Information Architecture — Economic evaluation x data analysis

We addresses the large questions raised by agile practice on the role of architects. It is of particular relevance to students who are questioning how useful architecture and design is in an agile world where accepted best practice is to “fail fast” and iterate quickly rather than follow carefully laid plans.

More specifically, this subject introduces the student to two distinct forms of architecture:

• Enterprise Architecture, which addresses the strategic question of how IT can best be utilised and aligned to support business needs. The subject focuses on a pragmatic form of enterprise architecture that accepts that organizations constantly evolve and that uncertainty is inescapable. This means that it is generally neither feasible nor desirable to design IT landscapes in exhaustive detail, and yet it would be risky to leave them to evolve at the whim of individual projects. Students learn which aspects of an organization are most useful to model, and develop a toolbox of artefacts to capture and communicate this information.
• Solution Architecture, which addresses the tactical question of how best to deliver specific IT solutions that best address specific business needs. This subject focuses on how architects and analysts can work effectively with agile development teams, to ensure that business needs and architectural concerns are not lost in the agile software development process that might otherwise focus exclusively on end-users. It helps students recognise when aspects of a system should be defined up-front, and when they are better left to be discovered through the agile process. Students learn how and when to apply proven architectural patterns, how to recognise and avoid common architecture problems, and how to model system architectures using diagrams that are useful and easy to understand.

Module 1: Problem Space

This first module aims at the definition and the consequent analysis of problems characterized by some softness in complex environments. It will provide the theoretical background and practical tools to properly specify your case study and the issues associated.

According to the process proposed, first of all, the context of the problem will be constructed by identifying the key stakeholders and the main relationships existing among them. A small research will provide information and insight as a consolidation. Then, stakeholder analysis will be performed by adopting tools (e.g. empathy maps and journey maps) which facilitate an analysis of the target scenario from multiple perspectives. Finally, issues and problems related to the different stakeholders will be identified.

Module 2: Decision Space

This module is the natural continuation of the previous and focuses on the formulation of a Joint Value Proposition (JVP) as a response to a problem previously identified. A JVP has to provide a clear value for stakeholder(s) and has to be formulated according to a SMART approach, meaning it has to be specific, measurable, assignable, realistic and time-related.

Each student will define a JVP in the context of the problem space defined in the previous phase.

Module 3: Solution Space

This module focuses on a further development of the Joint Value Proposition which is described more in detail at a conceptual level. Such a conceptualization is related to the technology adopted and to the business (according to the Osterwalder’s model), as well as it is materialized in a simple visual prototype.

Content (if we want to pass the exam learn this topics)

Introduction to Economics

• Evolution of economic thought
• Definition and classification of economics

Macroeconomics

• National Income
• Multiplier Effect
• International trade
• Macroeconomic policy

Microeconomics

• The theory of the consumer
• The theory of the producer
• The theory of the market

Project Evaluation

• The context of project evaluation
• Financial evaluation
• Economic Evaluation (Cost-benefit analysis)
• Sensitivity and Risk Analysis

Sources I include to references:

Hawryszkiewycz, I.T. (2016): “Designing Creative Organizations: Tools, Processes and Practice” Emerald Books

Martin, R.L. (2009): “The Design of Business” Harvard Business Press

Liedka, J., King, A., Bennet, K. (2013): “Solving Problems with Design Thinking” Columbia Business School

Osterwalder, Alexander; Pigneur, Yves; Tucci, Christopher L. (2005): “Clarifying business models: origins, present, and future of the concept”. Communications of the Association for Information Systems. 16 (1): 1.

Shamiyeh, M. (2012): “Creating desired futures: solving complex business problems with design thinking”. Birkhauser.

P.Baltzan, “M: Information Systems”, 5th Edition, McGraw-Hill Education.

Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A. (2014): Value Proposition Design: How to Create Products and Services Customers Want, John Wiley & Sons.