This case revisits the events in late 2013 that gave rise to what was at the time the largest breach of confidential data in history. Indeed, on December 19, 2013, Target announced that its computer network had been infiltrated by cybercriminals who stole 40 million debit and credit card numbers as well as the personal information of some 70 million additional customers. The case presents the cybercriminals' activities leading up to the breach, details of the commission of the theft, the measures that Target had put in place to deter such attacks, its ill-fated response during the attack and, finally, the impact of the breach on Target as well as on the retail industry as a whole.

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.

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.

Faced with the constant pressure from internal customers, who want answers to their problems on increasingly short order, based on the best possible expertise and at the lowest cost, Hydro-Quebec's IT Solutions Department (ITSD) decided to undertake a twofold structural change aimed at: 1) decentralizing the IT specialists to the IT business units; and 2) establishing a horizontal approach to knowledge management, which would allow the now decentralized specialists to maintain and develop their collective expertise remotely. This case study is written in three parts: (A) the issue that led ITSD to such a change; (B) the solution chosen; and (C) the implementation of this significant change.

Faced with the constant pressure from internal customers, who want answers to their problems on increasingly short order, based on the best possible expertise and at the lowest cost, Hydro-Quebec's IT Solutions Department (ITSD) decided to undertake a twofold structural change aimed at: 1) decentralizing the IT specialists to the IT business units; and 2) establishing a horizontal approach to knowledge management, which would allow the now decentralized specialists to maintain and develop their collective expertise remotely. This case study is written in three parts: (A) the issue that led ITSD to such a change; (B) the solution chosen; and (C) the implementation of this significant change.

Faced with the constant pressure from internal customers, who want answers to their problems on increasingly short order, based on the best possible expertise and at the lowest cost, Hydro-Quebec's IT Solutions Department (ITSD) decided to undertake a twofold structural change aimed at: 1) decentralizing the IT specialists to the IT business units; and 2) establishing a horizontal approach to knowledge management, which would allow the now decentralized specialists to maintain and develop their collective expertise remotely. This case study is written in three parts: (A) the issue that led ITSD to such a change; (B) the solution chosen; and (C) the implementation of this significant change.