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.

Are natural language systems for database queries meeting their goals?, and, are these goals appropriate? The recently completed Advanced Language Project at New York University combined a field experiment with two laboratory studies to examine these issues by comparing performance between subjects using the formal database language SQL and subjects using the prototype natural language system, USL. This article describes the design and results of the larger laboratory experiment. The results presented offer some promise for the usability of natural language under certain conditions.

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.