A., Hackl, W.O., Blomer, R., & Ammenwerth, E. (2011). The status of IT service management in health care - ITIL® in selected European countries. BMC Medical Informatics and Decision Making, 11. 76. [EBSCOhost Trident Library]. Marston, Sean, Li, Zhi, Bandyopadhyay, S. (2011). Cloud computing – The business perspective. Decision Support Systems, 51(1). 176-189. Majchrzak, A. & More, Philip H. B. (2011). Emergency! Web 2.0 to the rescue! Communications of the ACM. 54(4), 125-132. [EBSCOhost database at Trident library] McKendrick, Joe (2014). Challenge: Keeping the Internet of things grounded in reality, http://www.zdnet.com/challenge-keeping-the-internet-of-things-grounded-in-reality-7000028318/ Netzley, M. A. & Rath, Akanksha (2012). Social networks and the desire to save face: A case from Singapore. Business Communication Quarterly. 75(1), 96-107. [EBSCOhost database Trident Library] Xavier, J. (2013). Cisco predicts the future: Internet of everything ubiquitous video and web overhaul. Silicon Valley Business Journal, http://www.bizjournals.com/sanjose/news/2013/12/04/cisco-systems-technology-trends-3.html?page=all Watch this Ted Talk on the transformation of Industry by the Internet of things that is as powerful as the industrial revolution using sensors with cloud computing: http://www.ted.com/talks/marco_annunziata_welcome_to_the_age_of_the_industrial_internet Shyue-Ping Chi, Ming-Hsien Yang, and Chi-Ming Tsou (2013) Study the global virtual team: leadership, trust, training, communication and performance in Taiwan. Journal of Global Business Management. http://www.jgbm.org/page/38%20Shyue-Ping%20Chi.pdf Sembdner, Stephan (2011). Success factors of virtual teams in the conflict of cross-cultural team structures, Diplomica Verlag: Hamburg Germany. (Read Chapter 2 and 3). Yee, Marilynn (2014). It's unclearly defined, but telecommuting is fast on the rise. New York Times, March 7, 2014. Surowiecki, James (2013). Face time. The New Yorker, March 18, 2013. http://www.newyorker.com/talk/financial/2013/03/18/130318ta_talk_surowiecki A good lecture from Dr. James Walden on describing cloud computing and the security issues associated with cloud computing: Cloud computing is an emerging paradigm for large scale web application deployment. While cloud computing may reduce the complexity and costs of web application deployment, it also introduces new risks and requires a fundamentally different approach to security. Traditional security approaches such as firewalls and network intrusion detection are either impossible or inappropriate for cloud applications. New risks include loss of governance, failure of compliance with regulations that assume infrastructure is physical rather than virtual, an expanded attack surface resulting from the connection between your organization and the cloud, and hypervisor attacks that may enable attackers on the same physical server to access your data. This talk will address how these risks occur in the context of cloud computing and will examine ways to mitigate them. https://www.youtube.com/watch?v=EeYUhwmagBY ITM540 Data Science and Big Data Analytics: Data Science Tutorial. https://www.youtube.com/watch?v=IkEWsJPHBlU Park, J., & Lee, S. (2011). Keyword search in relational databases, Knowledge and Information Systems. 26(2), 175-193. (Trident Ferguson, R. B. (2012). How much data is too much data to mine? Sloan Review. http://sloanreview.mit.edu/improvisations/2012/06/08/how-much-data-is-too-much-data-to-mine/#.ULbDb2f4IVo Trembly, A. C. (2010). The problem with data storage: way too much information. Information Management Online. http://www.information-management.com/news/data_storage-10016887-1.html Shen, G. (2011). Unplugged: The disconnect of intelligence and analytics. Information Management, 21(1), 14-15. http://www.information-management.com/issues/21_1/unplugged-10019478-1.html Longbottom, C. (2011) Big data: large problems or huge opportunities? Computerweekly.com. http://www.computerweekly.com/news/2240105424/Big-data-large-problems-or-huge-opportunities Edwards, H. K. and Varadharajan, S. (2014 ) Analysis of the effectiveness of global virtual teams in software engineering projects, Proceedings of the 36th Hawaii International Conference on System Sciences, The Computer Society. http://www.computer.org/csdl/proceedings/hicss/2003/1874/01/187410019b.pdf Ayala, C. P., Cruzes, D., Hauge, O., & Conradi, R. (2011). Five facts on the adoption of open source software. IEEE Software, 28(2), 95-99. Cerf, V. G. (2011). Open source, smart grid, and mobile apps. IEEE Internet Computing, 15(1), 96. Sojer, M., & Henkel, J. (2010). Code reuse in open source software development: quantitative evidence, drivers, and impediments. Journal of the Association for Information Systems, 11(12), 868-901. Bellinger, G., Castro, D., & Mill, A. (2010). Data information knowledge and wisdom. http://www.systems-thinking.org/dikw/dikw.htm Shum, S. B. (2010). Knowledge technologies