| Module Code: |
H7DBT |
|
Long Title
|
Digital Business Transformation
|
|
Title
|
Digital Business Transformation
|
| Module Level: |
LEVEL 7 |
| EQF Level: |
6 |
| EHEA Level: |
First Cycle |
| Module Coordinator: |
CRISTINA HAVA MUNTEAN |
| Module Author: |
David McCarthy |
| Departments: |
School of Computing
|
| Specifications of the qualifications and experience required of staff |
|
| Learning Outcomes |
| On successful completion of this module the learner will be able to: |
| # |
Learning Outcome Description |
| LO1 |
Investigate methodologies to assess the impact of market and societal forces salient to digital business transformation |
| LO2 |
Identify core principles, frameworks and tools for digital business transformation that make use of emerging technologies to support stakeholders |
| LO3 |
Specify, analyse, design and implement a solution that makes use of emerging digital technologies and theory of digital business transformation for a practical business case study |
| LO4 |
Explain and justify the use and application of emerging digital technologies for a project |
| Dependencies |
Module Recommendations
This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
|
| No recommendations listed |
Co-requisite Modules
|
| No Co-requisite modules listed |
Module Content & Assessment
| Indicative Content |
|
Week 1
• Fundamentals of Transformation
• Overview of approaches utilised by leading management consulting companies (e.g. McKinsey, Bain, BCG)
• Introduction to the analysis of opportunities in global trends and in industry-specific challenges
• Review of Emerging Digital Technologies
|
|
Week 2
• Six guiding principles of DBT: transformation, holistic, response, innovation, value, enterprise
• Elements of the business case for DBT
• Benchmarking tools, e.g. strategy canvas
• Porter’s Five Forces Analysis framework
|
|
Week 3
• 17 Sustainable Development Goals (SDGs) framework
• Governance, business strategy, business models
• Leadership mindset, workforce culture
|
|
Week 4
• Defining value
• Value- vs. cost-driven models
• Value creation and measurement
• Innovation methodologies
• Role of culture and mindset
• Creative potential within the organisation
|
|
Week 5
• Key stages of the DBT continuum:
• Discover, define, ideate, prioritise, plan, execute, evaluate
• Key project management principles
|
|
Week 6
• Key stakeholders to involve in the DBT process
• Alignment of key resources
• Management support
• Milestone and expectation management
|
|
Week 7
• Identification of user requirements
• Concept and customer experience (UX) design, e.g. customer journey
• Prototyping with emerging technologies
|
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Week 8
• Low vs high fidelity prototypes
• Testing the success of DBT prototypes
• Beta testing and user validation
|
|
Week 9
• Key metrics for assessment of DBT success
• Mapping the value added by emerging technologies
• Incremental change as an enabler of transformation: risk tolerance and iteration
• Transformation vs change
|
|
Week 10
• Cultivating an culture of reflection
• Connecting all the dots: DBT do’s and don’ts
• Key lessons learned
|
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Week 11
• Expanding the scope of the DBT roadmap
• Building on what works
|
|
Week 12
• Ongoing opportunities to address societal challenges
• Staying nimble to innovate with emerging digital technologies
|
| Assessment Breakdown | % |
|---|
| Coursework | 100.00% |
AssessmentsBlended
| Coursework |
| Assessment Type: |
Assignment 1 |
% of total: |
30 |
| Assessment Date: |
n/a |
Outcome addressed: |
1,2 |
| Non-Marked: |
No |
Assessment Description:
Presentation of the DBT roadmap solution addressing the key steps of transformation journey. This includes all aspects of the DBT framework. There must be evidence that the model is aligned to the needs previously identified in the proposal. |
|
| Assessment Type: |
Assignment 2 |
% of total: |
70 |
| Assessment Date: |
n/a |
Outcome addressed: |
3,4 |
| Non-Marked: |
No |
Assessment Description:
The final report submission builds on the DBT roadmap previously submitted and covers all elements of DBT in respect to the selected case study. Key criteria for assessing DBT will be clearly highlighted and how it aligns to the needs originally mapped. Appropriate academic referencing must be followed. The student is required to present their work. |
|
| No End of Module Assessment |
Part Time
| Coursework |
| Assessment Type: |
Assignment 1 |
% of total: |
30 |
| Assessment Date: |
n/a |
Outcome addressed: |
1,2 |
| Non-Marked: |
No |
Assessment Description:
Presentation of the DBT roadmap solution addressing the key steps of transformation journey. This includes all aspects of the DBT framework. There must be evidence that the model is aligned to the needs previously identified in the proposal. |
|
| Assessment Type: |
Assignment 2 |
% of total: |
70 |
| Assessment Date: |
n/a |
Outcome addressed: |
3,4 |
| Non-Marked: |
No |
Assessment Description:
The final report submission builds on the DBT roadmap previously submitted and covers all elements of DBT in respect to the selected case study. Key criteria for assessing DBT will be clearly highlighted and how it aligns to the needs originally mapped. Appropriate academic referencing must be followed. The student is required to present their work. |
|
| No End of Module Assessment |
| Reassessment Requirement |
Coursework Only
This module is reassessed solely on the basis of re-submitted coursework. There is no repeat written examination.
|
Reassessment Description
If a pass grade is not achieved, students must undertake a continuous assessment that assesses all learning outcomes. This could be a different project or the same that was previously submitted provided that significant modifications have been made.
|
NCIRL reserves the right to alter the nature and timings of assessment
Module Workload
| Module Target Workload Hours 0 Hours |
| Workload: Blended |
| Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
| Lecture |
No Description |
12 |
Per Semester |
1.00 |
| Tutorial |
No Description |
12 |
Per Semester |
1.00 |
| Directed Learning |
Directed eLearning |
12 |
Per Semester |
1.00 |
| Independent Learning |
No Description |
214 |
Per Semester |
17.83 |
| Total Weekly Contact Hours |
3.00 |
| Workload: Part Time |
| Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
| Lecture |
No Description |
24 |
Per Semester |
2.00 |
| Tutorial |
No Description |
12 |
Per Semester |
1.00 |
| Independent Learning |
No Description |
214 |
Per Semester |
17.83 |
| Total Weekly Contact Hours |
3.00 |
Module Resources
| Recommended Book Resources |
|---|
-
David L. Rogers. (2016), The Digital Transformation Playbook, Columbia Business School Publishing, p.278, [ISBN: 9780231175449].
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Thomas M. Siebel. (2019), Digital Transformation, RosettaBooks, p.256, [ISBN: 1948122480].
| | Supplementary Book Resources |
|---|
-
Ash Maurya. (2012), Running Lean, "O'Reilly Media, Inc.", p.207, [ISBN: 1449305172].
-
Clayton M. Christensen. The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail, [ISBN: 1633691780].
| | This module does not have any article/paper resources |
|---|
| This module does not have any other resources |
|---|
|
