The aim of the course is for the student to learn the main elements of a business information system, as well as the software solutions aimed at supporting the different areas, both separately and integrally. An introduction to ERP, CRM, EIS and DSS is covered. In addition, the multiple software development models that are applied at the enterprise level are introduced.

The competences of the subject are those indicated below:



- C1 Knowing the fundamental aspects that constitute the information systems in typical business organisations and their interrelationships.

- C2 Knowing the role played by integrated software solutions in the support of the organisation's processes, as well as their impact on the opening of new business models (e-business).

- C3 Knowing the basic characteristics of ERP solutions (resource planning and management).

- C4 Knowing the basic characteristics of CRM solutions (customer relations).

- C5 Know the basic aspects of the financial, accounting, purchasing, sales and human resources modules.

- C6 Know the basic characteristics of information and decision support systems.

- C7 Know the fundamental steps for the implementation and maintenance of ERP and CRM solutions.

- C8 Knowing the main solutions offered by the market, as well as their main features of functionality and cost.

1.- Introduction to Information Systems/Business Management Software

2.- Methodologies and modelling

3.- Information systems in business functions

4.- Data and knowledge management

5.- Information requirements

6.- Organisation of systems

7.- Planning

8.- Design

9.- Controls

10.- Privacy/Ethics

The teaching methodology used in the course will be based fundamentally on the methodologies described above, but improved with the intention of improving the student's learning process:

- lectures (expository method)

- exercise resolution, case studies and practical activities.

- Collaborative project-based learning (which will include computer practice).

• Final Assessment System
• Tools and qualification percentages:
  • Written test to be taken (%): 50
  • Multiple-Choice Test (%): 10
  • Oral defense (%): 5
  • Realization of Practical Work (exercises, cases or problems) (%): 30
  • Team projects (problem solving, project design)) (%): 5

Mixed assessment in the ORDINARY and EXTRAORDINARY exams:

Final mark = 0.40 x Group work + 0.60 x Written exam.



Assessment of group work:

25%: Team work

25%: Oral defence of the practical case study by each member of the group.

50%: Realisation of the practical (Implementation of the solution)



The above formula will only be applied in the event that the student has carried out the oral defence, has actively participated in the group work and has passed (mark of 5 or more) both the practical work and the written exam; otherwise, a fail will appear in the minutes.



GRADING IN THE MINUTES:

-According to article 8 point 3-. ‘In any case, students will have the right to be assessed by means of the final assessment system, regardless of whether or not they have participated in the continuous assessment system. To do so, students must submit a written waiver of continuous assessment to the lecturers responsible for the subject, for which they will have a period of 9 weeks for four-monthly subjects and 18 weeks for annual subjects, starting from the beginning of the four-month period or academic year respectively, in accordance with the School's academic calendar’.





https://www.ehu.eus/es/web/estudiosdegrado-gradukoikasketak/ebaluaziorako-arautegia#NormativadeEvaluaci%C3%B31

Exceptional cases must be communicated to the teacher at the beginning of the subject or when the exceptional circumstance occurs, if it occurs during the four-month period.

If the student has opted for continuous assessment (by default), the mark obtained during the practical will be kept. It will be compulsory to complete the practical in order to consider 40% of the practical grade.



If the student has not opted for continuous assessment, he/she will have to take an exam covering 100% of the subject.

Computer with internet access.
Moodle, slides and documentation provided during the course.

Basic bibliography

1. Albright, Richard E. «Visualization in strategic and technology roadmapping». En PICMET ’09 - 2009 Portland

International Conference on Management of Engineering & Technology, 2466-74. Portland, OR, USA: IEEE, 2009.

https://doi.org/10.1109/PICMET.2009.5261837.



2. Alter, Steven L. «How Effective Managers Use Information Systems», 1976. https://hbr.org/1976/11/how-effectivemanagers-use-information-systems.



3. Ambler, Scott. «A Manager’s Introduction to The Rational Unified Process (RUP)», 4 de diciembre de 2005.

http://www.ambysoft.com/downloads/managersIntroToRUP.pdf.



4. Angell, Ian O., y Steve Smithson. Information Systems Management. London: Macmillan Education UK, 1991.

https://doi.org/10.1007/978-1-349-21555-3.



5. Baker, Bernadette. «The Role of Feedback in Assessing Information Systems Planning Effectiveness». The Journal of

Strategic Information Systems 4, n.o 1 (marzo de 1995): 61-80. https://doi.org/10.1016/0963-8687(95)80015-I.



6. Burton, Richard M., Bo Eriksen, Dorthe Døjbak Håkonsson, Thorbjørn Knudsen, y Charles C. Snow, eds. Designing

Organizations: 21st Century Approaches. Vol. 7. Information and Organization Design Series. Boston, MA: Springer US,

2008. https://doi.org/10.1007/978-0-387-77776-4.



7. Cardona, J.R., M.F. Blasco, S.B. Ávila, y V.A.B. Silvera. Sistemas de información empresarial: casos y supuestos

prácticos. GEU, 2011. https://books.google.es/books?id=7DfRpwAACAAJ.



