Information Systems Strategies--->Dissertation topic

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O rd er N u m b er 9505519

In fo r m a tio n resource s tr a te g y d evelopm ent for t h e h igh -p erform an ce o r g a n iz a tio n

Storti, Peter A., Ph.D.

The University of Texas at Arlington, 1994

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INFORMATION RESOURCE STRATEGY DEVELOPMENT FOR THE HIGH

PERFORMANCE ORGANIZATION

T he members of the Committee approve the doctoral dissertation o f Peter A. Storti

D .H . Liles Supervising Professor

G .T . Stevens, Jr.

J .W . Priest

J.L. Guynes

K.J. Rogers

Dean of the Graduate School

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This work is dedicated to my wife, Tina. Without her love and support I could not

have stayed the course.

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INFORMATION RESOURCE STRATEGY DEVELOPMENT FOR THE HIGH

PERFORMANCE ORGANIZATION

PETER A. STORTI

Presented to the faculty of the Graduate School of The University of Texas at Arlington in Partial Fulfillment

of the Requirements

for the Degree of

DOCTOR OF PHILOSOPHY

THE UNIVERSITY OF TEXAS AT ARLINGTON

May 1994

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ACKNOWLEDGEMENTS

This dissertation would not have been completed without the support and guidance of my

advisor Dr. Don Liles and the other committee members who gave of their time and themselves.

Additionally, it may never have been started if it were not for the inspiration provided by many

teachers and professors throughout my education. I would like to thank them individually and the

teaching profession as a whole.

March 17,1994

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ABSTRACT

INFORMATION RESOURCE STRATEGY DEVELOPMENT FOR THE HIGH

PERFORMANCE ORGANIZATION

Publication N o .__________

Peter A Storti, Ph.D.

The University of Texas at Arlington, 1994

Supervising Professor: D.H. Liles

The high performance organization of the nineties will need to effectively utilize its infor

mation resources. Developing the information resource strategy for each enterprise is a critical

task.

America's executives are extensively involved in their firm's capital planning cycle and

frequently, must approve even minor expenditures. In contrast, information is not treated as a

critical resource. Most information is controlled locally, and the decisions regarding its collection

and use are made at the department or individual level. Very few executives would consider

telling a salesperson, "You made the sale; you decide what to do with the money." Yet this is

what is done with the information an enterprise generates.

W e will look at the elements that are critical to the success of a comprehensive information

resource strategy. Quality Function Deployment (Q FD ) is used to support development and align

the information resource strategy with the business vision and organizational structure.

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TABLE OF CONTENTS

Page

A C K N O W LED G EM EN TS.................................................................................................................. v

A B S T R A C T .........................................................................................................................................vi

LIST O F ILLUSTRATIONS............................................................................................................... ix

LIST O F T A B L E S ............................................................................................................................... X

LIST O F A B BR EVIA TIO NS..............................................................................................................xi

1. IN T R O D U C T IO N ............................................................................................................................ 1

1.1. Summary of Problem....................................................................................................... 1

1.2. Statement of Work........................................................................................................... 4 1.2.1. Objective of Research.......................................................................................4 1.2.2. Deliverables........................................................................................................ 5

1.3. Summary of Results......................................................................................................... 6

2. Literature Review............................................................................................................................ 8

2.1. Quality Function Deployment....................................................................................... 11

2.2. Changing Manufacturing Organizations...................................................................... 13 2.2.1. Electronic Data M anagem ent........................................................................ 13 2.2.2. Teams................................................................................................................ 14 2.2.3. Structure/Strategy............................................................................................17 2.2.4. Computerization............................................................................................... 18

2 .3. Information Importance in an Enterprise.....................................................................19 2.3.1. Competitive Advantage.................................................................................. 20 2.3.2. The Future of Manufacturing......................................................................... 23 2.3.3. Impact of technology....................................................................................... 24

2.4. Interrelationship of Organization and Information..................................................... 27 2.4.1. Theoretical Relationship................................................................................. 28 2.4.2. New Roles......................................................................................................... 31 2.4.3. Enterprise Optimization.................................................................................. 32

