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Meeting the Challenge of IS Curriculum Modernization: A Guide to ...
McGann, Sean T;Frost, Raymond D;Matta, Vic;Huang, Wayne
Journal of Information Systems Education; Spring 2007; 18, 1; Research Library
pg. 49Journal of Information Systems Education, Vol. 18(1)
Meeting the Challenge of IS Curriculum Modernization: A Guide to Overhaul, Integration, and Continuous
Improvement
Sean T. McGann Raymond D. Frost
Vic Matta Wayne Huang
Management Information Systems Ohio University
Athens, OH 45701, USA mcgann@ohio.edu
ABSTRACT
Information Systems (IS) departments are facing challenging times as enrollments decline and the field evolves, thus necessitating large-scale curriculum changes. Our experience shows that many IS departments are in such a predicament as they have not evolved content quickly enough to keep it relevant, they do a poor job coordinating curriculum development, and they do not market the major well. For these very reasons, our IS department was on the verge of extinction, as enrollment was down over 56% (down from 475 to 208 students) over a two-year period (2001-2003), while college enrollment remained constant at approximately 1900 students. We submit that these issues can and must be addressed proactively in order for IS programs to survive. This paper conveys the approach we used to revamp our IS curriculum. We present the curriculum overhaul process and lessons learned in our successful revamp project that enabled us to transform our program into one of the most successful in our business college. Through our efforts, we have increased enrollment 75% from 2003. We hope that our lessons learned will help others facing similar challenges.
Keywords: Information Systems Curriculum Model, IS Pedagogy, Integrated Curriculum, System Development Lifecycle 1. INTRODUCTION
Our experience shows that two of the largest problems faced by IS departments are declining enrollment in the major and a lack of strategy to inform curricular decisions. We argue that the problems are not unrelated. We acknowledge that some of the declining enrollment is market driven and may be attributed to fallout from the dot.com bust, declining economy, and from offshore outsourcing. However, we found that it is far too easy to look outside, and it is futile to do so since there is little that can be done to control these external factors. Therefore, we decided to proactively address these issues by looking internally at factors we could change. In the process of assessing our curriculum, we discovered generally inconsistent courses, lack of integration across the various courses, outdated and irrelevant concepts, and almost no collaboration between faculty in ongoing curriculum development. In response, we listened to student feedback/complaints, we consulted with our IS curriculum advisory board, we conducted qualitative research, and then we took action to effect positive change.
Our qualitative research involving key stakeholders showed that, although many individual elements of the old
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curriculum were well designed, the IS department did not have a central strategic focus or model for the IS curriculum.
Through this research, we concluded that due to our lack of focus provided by a common curriculum model and a shared vision, curricular decisions were being made in an unstructured fashion. Accordingly, we found that our courses were being changed unilaterally, which caused the curriculum to diverge and erode over time. In response, we developed a central curriculum model as a guide, which allowed us to more effectively evaluate which curriculum alternatives should be pursued and why. This strategic model, presented below, guided the creation and continuous improvement of the content of individual courses and perhaps most importantly, it promoted integration among courses. We adopted concepts from previous research on integrated curricula (Hudson and Tonkin, 2004; Maudsley, 2003) to define integration as the process of assuring that: I) all courses leverage a common framework/process (in our case, the SDLC}, 2) later courses are consistent in their emphasis on skills, tools and deliverables taught in pre- requisite courses, 3) pre-requisite courses build foundational skills, which will be used in later courses.
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Information Systems & Computing Academic Professionals
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All papers published in the Journal of Information Systems Education have undergone rigorous peer review. This includes an initial editor screening and double-blind refereeing by three or more expert referees.
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