This case study delves into the challenges faced by CGI, which has just signed an agreement for a major project involving the development of information systems for a client in Los Angeles. We sit in on the meetings of the members of the project team as they make important decisions on the main project management and execution parameters. Part A introduces readers to the actors and the project, while exposing the context and the challenges facing this project. Part B illustrates the decisions made by CGI regarding the project's organization and the competencies of the team members, with a specific focus on the innovative development methodology adopted by CGI in response to the specific characteristics of this project.

This case study delves into the challenges faced by CGI, which has just signed an agreement for a major project involving the development of information systems for a client in Los Angeles. We sit in on the meetings of the members of the project team as they make important decisions on the main project management and execution parameters. Part A introduces readers to the actors and the project, while exposing the context and the challenges facing this project. Part B illustrates the decisions made by CGI regarding the project's organization and the competencies of the team members, with a specific focus on the innovative development methodology adopted by CGI in response to the specific characteristics of this project.

This case describes the evolution of IT management at Alcan during the period from 2006-2007. At that time, IT governance and the IT function itself were undergoing a complete transformation. The case follows the Vice-President of Corporate Information Technology from the time of his arrival at Alcan: his observations on the current state of IT management, his appointment to the position of Chief Information Officer and the development of his new strategic plan for IT management. Part A presents the main features and challenges of IT management at Alcan up until the middle of 2006. Part B continues with the main concepts and elements of the CIO's new strategic plan for IT management. Students are encouraged to reflect on the characteristics, implications and challenges represented by IT management in a large global organization.

This case describes the evolution of IT management at Alcan during the period from 2006-2007. At that time, IT governance and the IT function itself were undergoing a complete transformation. The case follows the Vice-President of Corporate Information Technology from the time of his arrival at Alcan: his observations on the current state of IT management, his appointment to the position of Chief Information Officer and the development of his new strategic plan for IT management. Part A presents the main features and challenges of IT management at Alcan up until the middle of 2006. Part B continues with the main concepts and elements of the CIO's new strategic plan for IT management. Students are encouraged to reflect on the characteristics, implications and challenges represented by IT management in a large global organization.

At the end of 2005, Atlanta-based Oxford Industries was closing on its third major acquisition in as many years. Two-and-a-half years earlier, Oxford had acquired the Tommy Bahama brand in Seattle, and one year later, it had purchased London-based Ben Sherman. As Oxford's CIO, John Baumgartner has managed over the last three years to provide systems support to establish visibility into the day-to-day financial activities of the legacy company and the newly acquired operating companies, while at the same time minimizing any negative impacts on the profitability of the newly acquired companies through business process and system changes. As additional acquisitions are planned, however, balancing these two objectives is becoming more and more difficult. The degree to which the acquired organizations should function independently or be brought under one corporate information system is becoming an increasingly pressing issue.

The case begins with an overview of the business environment that led Hydro-Quebec to adopt a new approach to managing its information resources. The main external factors at play are described, along with their impact on Hydro-Quebec's decision to create six independent corporate divisions. This restructuring had the effect of substantially modifying Hydro-Quebec's organizational environment. The case chiefly describes how the company's response to these external pressures led to major internal changes, such as the establishment of a shared services centre and the transfer of responsibility for information resource management to the divisions. The case demonstrates how, through a major project to computerize Hydro-Quebec Distribution's (HQD) activities, a new IT management model came to be and how the sharing of roles and responsibilities was implemented. Finally, the case study discusses the challenges faced by the company in implementing the new information resource management model.

The objective of this case is to allow students to: determine the main characteristics (from a project management point of view) of a large-scale ERP implementation project; identify the criteria that should inform the selection of a project leader (in relation to the nature and characteristics of the project); better understand the role and potential contribution of consultants in this context, and; define solutions to overcome difficulties that arise with respect to project management. This case will help students better understand the challenges associated with choosing a project leader. It will also allow them to explore the roles of the various actors in this process, particularly that of external consultants in relation to the management approach chosen for the project. An analysis of this case makes it possible to introduce students to theoretical concepts related to the choice of a project leader.

