Introduction to Information Systems: More Guidelines for Case (Team) Presentations
  1. Take the viewpoint of a team of consultants making a presentation to the Board of Directors and/or senior functional managers of the firm.
  2. Approach the case as a team any way you wish but address the main problems. The first speaker may introduce the team, who are sitting up front, tell us how the presentation will proceed, when we may ask the questions, introduce the case and questions, and present his/her material. Each speaker, or the last speaker should actively elicit questions from the audience and answer them. Watch your time carefully: if one speaker takes up too much time it is up to you to inform him/her.
  3. Divide the contents logically among the team members. Gather external supporting data, talk to experts, follow up on case (what eventually happened) etc.
  4. A case rarely has one right answer; this does not mean however, that any answer is acceptable.
  5. Use visual aids effectively; the presentation must be professional, including the dress that you wear for the presentation.
  6. Do not read your presentation, do not cite too many numbers and put the audience to sleep.
  7. Do not fail to analyze due to paucity of data. Lack of data is the world the manager lives in. Assume and state the assumptions clearly. Avoid "this aspect should be studied or looked into".
  8. On the whole the presentation should be structured and logical; consistent amongst yourselves; specific at an appropriate level of detail. Review the evaluation criteria below in terms of what to do well.
  9. You are expected to apply and integrate all the concepts, tools and techniques, and come up with recommendations based on a comprehensive analysis.
  10. Evaluation Criteria for case presentations:
    1. Individual elements: Appearance, Persuasiveness, Articulation, Conciseness, Individual Content
    2. Team elements: Organization, Continuity among presenters Visual Aids, Problem Identification, Approach to Problem Solving, Analysis of Case, Creativity

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Guidelines for Preparation of a Case

 In case preparations, there is no single way which works for everyone. Some general guidelines can be offered, however, and you can adapt them to the method which works best for you.
  • Go through the case almost as fast as you can turn the pages, asking yourself, "What broadly is the case about and what types of information am I being given to analyze?"
  • Read the case carefully, underlining key facts as you go. Then ask yourself, "What are the basic problems this manager has to resolve?" Try hard to put yourself in the position of the manager in the case. Develop a sense of involvement in the manager's problems.
  • Note the key problems on scratch paper. Then go through the cases again, sorting out the relevant considerations for each problem area.
  • Develop a set of recommendations supported by your analysis of the case data.

    Until now, your best results will come if you have worked by yourself. If convenient, the next step is to meet with a small number of other class members in an informal discussion team. Present your arguments to the members of the team, and hear theirs. This testing of your analysis and recommendations is an important preparation step for class discussion. The purpose of the discussion team is not to develop a consensus or a "team" position; it is to help each member refine, adjust and amplify their own thinking. It is not necessary, or even desirable, that the discussion team members agree.

    Learning results from rigorous exchange of perceptions, ideas, experiences and proposals. Each member of the class - and the instructor - must assume a responsibility for preparing the case and for contributing ideas to the case discussion.

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    Guidelines for a Case Analysis

     Cases are the next best thing to being there. They provide a unique view of the organization processes, problems, and opportunities. Case analysis permits the assumption of various roles on the part of a discussant. Thus you can assume the role of a programmer in one instant and then take on the job of the chief executive officer in the next.

    There are instances where there does not seem to be enough data or information in a case to make a decision. A lack of information and uncertainty are the rule rather then the exception of organizational decision making. Assumptions must be based on incomplete and sometimes conflicting data.

    The dialogue between class members serves as an important part of the learning process. The class becomes your fellow colleagues. Your team task is to explore the various strategies for making a decision. there will be disagreements. Sometimes there will be large contingencies who align against a minority. Such as a situation should not be considered an attack of the social and political process of interchange.

    The following guidelines are presented for analyzing a case. Some of these will be useful in all cases.

    I. Analysis Framework

    II. Potential Problem Areas

    W A R N I N G - Do Not Just Repeat the Case and Facts in the Case!

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