in context,http://openlearn.open.ac.uk/mod/oucontent/view.php?id=399204&printable=1. ITM580 ASQ global voice of quality. (2011). Malcolm Baldrige National Quality Award. Organization-wide approaches. Retrieved from http://asq.org/learn-about-quality/malcolm-baldrige-award/overview/overview.html Demand Media. (2011). Sources for business strategies. Business Strategy Examples. Retrieved from http://smallbusiness.chron.com/business-strategy-examples/ Harris, R. (2011, July 7). A shift to CFOs in calling tech shots. CIO. Retrieved from http://www.cio.com/article/685903/A_Shift_to_CFOs_in_Calling_Tech_Shots IT University of Goteborg. (2013). Aligning IT strategy with business strategy through the balanced scorecard. Retrieved from http://www.techrepublic.com/whitepapers/aligning-it-strategy-with-business-strategy-through-the-balanced-scorecard/287956 KPMG. (2014). Technology industry outlook survey. Retrieved from http://www.kpmg-institutes.com/institutes/global-enterprise-institute/articles/2014/06/2014-technology-industry-outlook-survey.html Lannon, R. (2014). 7 Steps to kick-start your strategic planning process, Retrieved from. http://www.batimes.com/articles/7-steps-to-kick-start-your-strategic-planning-process.html Nash, K. (2011, January 1). 2011 State of the CIO: IT departments are fueling company growth through strategic technology investments. CIO. Retrieved from http://www.cio.com/article/2412670/microsoft-office/2011-state-of-the-cio--it-departments-are-fueling-company-growth-through-strategic-.html Scott, J. (2011, April 21). How to craft actionable business strategy from the bottom up. CIO. Retrieved from http://www.cio.com/article/680163/How_to_Craft_Actionable_Business_Strategy_from_the_Bottom_Up UC Berkeley. (2010). Campus-wide Information Technology strategic plan. Campuswide Technology Service Providers. The Regents of the University of California. Retrieved from http://technology.berkeley.edu/action-plan UC Boulder. (2002). The University of Colorado at Boulder IT strategic planning (ITSP). Retrieved from http://www.colorado.edu/ITplan/ Wang, M. Y. D. Factory to foxhole: Improving the Army's supply chain. Retrieved on Feb 16, 2012, from http://www.naefrontiers.org/File.aspx?id=21911 ITM590 Benaroch, M., Dai, Q., & Kauffman, R. J. (2010). Should we go our own way? Backsourcing fexibility in IT services contracts. Journal of Management Information Systems, 26(4), 317-358. [Library article] Bharati, P., & Chaudhury, A. (2010). Impact of knowledge acquisition on technology assimilation.The Journal of Computer Information Systems, 51(2), 97-106. Retrieved from ProQuest. [Library article] Chamberlin, J. (2010). Business process reengineering. Management Services, 54(1), 13-20. Retrieved from ProQuest. [Library article] Forio Simulate. (2013). Change management simulation: Power and influence demo. Harvard Business Publishing. Retrieved from https://forio.com/simulate/harvard/change-demo/simulation/ Gogan, J. L., & Lewis, M. O. (2011). Peak experiences and strategic IT alignment at Vermont Teddy Bear. Journal of Information Technology Teaching Cases, 1(2), 61-70. doi:http://dx.doi.org/10.1057/jittc.2011.6 [Library article Johnson, M. (2010). Alignment 2010. CIO, 23(6) Retrieved from ProQuest. [Library article] Kotlarsky, J., & Bognar, L. (2012). Understanding the process of backsourcing: Two cases of process and product backsourcing in Europe. Journal of Information Technology Teaching Cases, 2(2), 79-86. doi:http://dx.doi.org/10.1057/jittc.2012.7. [Library article] Lanter, A. (2012). Information technology acquisitions bring benefits - and risks. Information Management, 46(5), 4. Retrieved from Trident online library. Lu, Y., Chunjie, X., Xiaopeng, W., & Bin, W. (2011, March). What affects information systems development team performance? An exploratory study from the perspective of combined socio-technical theory and coordination theory. Computers in Human Behavior. 27(2), 811-822. Retrieved from Trident online library. Mattia, A. (2011). A multi-dimensional view of socio-technical information systems research and technochange. The Review of Business Information Systems, 15(4), 11-18. Retrieved from Trident online library. Matook, S. (2014). A method for evaluating performance of IT-Centric business applied to the domain of electronic market places. The Journal of Computer Information Systems, 54(2), 44-56. Retrieved from ProQuest. [Library article] TED Ideas Worth Spreading. (2013, November). Mikko Hypponen: How the NSA betrayed the world's trust -- time to act. [Video file]. Retrieved from http://www.ted.com/talks/mikko_hypponen_how_the_nsa_betrayed_the_world_s_trust_time_to_act.html TED Ideas Worth Spreading. (2013, April). Erik Brynjolfsson: The key to growth? Race with the machines. [Video file]. Retrieved from http://www.ted.com/talks/erik_brynjolfsson_the_key_to_growth_race_em_with_em_the_machines.html TED Ideas Worth Spreading. (2013, October). Jason Pontin: Can