3. Methodology Development......................................................................................................... 35

3.1. Preliminary Methodology............................................................................................... 35 3.1.1. Q F D ................................................................................................................... 35 3.1.2. Catalogs.............................................................................................................35 3.1.3. Process..............................................................................................................36

3.2. Text Studies.................................................................................................................... 36 3.2.1. The Effective Executive by Peter Drucker................................................... 37 3.2.2. Thriving on Chaos by Tom Peters..................................................................39

3.3. Interim Catalogs..............................................................................................................45 3.3.1. Assessment Questions................................................................................... 45 3.3.2. Customer Requirements................................................................................. 46 3.3.3. Technical Specifications................................................................................. 48

vii

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3.4. Case Study.....................................................................................................................49 3.4.1. Customer/User Team Identification (A1)..................................................... 50 3.4.2. Customer Requirements Development (A 2 ).............................................. 51 3.4.3. Technical Specification Development (A6)..................................................54 3.4.4. Information Resource Strategy Analysis (A 9 )............................................. 57

3.5. Retrospect......................................................................................................................60

4. Conclusions................................................................................................................................62

4.1. Deliverables and Methodology.................................................................................... 62 4.1.1. Catalogs............................................................................................................62 4.1.2. Questions and Forms......................................................................................62 4.1.3. Methodology Checklist................................................................................... 63

4.2. Execution........................................................................................................................ 63 4.2.1. Team Building.................................................................................................. 63 4.2.2. Interviews..........................................................................................................64 4.2.3. Analysis............................................................................................................ 64 4.2.4. Strategy Statement......................................................................................... 64

4.3. Recommendations for Further Research................................................................... 66 4.3.1. Methodology Variations.................................................................................. 67 4.3.2. Impact Analysis................................................................................................67 4.3.3. Strategy Maintenance.................................................................................... 68

Appendix A ........................................................................................................................................ 69

Information Resource Strategy Checklist (D 4).................................................................. 71

Information Assessment Tool (D 1 )......................................................................................73

Customer Requirements Catalog (D 2)................................................................................74

Technical Specifications Catalog (D 3)................................................................................76

Structured Interview Form (D5)........................................................................................... 77

Appendix B ........................................................................................................................................ 78

The Effective Executive Study.............................................................................................79 QFD Matrix..................................................................................................................79 Notes............................................................................................................................80

Thriving on Chaos Study.......................................................................................................97 QFD Matrix..................................................................................................................97 Notes............................................................................................................................98

Case Study...........................................................................................................................111 QFD Matrix................................................................................................................111 Notes..........................................................................................................................112

R E F E R E N C E S ............................................................................................................................... 134

Other Readings.................................................................................................................... 139

viii

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LIST OF ILLUSTRATIONS

Figure Page

Figure 1. 3-Phase Business Transformation Model......................................29

Figure 2. Research Scenario........................................................................... 37

Figure 3. QFD Matrix for The Effective Executive.........................................41

Figure 4. QFD Matrix for Thriving On Chaos............................................... 45

Figure 5. Case Study Methodology................................................................ 50

Figure 6. Information Flow Summary.............................................................. 54

Figure 7. Case Study Matrix............................................................................ 57

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LIST OF TABLES

Table Page

Table 1. Deliverables......................................................................................... 5

Table 2. Information Assessment Questions (D1)......................................... 46

Table 3. Structured Interview Form (D 5 )........................................................47

Table 4. Customer Requirements Catalog (D 2)...........................................47

Table 4. Customer Requirements Catalog (D2) continued......................... 48

Table 5. Technical Specifications Catalog (D 3)...........................................49

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LIST OF ABBREVIATIONS

CA Competitive Advantage Companies

ED P Electronic Data Processing

ILS Integrated Learning Systems

ISO International Standards Organization

IT Information Technology

NCA Non-Competitve Advantage Companies

O .I.S . Organization Information System

PE D Production Engineering Division (of the U.S. Army Missile Command)

Q FD Quality Function Deployment

S M W T Self Managed Work Teams

S Q C Statistical Quality Control

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1. INTRODUCTION

1.1. Summary of Problem

The high performance organization of the nineties will need to effectively utilize its infor

mation resources. Developing the information resource strategy for each enterprise is a critical

task.

