Richard L. Nolan

Managing the computer resource: a stage hypothesis

Based on the study of expenditures for data processing, a descriptive stage hypothesis is presented. It is suggested that the planning, organizing, and controlling activities associated with managing the computer resource will change in character over a period of time, and will evolve in patterns roughly correlated to four stages of the computer budget: Stage I (computer acquisition), Stage II (intense system development), Stage III (proliferation of controls), and Stage IV (user/service orientation). Each stage is described and related to individual tasks for managing the computer resource.

Ubiquitous IT: The case of the Boeing 787 and implications for strategic IT research

Case-based research was conducted on strategy and IT evolution in the Boeing Company. Results showed IT investment in the 20th century supported an increasingly decentralized hierarchical functional corporate organization structure, and shifted during the early decades of the 21st century toward an IT-enabled global network organization structure. IT investment context changed from an inward focus to an outward, IT-ecosystem focus. IT had penetrated every facet of the corporation creating IT ubiquity. But while IT was everywhere, IT strategic leadership remained fragmented and nowhere. Further research is required to define strategic IT leadership and its locus in the modern corporation.

Effects of chargeout on user/manager attitutes

The relationship of internal pricing systems for computer services (chargeout systems) and user management attitudes about their computer-based information systems is investigated. Evidence is provided that the relationship conforms to a general pattern that would be expected from the hypothesis of the four stages of EDP growth [15]. The results also indicate that the chargeout systems characteristic of advanced EDP stage environments are associated with relatively high levels of positive user attitudes and marked increases in EDP training for users. Both factors are important to the user/manager involvement necessary for effective control of computer-based systems. Development and maintenance of computer-based systems is asserted to be a category of organizational change. A “felt need” for the change on the part of the user/manager is pre-requisite to any change taking place. The research methods of behavioral science are applied to investigate the user/manager environment and the effects of charge-out.

Thoughts about the fifth stage

Assimilation of computer technology into organizations is a process that has unique characteristics which management does not have a substantial base of experience to draw upon for guidance. Perhaps the most important unique characteristic is the pace of penetration of the technology in the operations and conventional information systems of the business. Important to the effect ive management of the process is an understanding of the underlying factors that drive the process. Equally important is the extrapolation of those factors into the likely future directions for the process. The first part of this paper describes the development of a descriptive Stage Hypothesis intended to explain the historical process. The second part is an analysis of the Stage Hypothesis. The third part presents several hypotheses on future directions for the process, or the fifth stage.

Curriculum recommendations for graduate professional programs in information systems: recommended addendum on information systems administration

An addendum to the Report of the ACM Curriculum Committee on Computer Education for Management is proposed. The proposed addendum is to include in the curriculum a course on Information Systems Administration. It is important for two reasons: (1) the systems designer must understand the administrative framework in which he must operate to work effectively, and (2) an important objective of the curriculum recommendations is to prepare the future manager of the computer activity. It is felt that the importance of these two reasons justifies the addition of the recommended course. The course is outlined in the format of the original report.

Bridging the gap between stewards and creators

This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.

Top‐down driven architecture design

Argues that senior management must be involved in the IT architecture process in a directly participatory manner. Describes the process of executive architecture design, complete with the essential components of both top‐down and bottom‐up driven architecture. Describes the characteristics of five levels of maturity in the development of IT architectures, from a business competitor’s perspective.

Improving IT quality: the basics to boost service and cut costs

While IT has been widely used to facilitate right‐sizing, the role of IT in the quality movement has been proven but underutilized. Companies focusing on quality to increase revenues have seen dramatic results, improving products and services severalfold, with half the number of employees. IT has helped those organizations design goods that are easier to manufacture, improve new product cycle time through cross‐functional integration of systems, and use electronic networks to speed up communications internally and with suppliers and customers. Yet most IT departments have been reactive rather than proactive, involved only peripherally in their organization′s total quality programmes. Quality improvement is vital to companies trying to thrive in an increasingly competitive environment, and IT must be a partner in an organization′s efforts to institutionalize quality. A business can begin this effort with several basic steps. Briefly explaining the evolution of the quality movement will help put those steps...

Computers and hospital management: prescription for survival.

The most significant management development of the 20th Century—the computer—is not being used effectively by hospital management in their hour of greatest need. Why? What can be done?

Organizational response and information technology

In one instance after another, organizations have remolded themselves, not in direct response to great ideas, but in response to the development of intervening technology that stimulates implementation of those ideas. 1 The remolding, however, does not immediately correspond with the advent of the new technology. An organizational response process is initiated with the advent of the new technology, and then evolves over time. The purpose of this paper is to render theoretical frameworks that are useful for understanding the organizational response process and then to apply the frameworks to add perspective to contemporary organizational developments in respect to information technology.