technology solve our big problems? [Video file]. Retrieved fromhttp://www.ted.com/talks/jason_pontin_can_technology_solve_our_big_problems.html TED Ideas Worth Spreading. (2010, May). Simon Sinek: How great leaders inspire action. [Video file]. Retrieved from http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html Viaene, S., & Isik, O. (2013). Corporate IT transformation at BARCO. Vlerick Business School. Retrieved from https://lirias.kuleuven.be/bitstream/123456789/364663/2/Vlerick+CorporateIT.pdf Whitten, D., Chakrabarty, S., & Wakefield, R. (2010). The strategic choice to continue outsourcing, switch vendors, or backsource: Do switching costs matter? Information and Management Elsevier, 47(3), 167-175. DOI: 10.1016/j.im.2010.01.006 [Library Article ScienceDirect]` MODULE 1 General Case and SLP Paper Writing Guidelines: The following are key elements which must appear in all Case and SLP papers: 1. Please Note: Modules 1 through 4 require a case paper, an SLP paper, and Discussion contributions. 2. An Appropriate Title: Do not just use the assignment question(s) as title(s). Instead, try to create an innovative title that helps explain what you are trying to achieve. For example, "IT Project Management…More than an Art Form?" 3. Introductory and Concluding Paragraphs: A good introductory paragraph is short, crisp, and contains three distinct parts; (a) brief comments which set the stage for the reader, providing a context and something of interest to catch their attention, (b) a statement highlighting the purpose of the paper, and (c) key points you expect to make in the paper. This introductory paragraph becomes a quick 'road-map' for you to follow in writing the paper, and for the reader to understand where you are going and why. Close the paper with a summary paragraph reviewing key points and any conclusions. 4. Solid Structure: Do not simply line up the case or SLP questions and answer them. Remember, these MSITM papers should be 'critical analysis' papers that present the reader with a solid overview of the issues. There are two critical analysis formats you might consider: 'compare and contrast,' which highlights the differences between two approaches or issues and then makes the case for choosing one path over the other; or 'discrepancy analysis,' where 'A' is compared with 'B,' and discrepancies or 'differences' are noted, discussed, and a desired path chosen. You may also have your own analysis structure -- something as simple as linearly laying out the issues and coming to a conclusion. A paper with a solid structure helps the reader to more easily understand the ideas you are trying to convey. (Note: Most students are helped by briefly outlining their paper before writing it.) 5. Good Setup and Use of Language: Use paragraph breaks and headers as necessary to set off points or shifts in direction or topic; organize your thoughts instead of running them together in one stream of consciousness; use proper grammar and spelling, as this will be graded; and have a trusted colleague read/edit your final draft if necessary. Consider that each paper is a critical analysis requested by a senior executive or a general/flag officer. Also, avoid the use of the first person 'I' in your papers. Instead, use a derivative of "This writer notes." There are no exceptions to these requirements. 6. Paper Lengths: All case papers must be at least 4-5 pages, and SLP papers must be at least 3 pages. Unless you are a very skilled writer, it is difficult to create an adequate response to the assignment in a short paper. 7. Use Appropriate References: In both Case and SLP papers, you may use currently assigned, previously reviewed, or self-discovered MSITM academic literature to support your assertions. You may also use Wikipedia, but it does not count as an academic reference. Military references are also permitted, but again, do not count as academic references. You must have at least five academic references per Case and three per SLP. All references must be in APA format. Note that the purpose of contiguous citations is to give the reader a sense of where you are drawing your information from so that they may follow up on a point if desired. Simply providing a post-paper reference page only is like tacking on a 'laundry list,' and has no meaning without the contiguous citations in the text. All of your MSITM papers require citations and references. There are no exceptions. In graduate school, failure to provide appropriate citations and references will result in a failing paper. Discussion Participation: The graded discussions are an important opportunity to both extend your 'formal' course learning and to gain important knowledge grounded in the experience of your professor and class colleagues. The more you join in each Module's graded discussions, the more we will all learn. The expectation is that you will be involved reasonably often (both responding to the main question and interacting with