Ephraim R. McLean

Measuring information systems performance: experience with the management by results system at Security Pacific Bank

In 1982, Security Pacific Automation Company (SPAC), the information systems subsidiary of Security Pacific Bank, undertook a number of changes to improve the data processing services they were providing to the Bank. Central to this effort was the development of the Management By Results 9MBR) system. Part of the MBR was the introduction of a series of measures designed to track the success of the changes SPAC was undertaking. These measures were linked to each of the four major aspects of MBR: strategic planning, service level agreements, commitment planning, and performance appraisal and compensation. Although the introduction of MBR and its accompanying measures were not without problems, they are now well established; and they allow senior management o measure SPACs contribution to the Bank at the operational, managerial, and strategic levels.

End users as application developers

The demand for new or expanded computer-based information systems far exceeds the capacity of present DP organizations to meet this demand. Assuming that a massive expansion of DP personnel is not feasible, one solution is to make existing computer professionals more productive; and efforts in this direction have met with a fair measure of success. Another approach is to allow end users to function as their own developers. In this way, the programmer middle man is eliminated and users can create and modify their own applications as the need arises. Not only does this help relieve the DP departments development workload, but it also helps lessen the maintenance load. However, to accomplish this transfer of application development from DP professional to DP user, certain key variables must be understood. n nThis article discusses these variables, including the nature of the development process, a user classification scheme, the scope and orientation of systems, and the respective roles of design and maintenance in the applications development life cycle. In particular, the misunderstood mature of maintenance is explored, as well as the potential value of the use of application prototypes. Finally, there is a discussion of specific tools and techniques that may aid the end user in acting as application developer.

The effects of using a nonprocedural computer language on programmer productivity

An empirical experiment was conducted in order to compare a third generation, procedural language (COBOL) with a fourth generation, nonprocedural language (Focus) in terms of programmer productivity and program efficiency. Six applications were developed in two languages by different programmers who had been matched according to their level of expertise. The results of the experiment showed that the applications were programmed significantly faster, particularly by beginning programmers, using the nonprocedural language. On the other hand, it was found that the procedural language was significantly faster than the nonprocedural language in terms of CPU execution time.

Summary of the second annual UCLA survey of business school computer usage

The compilation and analysis of data collected from 125 business schools reveal important trends and identify problems that arise when computers are integrated into education.

MAPP: a DSS for financial planning

When computers first moved out from the laboratories and research centers and into the world of commerce and business, there was an almost euphoric hope that here at last was :he tool that would solve all of hard-pressed managernents problems. Out of this hope came the much-vaunted management information systems of the 1960s. These comprehensive, computer-based systems were not only supposed to lift the clerical burden off the backs of organizations, but they were also to help managers in the discharge of their central responsibility-managing. It is not our intention to debate the efficacy or wisdom of this concept here; this has been amply done in the pages of the Harvard Business Review, Datamation and elsewhere. It is important, however, to note that the widespread support that existed a decade ago for this monolithic; approach has largely subsided, and attention is being devoted to managements needs in more specific ways. Distinctions are being made between the transaction processing and record-keeping systems within organizations and the systems which are designed to impact the management function more directly. These latter efforts are now being called decision support systems. This paper is about one such system. MAPP, which stands for Managerial Analysis for Profit Planning, was developed and installed at Citibank (formerly First National City Bank) in New York City in mid-1975. It is a system designed to support financial planning and budgeting throughout the organization. Although presently installed only within the bank, active investigations are under way to explore the market for it as a commercial product for other institutions. This latter point is important to note because the prospect of using the system in institutions other than Citibank was not an afterthought; it was central to part of the original justification. Citibank, in reviewing its budget preparation process in 1974, realized that the problems it was facing were common to many types of organizations. If a successful sol,l-tion could be found within the bank, this same approach might be of interest to others. A natural market for such a system might be other banks, as well as brokerage houses, insurance companies and other financial institutions. Beyond these financially oriented organizations, it was also

Strategic planning for MIS: a conceptual framework

Increasingly, Management Information Services (MIS) divisions within organizations are becoming more centrally involved in the mainstream of corporate activities. MIS projects are becoming more complex and expensive; are affecting more aspects of the business; and are taking longer to design, develop, and install. For these reasons, effective planning for the MIS function is felt to be of paramount importance.n In recognition of this, a conference was held on Planning for MIS in 1974, jointly sponsored by McKinsey & Company, Inc., and the Graduate School of Management at the University of California, Los Angeles (UCLA). Attending were MIS executives and practitioners from both the public and private sectors. During the two days of discussions, a number of conclusions were reached which are detailed in this paper.n Building upon this conference, and on other work of the authors, the balance of the paper is devoted to presenting a framework for strategic planning for MIS. Definitions of key terms are included, as well as a discussion of some common planning pitfalls. Finally, a list of questions is given, designed to aid the MIS executive in carrying out his own organizations planning effort.

Information systems and its underlying disciplines: a summary of the papers

T his issue of DATA BASE features a collection of papers that focus on information systems and its underlying disciplines . The articles have been selected an d edited by Ephraim McLean of the Graduate School o f Management of the University of California, Los Angeles . The papers were presented originally at the First Inter national Conference on Information Systems, a conference that was co-sponsored by the Society of Management Information Systems, The Institute of Management Science, and SIGBDP. Gary Dickson , Martin Bariff, and Ephraim McLean tell more of the de tails in the epilogue to this issue of DATA BASE . The continuation of this conference is evidence that i t is giving coherence and a sense of research tradition t o the information systems field, We hope this issue o f DATA BASE shows some of the milestones . Roy Cottrel l

A comparative evaluation of automated medical history systems

As the practice of medicine shifts from crisis intervention to the prevention of disease and the maintenance of health, the role of the comprehensive patient medical history becomes even more important than it has been formerly.