America's executives are extensively involved in their firm's capital planning cycle and

frequently, must approve even minor expenditures. In contrast, information is not treated as a

critical resource. Most information is controlled locally, and the decisions regarding its collection

and use are made at the department or individual level. Very few executives would consider

telling a salesperson, "You made the sale; you decide what to do with the money." Yet this is

what is done with the information an enterprise generates.

The challenge is here. Can we mobilize our information resources to meet the needs of

our customers? Everyone, from the end user to the next person in an assembly process, is a

customer. For an information resource strategy, the customers become everyone in the

organization and anyone who may come in contact with the product or organization. The CEO's,

managers, engineers, salespeople, marketing personnel, purchasing agents, vendors, production

workers, end-users, field service technicians, etc. are all customers, and customers are what is

important to a successful enterprise.

The information resource strategy sets the direction for business processes and the com

plex system that is the enterprise. How do we define the requirements of a system with this

diversity of customers? This is a very difficult problem and changes the traditional systems

design process. Traditional systems have been designed with a much smaller customer base in

mind and have had a manageable and finite set of requirements. If we consider the changing

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nature of business and the equally variable customer base, we have a constantly changing set of

requirements throughout the life of the system.

An approach to overcoming this dilemma is to design for flexibility and continuous growth.

Select the top priority subset of requirements from a portion of the user community and

implement the initial system with the vision that it will grow and change as more users are added

and customer requirements change.

Planning for change will lead to challenges in documenting and justifying a system,

especially as the growth takes place. Which customer requirements are being met? What are

their priorities? What tradeoffs were made during design? How do new requirements and

design changes affect existing priorities? Are the customer requirements still being met? Do the

customers still have the original requirements the system was designed to satisfy?

These are important questions if the system is going to satisfy our customers over the long

haul. Quality function deployment (QFD) methodology is a useful tool for designing and

documenting the information resource strategy under these changeable conditions. QFD also

enables us to track system development over time by using and updating the design matrices.

Is it enough to design the information resource strategy using QFD? The performance of

the enterprise will be strengthened by the focus on customer requirements but this may not be

enough to keep up with the competition. The information resource strategy needs to be aligned

with the business vision and organizational structure. The interrelationship of these three factors

affects the overall enterprise performance and therefore, its competitive position.

How to develop information resource strategies that meet the enterprise's requirements is

the specific problem that will be answered. This will include the use of QFD and a methodology

for aligning the information resource strategy, business vision, and organizational structure.

Therefore, three key concepts to understand are: business vision, organizational structure,

and information resource strategy. The business vision is a defined plan for making an

enterprise successful including goals and critical success factors. The organizational structure is

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the people and processes that operate the business including the formal organization charts and

human resource procedures and equally important, the informal norms and relationships.

The information resources are the primary focus of this work. They include information,

information technology (IT), and paper systems. The paper systems we are all familiar with

include memos, manuals, mail, and many other paper based processes. IT is the corresponding

systems for electronic data. IT encompasses all of the hardware and software used to collect,

store, and process electronic data.

Information is the most interesting portion of information resources to define. Gregory

Bateson, noted anthropologist-philosopher, defines information as any difference that makes a

difference. Information is data that has been presented in such a way as to alter our expectation

or view. Information is something that can be used by the customer to act in an effective

manner. The effectiveness of an enterprise is a measure of the value of its information.

Information and adding to its value are the driving forces of an information resource strategy.

It is clear that to turn our manufacturing competitive position around, we will have to do

some things different. Developing information strategies that match our enterprise's vision and

structure is an important step in the 1990's and beyond.