class colleagues). Please note that Module 4 Reflective Discussion participation is part of the course; participation is mandatory and will be graded. ITM590 Capstone Case Papers Supplemental Guidelines Some General Thoughts: The overall Capstone Case paper is arranged in four distinct parts. Each Module in the course provides you with directions about how to respond to, and set up, that unique case segment. In Module 4, all the previous segments are brought together in a final comprehensive paper, along with an addendum regarding your intended use of the MSITM degree. The following guidelines amplify the case guidance and must be followed in preparing each case segment and the overall Capstone paper. Specific Considerations: The overall purpose of this Capstone Case Series is to allow you to reflect on and summarize your entire MSITM experience. In this light, the case in each module asks you to respond to unique questions highlighted by the assignment's directions. It is important to note that in each case paper you must reflect back on your various MSITM courses and bring forward/properly discuss, cite, and reference ideas and learning which support points you make in response to the assignment's unique questions. In short, use the case as an opportunity to appropriately 'hark back' and note/cite previous important learning points. While you may cite military/corporate papers/Wikipedia, these are not academic papers. You may, however, cite relevant magazine articles from CIO and other substantial IT sources. Each Capstone Case module paper must contain at least five academically sound citations. Do not turn in any Case or SLP papers without the required academically sound citations and references, as this will lower the grade. Please recall that a key 'organizing principle' of your entire MSITM program has been General Systems and Socio-Technical Systems Theories -- a concern for the structural, social, as well as technical issues apparent in IT management and supervision. Make sure elements of this perspective are brought forward and integrated/cited in your various module papers as relevant. The organization you select in Module 1 as the basis for your continued discussion/issue integration in your successive individual case papers must be one where you have personal and detailed knowledge. If you do not, it will be nearly impossible to integrate bits of your learning from previous classes into the paper's structure -- you simply won't know the details. For example, organizational politics is a key element in many IT management decisions. To comment, you often have to know key details. As well, do not pick a whole military service or very large corporation as your subject organization. Your current or a recent organization (unit level) would likely be the best bet. If in doubt, e-mail me and we can discuss your choice of a topic organization. Each unique case paper must initially contain all of the elements. Note that if you are continuously integrating the successive case papers into a cumulative paper as you go, only one introductory paragraph is required. Otherwise, each segment requires an appropriate introduction. In Module 4, when integrating case segments one through three into your final Capstone Case paper, edit this final paper so there is one introductory paragraph. Again, remember that you must integrate and then properly cite various issues and learning from previous MSITM courses in each Module's Case segment. Every academic paper requires appropriate citations, both contiguous and post paper (or superordinate numerals and page bottom full references if that is the style you choose). Again, each module's Capstone case effort must cite at least five academic references from your previous MSITM coursework. You may cite other lay, military, corporate, Wikipedia, etc. references if they support your work, but, these are not part of the required five. Please remember that the Module 4 case is to be a smooth-flowing paper which integrates the previous three Module's papers and illustrates for the reader a decent review of what you have learned in the MSITM program. Thus, the individual/unique Module cases are simply a 'straw-man' (if you will), giving you a forum for showing what you have learned over the past two or so years. Again, when you put together the final Module 4 Capstone paper, please go back and remove any segment introductions, providing only a single, overall introductory paragraph. The Capstone Case stands in for a Master's dissertation and must be passed. If your grades are not passing in the first three modules, there is a strong likelihood you might not pass the Module 4 final Capstone Case paper as well. You must use the significant feedback from the early modules to correct deficiencies, prior to integrating those papers into the Module 4 final Capstone Case paper. This paper will consist of the discussions from your previous papers integrated into a