Managing Computers in Large Organizations

More documents

Recommendations

Info

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. A PERSPECTIVE FOR THE CHIEF EXECUTIVE OFFICER 75 The MIS activities of most companies today are in the third stage, marked by central controls. However, the growth of personal computing and end-user experience is generally back in stage one, initiation, or entering stage two, contagion. We are still in the process of learning what personal computing is all about, where the benefits are, and how it is going to work. At the same time developments are spurring rapid increases in use. This disparity of stages is a source of concern about the growth of personal computing. A major concern in stages one and two, initiation and contagion, lies in the unpredictability of end-user development projects. Without adequate controls in place there are risks that systems will not achieve expected benefits and will not be developed on time and within budget. There are risks that inflexible systems may result. Without proper development techniques for personal computers the systems developed by end users will be difficult to understand, difficult for others to modify, and unresponsive to changing business needs. In the traditional MIS environment these risks were addressed in the control stage by a variety of systems-development disciplines and review procedures. Well-defined programming guidelines were developed. But no such roadmaps exist to guide users today in developing applications for personal computers. The last set of issues relates to the shift in skills required by widespread use of personal computers. First, users will become developers, a function formerly in the domain of the MIS community. Yet many users today do not have the skills to manage the development process properly. Second, end users must learn to manage computers and deal with the risks involved in their use. They will be responsible for backup, data integrity, security, and error detection. In the past the MIS organization has taken care of most of these tasks. Third, end users must learn to deal with shifting technical trends. You can't install new systems every time a new gimmick hits the market, but you don't want to miss major opportunities because you are locked into obsolete equipment. The growth in personal computers means a change in the roles of MIS personnel as well. This began with the development of user-friendly languages, information centers, and timesharing and has accelerated with the use of personal computers. Many MIS professionals who have spent their careers as developers will move to user departments; others will become consultants or 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. A PERSPECTIVE FOR THE CHIEF EXECUTIVE OFFICER 76 educators. Both alternatives represent new career paths for MIS people. All of these issues are important. But which ones should legitimately concern the chief executive officer (CEO) of a company? Where should top management focus its efforts? And who is best suited to deal with the remaining issues? I believe that some of these issues should not, and in some cases cannot, be addressed through top management control measures. They can be adequately resolved through normal business practices or by further developments in technology. From my perspective, the CEO should focus on the first and last issues outlined above—data management and the shift in skill sets. The other three categories—product proliferation, acquisition practices, and level of user maturity—are best dealt with at lower levels in the organization. In terms of the first of these lower-level concerns, it is not at all clear that we should try to control product proliferation at this stage. The diversity of products is a good indicator that the potential uses and the best approaches for personal computers are still evolving. The technology will continue to evolve as well. Although some de facto standards have emerged they may be only temporary. The IBM PC has obviously created some of these standards, but that product represents only one of several plateaus in the evolution of personal computer technology. The next plateau probably belongs to systems running UNIX, the AT & T operating system, and supporting more sophisticated user interfaces derived from the Apple Lisa. Unfortunately, even though we may be able to identify some of the likely future standards, today's products do not yet support them. The best approach, therefore, is to take advantage of currently available products to meet current needs. The connectivity issue can be addressed where necessary, but setting standards for centralized development and support isn't worth the effort. Centralized developers cannot possibly keep up. Besides, vendors will provide technical support and maintenance to maintain their reputation and survive in the marketplace. The choice of products should be driven primarily by the personal needs of the individuals who are to use them. The current basis of personal computer purchases should be specific needs and opportunities, not anticipated potential. Copyright © National Academy of Sciences. All rights reserved.
Page 1 and 2:
http://www.nap.edu/catalog/167.html
Page 3 and 4:
Managing Microcomputers in Large Or
Page 5 and 6:
Page 7 and 8:
Page 9 and 10:
Page 11 and 12:
Page 13 and 14:
Page 15 and 16:
Page 17 and 18:
Page 19 and 20:
Page 21 and 22:
Page 23 and 24:
Page 25 and 26:
Page 27 and 28:
Page 29 and 30:
Page 31 and 32:
Page 33 and 34: Managing Microcomputers in Large Or
Page 83: Managing Microcomputers in Large Or
Page 135 and 136:
Page 137 and 138:
Page 139 and 140:
Page 141 and 142:
Page 143 and 144:
Page 145 and 146:
Page 147 and 148:
Page 149 and 150:
Page 151 and 152:
Page 153 and 154:
Page 155 and 156:
Page 157 and 158:
Page 159 and 160:
show all

Managing Computers in Large Organizations

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?