The information resource strategy is an important competitive element. Sustainable

competitive advantage comes from leveraging the information a company owns. An inforamtion

system that is consistent with the organization it serves and can be continuously improved is a

competitive weapon. QFD is a tool that can provide the structure for analysis of customer

requirements and support documentation changes for continuous improvement.

An enterprise with the tools to provide customer satisfaction and achieve continuous

improvement will own a sustainable competitive advantage. It will be able to respond to new

opportunities where competitors without an aligned information resource strategy will not.

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1.2. Statement of Work

The challenge we are facing is developing an information resource strategy that supports

the organizational structure and vision of an enterprise. The starting point is to identify the

business vision and organizational structure. Through the methodology that has been

developed, the vision and structure are incorporated into the information resource strategy. The

structure is included in the strategy development through the composition of the user teams.

The business vision needs to be kept in mind during the interview and prioritization process.

Both the vision and the structure need to be reviewed critically during the process to evaluate

how they can be improved.

The development of customer requirements provides the basis for the information strategy

design. Quality function deployment is the methodology used to systematically incorporate the

voice of the customer into the design process. The QFD software documents the requirements,

their priorities, and the process of deriving the requirements. The Q F D matrix is a living

document that can be reviewed and updated to keep pace with the changing enterprise.

The information resource strategy development methodology was built through an iterative

process. Several different organizational structures and philosophies were evaluated to

demonstrate how the QFD methodology can be applied to developing an information resource

strategy. Two text studies and a case study were conducted. The text studies used a

management textbook as the basis for determining the customer requirements of the QFD

model. The text served as the enterprise being modeled. The case study was conducted for the

manufacturing sector of a Fortune 100 company.

1.2.1. Objective of Research

This research has developed and utilized a methodology for understanding an organiza

tion's information requirements and designing the strategy to satisfy those needs. The result is a

methodology for developing an information resource strategy based on the customer

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requirements of the organization. The QFD matrix formalizes the technical specifications to

make the strategy effective .

Catalogs of requirements and specifications were developed through the analysis of a

number of organizations. The strategy development methodology used can be applied by the

reader to their specific enterprise. Both the components of an information resource strategy and

a means of developing it are made available through the methodology.

The catalogs of requirements and specifications are the blueprint for building an informa

tion resource strategy for an enterprise. By identifying organization specific customer

requirements and evaluating which technical specifications best fulfill them, the strategy will be

forged.

1.2.2. Deliverables

The deliverables are: Table 1. Deliverables

D1 Information Assessment Tool

A list of questions to determine customer require ments.

D2 Customer Requirement Catalog

A catalog of customer requirements

D3 Technical Specifications Catalog

A catalog of technical specifications

D4 Information Resource Strategy Checklist

Checklist for developing a QFD matrix model for development of an information resource strategy for an enterprise.

D5 Structured Interview Form Form to collect data from the customer interviews.

The Information Assessment Tool is a list of questions for conducting the interviews to

determine customer requirements. The questions are designed to identify information sources,

flows, and analysis in a job function. The questions should be reviewed and modified to reflect

an enterprise's vision.

The Customer Requirements Catalog is a list of customer requirements generated from

the studies. These requirements may serve as a starting point for an analyst or customer to

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understand what the information resource requirements of their business may be. The

categories the requirements are grouped into may be a beginning for consolidating the

requirements of a study.

The Technical Specifications Catalog is a list of the systems and processes to fulfill the

customer requirements. It serves to emphasize the broad scope of solutions to be considered

and help identify solutions for gaps in meeting the customer requirements.

The Information Resource Strategy Checklist is a step by step map for implementing the

methodology. It is designed as an aid for the analyst or an overview for someone evaluating the

methodology.

The Structured Interview Form is designed to uniformly collect information during the

customer interviews. It was developed during the case study to facilitate the use of multiple

interviewers. The form also aided in the analysis of results by structuring the customer input in

the same format. The large amount of data was much easier to assimilate this way. This form

should be evaluated and modified based on organizational structure and business vision factors.