paper that flows nicely and includes the references you used, in proper format. There should be 15 to 20 references in this final paper, most of which should be academic references. If for some reason you do not submit enough work for the instructor to provide sufficient comments, feedback, and guidance during the session, there is a strong likelihood that papers submitted during any post-Module extension could incur failing grades. Your professor will have moved on to the next session's classes and will not be providing feedback during an extension period. Point: It is critical that you turn in enough work during the regular session that you might be guided to a successful conclusion to this capstone course. Note that if you keep current with the Capstone Case and follow this guidance, as well as the personal guidance provided via feedback for each case segment, passing this course should not be problematic. Students who take this approach typically do very well. Your professor considers it a unique privilege to work with you to help you develop a Capstone Case paper we both can be proud of. Case Assignment This first case paper will set the stage for the balance of your Capstone project. Considering the Capstone Integrative Project Paper Guide instructions, please choose an appropriate project organization of suitable size, and with which you are familiar enough to conduct suitable critical analysis. Please choose an IT-related organization. This can be your current organization/unit, or a reasonable portion thereof. The focus can also be a recent organizational assignment within a given organization. If your work or assignment situation is not primarily IT-related, you may still use it. You will simply need to detail how IT and ITM figure into the performance and outcomes of this organization. If you are not currently employed outside the home or in an IT setting, please find an organization, or IT personnel in your organization, who would be willing to provide you such IT information as is required as you proceed through the various segments of the Capstone Case. In this case, you must involve IT issues in some meaningful way. For this first Case segment, at minimum, for your chosen organization, please provide as much of the following descriptive and analysis information as possible: • Describe and discuss the organization: what it does; its services, products, outputs, or mission; how it fits in any overall larger system; how it is staffed, structured, and organized, etc. • What sort of 'environmental' challenges is this organization facing: social, economic and technological? How are they responding? What are some of the key opportunities, problems, and challenges your organization is facing? • You will wish to detail your personal role and contributions to this organization as well as the personal challenges and opportunities you face. Case Assignment Expectations In all of this, you will need to reflect on your description and analysis (and perhaps adjust it accordingly) to ensure that you are able to integrate insight and learning from previous classes (and other sources as fits the circumstances). This means at least five contiguous academically sound citations and later full references. Please use enough concurrent discussion so that the purpose of each citation is apparent to the reader. Please note that this paper is incomplete without five academically sound references (relevant magazine articles from such sources as CIO are OK. Also, you may use Wikipedia and military/corporate references, but they do not count as one of the required five). You will be assessed on the appropriateness and completeness of the detail you provide regarding your selected organization, your use of citations and references as noted above, and your intellectual insight into topically important issues. You will also be assessed on how well you adhere to the specific Capstone Case Guidelines provided to you. This is a draft, so if you have to make educated guesses at the stage, that is fine for now. Your paper should be at least four, if not more, double-spaced pages when finished. The issue in these case papers is not brevity; rather it is insight and completeness in dealing with the topic(s). Note that you are expected to use correct grammar, spelling, and English vocabulary. Also, please check your paper for missing or inappropriately used words. If in doubt, check the dictionary and not 'spell check.' Please consider that this paper, and all others, will be reviewed by the CIO and/or your commanding officer. In this light, it is strongly suggested that you ask a trusted colleague to review and edit each of your papers. Papers which do not meet these guidelines will be returned to you. Please post your paper once it is completed. Finally, you are not to use any government/military classified or corporate-sensitive information in the development of any course papers or in any Discussion participation.