Abstract

This research explores drivers for course level management system, using a UK university as case study. The paper presents the tools and methods used to identify and define the specific constraints and impact of the organisational setting, with particular focus on the role of the Balanced Scorecard, Strategy Maps, and Critical Success Factors within the chosen context. The second part of the paper demonstrates how a bottom up set of operational process requirements was developed to validate the original perspective. The paper concludes by highlighting the issues associated with undertaking this type of organisational implementation initiative within a Higher Education institution.