1.3. Summary o f Results

The reader of this dissertation will gain a different perspective on the role of information in

a high performance organization. In particular, it will show how the consistency of organizational

philosophy, structure, and information strategy are interdependent for achieving business

objectives. By using the example studies and following the information resource development

methodology one would be able to analyze other organizations. Development of an information

resource strategy would enable an enterprise to achieve higher value added performance and a

sustainable competitive advantage.

The results of this work are catalogs generated from several iterations of applying the

methodology in the text and case studies. Each study produced a QFD model for formulating an

information resource strategy. The methodology in the Information Resource Strategy Checklist

is a summary of the learning process of conducting the studies. Customer requirement and

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design specifications catalogs are the starting point for development of an information resource

strategy, the competitive advantage of the 1990's.

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2. LITERATURE REVIEW

The current related Knowledge has been categorized into Quality Function Deployment

(QFD), changing manufacturing organizations, the importance of information to the enterprise,

and the interrelationship of the organization and information. Most of the research can be

categorized as theoretical while some individual case studies17- 50- 68 and empirical studies of

existing companies4-21 were found.

The literature review includes both on-line databases and manual search indexes. The

databases included the LUIS business and science databases, NTIS, C O M PEN D EX PLUS,

INSPEC, A B I/INFORM , Management Contents, and Conference Papers Index. The key phrases

for the search were quality function deployment, information resource strategy, information with

competitive advantage, and information with organization. Additional search terms included

structure, manufacturing (traditional, World Class), Business Communication, CIM, Computer

Networks, Human Information Processing, Organizational Change, and Technology and Labor.

Relevant references cited in these sources were explored.

The use of Q FD is supported by Bob King, author of Better Designs in Half the Time, for

system design. The primary benefits are improved system definition, more effective design,

support of the planning process, and incorporation of the voice of the customer. The process of

strategy design, not just the results, is supported and documented by QFD 43

QFD is well suited for strategic planning. Q FD can be used on the enterprise level19 or for

strategic programs.47 The employment of QFD for solving the information resource strategy

problem is similar to the enterprise and program applications recommended by the literature.

The cycle tim e of a strategic planning process is dependent on a learning process. The

greater the effort required for executives to absorb the information increases the time to develop

the strategy, and internalize it for use and dissemination. This time can be significantly reduced

by modeling techniques that aid the executives to understand and integrate the information being

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presented.60 The information resource strategy QFD model presents a large amount of

information in a concise graphical format that facilitates the learning and utilization process for

strategic planning.

Q FD relies on cross-functional teams to ensure that the voice of the customer comes

through loud and clear. For information resource strategy development, this serves a dual

function. The input is improved by the "two heads are better than one” theory. The group

creative process produces better plans than an individual by sharing experiences, thought

processes, brainstorming, and critiquing ideas.33' 37- 76 The cross-functional teams create

ownership of the project in the user community. User ownership is critical to successful project

implementation.4- 58' 68- 74

Information resources encompass two very distinct topics: information technology (IT) and

information. Information technology is hardware and software for collecting, storing, processing,

and distributing electronic data. Information is a grayer area. Information is not just data,

numbers, or bits and bytes. There is a broader view of information that looks at it as a usable

resource. 16- 22' 51 ■ 54- 72 Gregory Bateson's definition, noted earlier, is information is any

difference that makes a difference. Information is data that has been presented in such a way as

to alter our expectation or view. Information is then quite a different resource from information

technology 44 Both information and information technology fall into the information resource

strategy scope; however, information is the focus and IT a tool to leverage information for

competitive advantage.