8. Chang, Shi-Kou, ed. Management and Office Information Systems. Boston, MA: Springer US, 1984.https://doi.org/10.1007/978-1-4613-2677-9.



9. Costa, Carlos J., Edgar Ferreira, Fernando Bento, y Manuela Aparicio. «Enterprise Resource Planning Adoption and

Satisfaction Determinants». Computers in Human Behavior 63 (octubre de 2016): 659-71.

https://doi.org/10.1016/j.chb.2016.05.090.



10. Dwivedi, Yogesh K., Michael R. Wade, y Scott L. Schneberger, eds. Information Systems Theory: Explaining and

Predicting Our Digital Society, Vol. 1. Vol. 28. Integrated Series in Information Systems. New York, NY: Springer New

York, 2012. https://doi.org/10.1007/978-1-4419-6108-2.



11. Haider, Abrar. Information Systems for Engineering and Infrastructure Asset Management. Wiesbaden: Gabler Verlag,

2013. https://doi.org/10.1007/978-3-8349-4234-0.



12. Khosrow-Pour, D.B.A., Mehdi, ed. Encyclopedia of Information Science and Technology, Fourth Edition: IGI Global,

2018. https://doi.org/10.4018/978-1-5225-2255-3.



13. Kurbel, Karl E. Enterprise Resource Planning and Supply Chain Management: Functions, Business Processes and

Software for Manufacturing Companies. Progress in IS. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013.

https://doi.org/10.1007/978-3-642-31573-2.



14. The Making of Information Systems. Berlin, Heidelberg: Springer Berlin Heidelberg, 2008. https://doi.org/10.1007/978-

3-540-79261-1.



15. Laudon, Kenneth C., y Jane Price Laudon. Management Information Systems: Managing the Digital Firm. 13.a ed.

Boston: Pearson, 2013.



16. Lucey, T. Management Information Systems. Thomson Learning, 2005.

https://books.google.es/books?id=A0bu30rNgJsC.



17. Maine State Government, Dept. of Administrative & Financial Services, y Office of Information Technology (OIT).

«Software Development LifecycleProcedure», 2009. https://www.maine.gov/oit/sites/maine.gov.oit/files/inlinefiles/SDLCProcedure.pdf

18. Pearlson, K.E., C.S. Saunders, y D.F. Galletta. Managing and Using Information Systems: A Strategic Approach.

Wiley, 2019. https://books.google.es/books?id=nwO2DwAAQBAJ.



19. Tang, Christopher S., Chung-Piaw Teo, y Kwok-Kee Wei, eds. Supply Chain Analysis. Vol. 119. International Series

In Operations Research & Mana. Boston, MA: Springer US, 2008. https://doi.org/10.1007/978-0-387-75240-2.



20. Turban, Efraim, David King, Jae Kyu Lee, Ting-Peng Liang, y Deborrah C. Turban. Electronic Commerce: A

Managerial and Social Networks Perspective. Springer Texts in Business and Economics. Cham: Springer International

Publishing, 2015. https://doi.org/10.1007/978-3-319-10091-3.

In-depth bibliography

1. Maj, S.P. and Veal, D. The Possibilities of an Implementation National ICT Competency Framework for Thailand ICT
Master Plan. 2010 2nd international Conference on Education Technology and Computer (ICETC), (2010),
198–203.
2. Maryska, M., Doucek, P., and Kunstova, R. The Importance of ICT Sector and ICT University Education for the
Economic Development. Procedia - Social and Behavioral Sciences 55, (2012), 1060–1068.
3. Pedro N. Bonillo. Metodología de Gestión de los Procesos de Negocio Sustentada en el uso de Patrones
Prolegómenos. 2008, 161. http://www.americanbpm.com/metodologiagpnsup.pdf.
4. Phaal, R., Farrukh, C., & Probert, D. T-Plan: The fast start to Technology Roadmapping - planning your route to
success. Cambridge: University of Cambridge, Institute for Manufacturing., 2001.
5. Porter, M.E. How competitive forces shape strategy. Harvard Bsuiness Review, (1979), 137–145.
6. Porter, M.E. Competitive Advantage: Creating and Sustaining Superior Performance. 1985.
7. Porter, M.E. Competitive strategy. Measuring Business Excellence 1, 2 (1997), 12–17.
8. Saudi, A. Strategic Priorities for Information Technology Program. 2004.
9. Wexelblat, R.L. and Srinivasan, N. Planning for information technology in a federated organization 1. 35, September
1997 (1999).
10. Winter, a F., Ammenwerth, E., Bott, O.J., et al. Strategic information management plans: the basis for systematic
information management in hospitals. International journal of medical informatics 64, 2-3 (2001), 99–109.

Journals

http://www.journals.elsevier.com/information-systems/

Web addresses

www.aisnet.org
http://uwaterloo.ca/information-systems-technology/
http://is.njit.edu/
http://www.northropgrumman.com/