Knowledge that Transforms

This article describes three inter-related computer based systems that were designed and developed to assist with the implementation of a major long-term strategic planning effort at a multi-billion dollar bank holding company, Dinero International Bancorporation, (DIB). New strategies at DIB included: (1) a major redirection of its marketing efforts to a multi-state mid-western region in the U.S., and (2) to correspond with this new marketing direction, a major change in the bank’s image, including a name change. The first system, the Regional Banking Information System (REBIS) was designed to extract key information from a 1G (gigabyte) bank database. With REBIS, DIB was able to monitor the level of banking activity in a designated region and to measure the performance and level of competition of over 1,000 selected banks with operations in this region. A second system, the SAS/Dunn and Bradstreet (D & B) system, was designed to analyze and plot key financial characteristics (sales, debt, etc.) of the more than 20,000 selected companies also in the region. Information pertaining to business activity by industry was plotted on maps of the region in order to identify the most desirable marketing opportunities. Finally, the third system, AUTOTRAC, an automated project tracking system, was used to monitor and control the progress of the DIB name change plan.

This article presents a method used by the Hennepin County Information Services development staff to help determine how best to use new development methods. The tool described and the method for using it were designed to help both data processing personnel and user personnel make the transition from using one development approach only, to a variety of approaches using new technologies and methods. In brief, the “Application Approach Worksheet” is a document used by mid-level and senior user management to identify, in data processing terms, the characteristics of a proposed application. Once the application's characteristics are defined, the user utilizes the worksheet’s matrix to determine which development method might be most appropriate for the application. The completed worksheet and a work request then becomes the basis to propose development of the new application. At that point, an Information Services Department (ISD) project manager discusses the application with the user. Together, they agree on the new project’s priority relative to other projects, and work out how the project will be handled in general. This article first describes the environment in which the “Application Approach Worksheet” was developed and the circumstances that led to its development. The article goes on to discuss how the worksheet was created and describes the criteria that form the heart of the document. Finally, the article describes how the worksheet is used and discusses the results of its use since it became a part of the work request process in January of 1983.

The data dictionary system is a documentation source that is useful for management reviews of existing and proposed systems, EDP audits, and system development functions. Early data dictionary systems had limitations that reduced their effectiveness and contributed to their limited usage. Many of these limitations have been or are being resolved with the result that evolving data dictionary systems offer many benefits to management and EDP auditors. This article evaluates the features, potential benefits, and limitations of data dictionary systems from the perspective of the EDP auditor.

A variety of forces have been serving to alter the traditional triangular shaped IS organization. This article describes an approach to dealing with those forces that maximizes career path opportunities and helps to develop and retain a staff of highly capable professionals. The result is an evolution from a triangular to a pentagonal-shaped organization.

Despite the importance of the role of the Chief MIS Executive, little is known about the Information Needs of Top MIS Managers, ” This article uses a Critical Success Factors (CSF) approach to explore the information needs of these managers. It has been widely speculated that top MIS Managers are remiss in their use of the technology they provide to others. This article also reports on a study of the formal information systems used personally by chief MIS executives and contrasts these results with their needs as revealed by the CSF analysis.

This article reports on a series of interviews on end user computing carried out in twenty locations in St. Louis. The interviews took place between December 1982 and March 1983. Sixty-seven end users from all levels of management and nineteen IS professionals were interviewed in their work locations regarding the practice of interactive computing by non-DP professionals. Though end user computing is still in its early stages, signs of rapid growth are present. In response to this growth, IS departments are attempting to develop policies for its control and support. The picture is complicated by the recent introduction of microcomputers to the business office. The study explores this new phenomenon and examines some of the differences between those who use the mainframe environment and those who use micro-computers. Software used, the varieties of applications developed, and the training background of end users are examined, as well as some of the problems encountered and some of the early results. A prime objective of the study is accomplished in identifying end users’ educational goals. Finally, five critical issues are identified which those interviewed saw as needing resolution in the near future.

This article provides a review and synthesis of the recent literature in computer based message systems (CBMS). It describes the problems associated with the current methods of communication and discusses how CBMS attempts to solve these problems. The article then presents some estimates of the costs of CBMS and potential problems that could slow down the implementation of these systems. The article concludes by outlining a methodology for developing CBMS.