To achieve this competitive advantage, information will need to be integrated throughout

the enterprise.77 Data will not be the sole property of any one department. The use of the

information and, therefore, the planning of information resources needs to be shared throughout

the business.3- 5' 53' 54 The organization’s primary concern should be to integrate the IT strategic

planning process with the enterprise's strategic management process. Kovacevic and Majluf

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introduce a six stage process to generate a coherent program that includes corporate, business,

function, and market levels.45

Competing with information causes necessary changes within the organization. These

changes in structure and function create new demands on the information resources. The

successful company will understand and support these new customer requirements.18- 33- 35- 37-

7 1 ,7 6

The competitive enterprises have the potential of becoming high performance organiza

tions. This performance has been related to environments where the organization has been

supported by information resource systems.5- 11- 17- 24- 27- 35- 39- 44- 49- 67 The opposite situation

was also noted where an organization failed due to the lack of an information support system 52

Support of the high performance organization requires integration of information resources to

other functions, ®-7- 14- 18 accounting, purchasing, planning, and other systems34- 77 and external

groups such as suppliers or customers9 .

The relationship between business strategy, organizational structure and information

resource has been noted in a number of ways. The importance of an information resource strat

egy to a successful business is true in the case of most enterprises.10- 15- 16- 44- 51 • 52 The

converse point is made by the statement, "The choice is, at heart, a management choice. The

finest information system cannot survive a management style that counters it philosophically."73

Benjamin and Levinson treat change as a systematic process in which you need to

mutually adapt technology, business process, and organizational structure. The changes brought

about by technology are at least as important as the technology itself5

The impact of information on the organization's structure takes many forms. The organ

izational structure may be shaped by the access and control of information36- 73 or IT may

provide new options for a business that would be impossible otherwise.11- ^ 44- 50- 57- 80 The

level of technology and how it is applied is a factor in determining both structure10- 23- 65- 68- 70

and performance.16- 49- 6S- 80

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Technical requirements suggested by Merkow in a study include: measurement

parameters and sensitivity definitions, relationships of variables, levels of data consolidation and

detail, hardware and architecture, integration with other applications, communications interfaces,

and links to outside sources.54

2.1. Quality Function Deployment

QFD is a structured design process to ensure that the "voice of the customer" is heard

throughout system development. It utilizes a series of matrices to document and relates

customer requirements to specifications and processes. Functionality is prioritized; relationships

and trade-offs are clearly documented and graphically depicted.28' 33- 43

QFD has been used for a number of different applications. The fundamental use is for

new product development.2' 32 It has also served as the basic tool for implementing quality

improvement programs. 25- 29' 31 - 71 There are several direct applications to software

development.8'26 Quality function deployment has also been used to facilitate concurrent

engineering efforts.42' 78

Using QFD for strategy development is not a typical application, but has been applied to a

strategic research plan19, and as a business strategy planning tool. The Production Engineering

Division (PED) of the U.S. Army Missile Command developed strategy for a program called

Production Engineering Tools. QFD helped document and prioritize the project components as a

tool for sales to management. The strategy produced through the use of QFD for the Production

Engineering Tools program was more coherent47

Keen, of IBM, has developed a "fusion map" to graphically depict the relationship between

business and IT imperatives. This methodology shows relationships between the business and

the IT systems in much the same way QFD does.40 EDS has also added business focus to their

IT proposals due to customer demand. The Information Resource Strategy methodology using

QFD goes further in two important areas. It represents the business by specific customer

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requirements and goes beyond the IT systems to meet these requirements by including

management, human resource, training, and any other pertinent systems.

QFD's strengths lend themselves to our information resource strategy development meth

odology. First, the up-front design process leads to comprehensive documentation that will sup

port changes made later for continuous improvement. Second, incorporating the voice of the

customer integrates the vision of the enterprise into the process. Third, the organization

structure is reflected by the design team necessary to develop the QFD matrices. Fourth, QFD's

usual benefits of shorter implementation cycles and customer satisfaction are essential for a

successful information strategy.

The information resource development methodology provides for prioritizing segments of

the strategy. Prioritization of the design process is a benefit and strength of Q FD.82

The history of QFD started at the Kobe shipyards in Japan. Initially its objective was to

get design engineers to consider quality early in the development process. It further evolved in

the automotive industry to reduce development time and change orders in production. American

companies have been adopting QFD as a competitive response to Japanese companies

excelling in customer satisfaction and reduced time to market.