The objective of this case is to allow students to: determine the main characteristics (from a project management point of view) of a large-scale ERP implementation project; identify the criteria that should inform the selection of a project leader (in relation to the nature and characteristics of the project); better understand the role and potential contribution of consultants in this context, and; define solutions to overcome difficulties that arise with respect to project management. This case will help students better understand the challenges associated with choosing a project leader. It will also allow them to explore the roles of the various actors in this process, particularly that of external consultants in relation to the management approach chosen for the project. An analysis of this case makes it possible to introduce students to theoretical concepts related to the choice of a project leader.

The objective of this case is to allow students to: determine the main characteristics (from a project management point of view) of a large-scale ERP implementation project; identify the criteria that should inform the selection of a project leader (in relation to the nature and characteristics of the project); better understand the role and potential contribution of consultants in this context, and; define solutions to overcome difficulties that arise with respect to project management. This case will help students better understand the challenges associated with choosing a project leader. It will also allow them to explore the roles of the various actors in this process, particularly that of external consultants in relation to the management approach chosen for the project. An analysis of this case makes it possible to introduce students to theoretical concepts related to the choice of a project leader.

The objective of this case is to allow students to: determine the main characteristics (from a project management point of view) of a large-scale ERP implementation project; identify the criteria that should inform the selection of a project leader (in relation to the nature and characteristics of the project); better understand the role and potential contribution of consultants in this context, and; define solutions to overcome difficulties that arise with respect to project management. This case will help students better understand the challenges associated with choosing a project leader. It will also allow them to explore the roles of the various actors in this process, particularly that of external consultants in relation to the management approach chosen for the project. An analysis of this case makes it possible to introduce students to theoretical concepts related to the choice of a project leader.

TransInsurance Inc. is an individual insurance company, covering all of Canada. In the midst of an industry amalgamation, the RECS project came to be in fall 2002, following the merger of two group insurance companies - one from Quebec City and another from Montreal. The reality of operations, particularly at the level of customer service, was proving to be difficult, however. Senior management thus envisaged a bold project based on a fundamental transformation of the company's methods of operation. Specifically, the project was aimed at completely restructuring its customer service department as well as the marketing of its insurance products. The project was launched on April 1, 2003, but many obstacles were encountered along the way: the firing of the first two consulting firms to which the project had been outsourced, followed by the resumption of project leadership by TransInsurance to achieve, in the end, moderate success.

TransInsurance Inc. is an individual insurance company, covering all of Canada. In the midst of an industry amalgamation, the RECS project came to be in fall 2002, following the merger of two group insurance companies - one from Quebec City and another from Montreal. The reality of operations, particularly at the level of customer service, was proving to be difficult, however. Senior management thus envisaged a bold project based on a fundamental transformation of the company's methods of operation. Specifically, the project was aimed at completely restructuring its customer service department as well as the marketing of its insurance products. The project was launched on April 1, 2003, but many obstacles were encountered along the way: the firing of the first two consulting firms to which the project had been outsourced, followed by the resumption of project leadership by TransInsurance to achieve, in the end, moderate success.

TransInsurance Inc. is an individual insurance company, covering all of Canada. In the midst of an industry amalgamation, the RECS project came to be in fall 2002, following the merger of two group insurance companies - one from Quebec City and another from Montreal. The reality of operations, particularly at the level of customer service, was proving to be difficult, however. Senior management thus envisaged a bold project based on a fundamental transformation of the company's methods of operation. Specifically, the project was aimed at completely restructuring its customer service department as well as the marketing of its insurance products. The project was launched on April 1, 2003, but many obstacles were encountered along the way: the firing of the first two consulting firms to which the project had been outsourced, followed by the resumption of project leadership by TransInsurance to achieve, in the end, moderate success.