1 Using an organization with which you are familiar, describe the role of the most senior IS professional Provide examples of how that person is either a strategist or operational manager You may choose to keep the organization and individual information private or generic 2 In your own organization (or choose any organization you know well), which of the 14 core activities discussed in Chapter 7 (Pearlson and Saunders, 2016) do they do well Which activities do they need to improve, and are there some of the activities you feel may be unnecessary for the type of organization 14 Core Activities a Manager Should Typically Expect from IT (Pearlson and Saunders, 2016) (1) developing and maintaining information systems, (2) managing supplier relationships, (3) managing data, information, and knowledge, (4) managing Internet and network services, (5) managing human resources, (6) operating the data center, (7) providing general support, (8) planning for business discontinuities, (9) innovating current processes, (10) establishing architecture platforms and standards, (11) promoting enterprise security, (12) anticipating new technologies, (13) participating in setting and implementing strategic goals, and (14) integrating social IT 3 Review Merlyn's Business IT maturity model in Figure 8 1 ( Pearlson and Saunders, 2016) Maturity models are a common tool used in IT and other areas of business 'Again, referring to an organization with which you are familiar, where is the organization on the maturity model What do you think are some of the reasons the firm organization is at the current level of maturity

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1. Using an organization with which you are familiar, describe the role of the most senior IS professional. Provide examples of how that person is

1. Using an organization with which you are familiar, describe the role of the most senior IS professional. Provide examples of how that person is either a strategist or operational manager. You may choose to keep the organization and individual information private or generic.

2. In your own organization (or choose any organization you know well), which of the 14 core activities discussed in Chapter 7 (Pearlson and Saunders, 2016) do they do well? Which activities do they need to improve, and are there some of the activities you feel may be unnecessary for the type of organization?

14 Core Activities a Manager Should Typically Expect from IT (Pearlson and Saunders, 2016)
- (1) developing and maintaining information systems,
- (2) managing supplier relationships,
- (3) managing data, information, and knowledge,
- (4) managing Internet and network services,
- (5) managing human resources,
- (6) operating the data center,
- (7) providing general support,
- (8) planning for business discontinuities,
- (9) innovating current processes,
- (10) establishing architecture platforms and standards,
- (11) promoting enterprise security,
- (12) anticipating new technologies,
- (13) participating in setting and implementing strategic goals, and
- (14) integrating social IT.

3. Review Merlyn's Business-IT maturity model in Figure 8.1 (Pearlson and Saunders, 2016). Maturity models are a common tool used in IT and other areas of business. 'Again, referring to an organization with which you are familiar, where is the organization on the maturity model? What do you think are some of the reasons the firm/organization is at the current level of maturity?