There are three principle QFD methodologies being taught in the U.S.: The American

Supplier Institute Four Phase Approach; Goal/QPC Matrix of Matrices; and International

TechneGroup Inc. (ITI) Concurrent Product/Process Development. All of these rely on matrices

to relate and document What's with How's.

The What's are the objectives to be satisfied. Initially they are the customer requirements.

They are determined through a process of identifying and listening to the customer. Listening to

ihe "Voice of the Customer" is an active process to deiermine all three quality dimensions:

excitement, one-dimensional, and take it for granted. Griffin and Hauser studied the

development of the customer requirements and concluded 20 to 30 interviews should identify 90

percent or more of customer needs.33

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The How's are the means of fulfilling the customer requirements. The design features,

solution to problems, or technical specifications are examples of How's. The How's become the

What's of the next level matrix as the series of matrices to fully describe the process is

developed.

The matrix approach facilitates the description of the relationship between the What's and

the How's. Typically this relationship is not one-to-one but many-to-many. A matrix allows us to

depict this many-to-many relationship and describe the one-to-one relationships in terms of

relative strength. The relationship strengths and priorities of What's can be used to generate

How priorities.

2.2. Changing Manufacturing Organizations

The changes in manufacturing organizations are pervasive. The structures, tasks and

strategies have all changed in an effort to remain competitive.

2.2.1. Electronic Data Management

The trend is toward managing information in electronic format. Machine readable and

computer accessible are the keys to usable information. Engineering and manufacturing data

are switching to electronic media, but control systems are largely paper based.72

Development of intelligent document management systems is beginning, eliminating the

need for manual controls. Integration is the key issue.22 The diversity of information has not

been addressed by automated information systems. Solutions have been focused at a particular

tool or application, word processing files, CAD files, or a specific application's files. New

systems will have to handle all types of information in an integrated fashion.54

The many sources of data will have to be shared through standard formats, translations,

conversions, etc. This will need to be done with minimal user involvement and without

restrictions based on physical location. Networking and communications are at the heart of this

type system.3

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Developments in the 1980's are emphasizing the need for an integrated approach to

information management. Office automation, telecommunications, and data processing must be

managed in a more coordinated fashion.53

The rapidity with which technology is changing must be recognized as an important

planning factor for information system management.48 Organizations are not able to match this

rate of change. Introducing computerization at a rate beneficial to the organization is an

important planning function. The options are to either limit the technological innovation or

increase the organization's ability to change.52

The problems IT is being used to solve are more complex and ill-defined as companies

look for more return from higher risk systems. The demands of these systems encourage

evolutionary development as the complexity and time constraints of a turnkey approach are

prohibitive.61

The long held M.I.S. view of collecting data for use by management is a limiting factor in

the implementation of IT and the effective use of information resources. The new focus

proposed is that of "organization information system" (O.I.S.), where the complex needs of all

parts of the organization become system requirements. The O.I.S. perspective will support the

advancement of information resources.79

Managing this new generation of electronic data raises issues of user vs. M.I.S. control.

These questions need to be evaluated in light of the organizational structure and operations.51

This philosophy closely parallels this dissertation's approach of aligning structure, strategy, and

information strategies.

2.2.2. Teams

The changing nature of manufacturing is aptly demonstrated by the latest trend in man

agement and organizational structure. Teamwork in the workplace is making better use of

human resources.38

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Teams result in less management by control and transforms supervisors from overseers to

coaches. The process inherent in teamwork replaces the mandated organizational structure.76

The abilities, experience, creativity, and relationships of the team replace the lines on the

organization chart.

Teams make decisions and handle planning, control and improvement.76 The tasks,

previously the domain of the individual manager, can be better handled by teams of people

closer to the decision point.

Planning of information resource strategies is an effective use of teams. Sixteen of twenty

companies in the survey by Pelley have teams for their information strategy planning. The

formation of the teams is lacking in representation of conceptual planners and database

administrators.62 Khan also recommends additions of teams composed of users, management,

and information systems staff as a means for improving performance through better planning

and communication.41

The new roles require multi-skilled people.37 Many of the skills will be new or require

additional expertise which includes training, coaching, and support. Facilitating this development

is a new challenge for management.

