Managing Computers in Large Organizations

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Managing Microcomputers in Large Organizations http://www.nap.edu/catalog/167.html About this PDF file: This new digital representation of the original work has been recomposed from XML files created from the original paper book, not from the original typesetting files. Page breaks are true to the original; line lengths, word breaks, heading styles, and other typesetting-specific formatting, however, cannot be retained, and some typographic errors may have been accidentally inserted. Please use the print version of this publication as the authoritative version for attribution. MANAGED INNOVATION CONTROLLING END-USER COMPUTING IN THE FEDERAL GOVERNMENT of changes and technical support to new users. More and better education tools were required at all levels. The most obvious needs in the education area were for better training plans, reference tools such as buyer's guides, and a clearinghouse for information on what other people were doing. From a broad perspective, what was needed during this transitional learning period was an environment for growth at a pace in keeping with each organization's ability to effectively apply a new technology. The assessment group evolved several broad goals to underlie its management recommendations for this transition period: • Create a friendly but well-managed environment. • Don't scare people with too many control systems. • Encourage the use of technology to improve productivity. Improved productivity must be the end result because, without the private sector's bottom line, productivity is the only way to judge whether efforts are truly cost-effective. Beware of the run-away train syndrome, which could result one day in a pile of unproductive equipment and a situation that is out of control. The group called its approach the “managed innovation program.” Its objective was to meet the needs of a one-or two-year transition period. During this time microcomputer users could develop an understanding of what is going on in the marketplace, and the market itself might stabilize somewhat. There are two parts to the managed innovation program: a set of 13 governmentwide initiatives for which GSA is responsible and 12 individual agency initiatives. These initiatives are summarized in Table 2. Governmentwide initiatives fall into four categories of purpose: policy, agency assistance, education, and in-house learning. These served as common denominators for the recommendations and suggestions made by the assessment group. The group had to evolve policy not for the long term, but for the transition period. Thus, it recognized the need for a fact-finding facility to stay current with the activities of different departments and agencies, many of which were quite advanced. Local data-network policy was another area that needed consideration. An interagency group is now working to develop a deeper understanding in this area that may evolve into policy guidelines. A final policy area involved revision of the regulations and the 55 Copyright © National Academy of Sciences. All rights reserved.
Managing Microcomputers in Large Organizations http://www.nap.edu/catalog/167.html About this PDF file: This new digital representation of the original work has been recomposed from XML files created from the original paper book, not from the original typesetting files. Page breaks are true to the original; line lengths, word breaks, heading styles, and other typesetting-specific formatting, however, cannot be retained, and some typographic errors may have been accidentally inserted. Please use the print version of this publication as the authoritative version for attribution. MANAGED INNOVATION CONTROLLING END-USER COMPUTING IN THE FEDERAL GOVERNMENT TABLE 2 GSA's Managed Innovation Program Initiatives—Governmentwide and Within Agencies Governmentwide Individual Agency Purpose Initiative Purpose Initiative Policy 1. Develop a fact-finding facility. Policy and planning 1. Establish a general policy. 2. Develop a local data network policy. 2. Develop a strategic plan. 3. Develop agencywide data rules. 3. Revise regulations and guidelines. 4. Consider a telecommunications network. Agency assistance 4. Develop a buyer's guide. 5. Use standards to promote compatibility. 5. Develop a procedures cookbook. Review 6. Establish an evaluation program. 6. Provide procurement vehicles for equipment and software. 7. Develop a nationwide cluster maintenance contract. Process 7. Develop concise justification procedures. 8. Establish review and approval procedures. Education 8. Organize a conference for agency executives. Use assistance 9. Identify classes of uses and users. 10. Encourage formation of tribes. 9. Establish a forum for line managers in agencies. 11. Establish support structures. 10. Promote a joint literacy plan. Education 12. Develop a computer-literacy plan. In-house learning 11. Investigate questions of records management. 12. Conduct a data and equipment compatibility project. 13. Perform an end-user pilot project. 56 Copyright © National Academy of Sciences. All rights reserved.
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