Teams by their multi-functional nature and collective experience have more impact and

broader scope than individuals. Teams are better suited to contacting customers directly and

extending manufacturing expertise to the field. Tektronix, a pioneer in S M W T (Self Managed

Work Teams), has customer service "800" numbers that are answered on the shop floor (Each

instrument contains a card with the names of the people that built it.)18

Boundary management now becomes a new task for management. How can teams be

linked to the wider organization?76 Boundaries are the relationships between teams or imposed

limitations such as personnel policies or government regulations. Letting the team focus on their

tasks and continuous improvements without being stymied by the boundaries is the responsibility

of management and must be supported by organizational strategies and information systems.

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System productivity is dependent on each person's level of training.37 In the team setting,

the organization is relying on everyone to pull together, not a single heroic figure to carry them to

success. Each training effort, therefore, adds to the sum of the experience of the team and

enhances its potential. Team members without the appropriate training can hold back the

progress of the whole group. For new manufacturing technologies to thrive, changes in

management must support organizational structures that accommodate interactive and

cooperative working relationships.34

Collaboration between functions is essential for providing service to the customer.

Allegheny Ludlum, a large manufacturer of specialty steel, and Chaparral Steel have teamed

R&D and manufacturing by supporting experiments in the factory. HP's Fort Collins Systems

Division has quality and marketing departments work together to gather performance and quality

data on HP and competitive workstations. Reports support field service and are used by sales

personnel and customers.18

Turning the factory into a competitive weapon can be accomplished by teams. The

factory can become a showroom of technology and products, and dispatcher of service.18 The

skills of the manufacturing team can provide added value to their customers by utilizing creative

communication and organization.

Teams are not an approach that can be used in isolation. The environment, products,

business philosophies, manufacturing automation , information systems, and many other factors

determine how teams can function and how effective they will be. Complexity and uncertainty

will determine the magnitude of automation's and information's impact. Relationships among

workers change as the nature of their work changes. Organization definition factors include:

observed behavioral regularities, norms, dominant values (quality, leadership), philosophy

toward employees and customers, rules of the g a m e , and feeling or climate (physical).58

High performance, high commitment teams have demonstrated the power to turn a

business around. Xerox changed from a structured organization marketing copiers to a flexible

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team providing integrated information systems. They kept functional management intact and

added two facilitators who meshed "Leadership through Quality" (customer oriented /immediate

actions) with Business Development Planning (action plans /long range) to get a team oriented,

flexible organization.17

2.2.3. Structure/Strategy

The organizational imperative viewpoint argues that the changes occurring within the

organizational structure are defining and motivating the changes in information usage. W hile

technology presents new alternatives, they would not be used if the organization had not already

developed the need.49 Organizational structure and business strategy are closely related.

Structure influences strategy as much as strategy influences structure. This complex interaction

shapes the enterprise.16 The business plan must integrate its organization with technological

developments and strategic objectives.

Pelley studied companies use of Information Engineering. The companies were divided

into two groups, the group who received competitive advantage from their information (CA) and

those companies that did not gain a competitive advantage(NCA). The CA companies were

more likely to focus on critical business success factors when measuring their information

systems than the NCA companies who relied on accounting and cost/benefit approaches. This

difference in viewpoints indicates the CA companies are gaining an edge by changing the

business environment while NCA companies are developing systems to retain current business

processes.62

Two opposing competitive strategies are strategic leaps and continuous improvement.

Strategic leaps stresses management planning, decision, and control, and workers that operate

the structure created by upper levels. Priorities are on management expertise and performance.

It requires flexibility to change locations, sell a business, or reduce labor by automation. Worker

training, longevity, satisfaction, and commitment are not worth investing in because they would

not be used in this organization.35

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Continuous improvement companies expect improvements to come from the lower levels

in an entrepreneurial fashion. The changes would be small but numerous. This requires

expertise at all levels of the organization. Priorities are on training, retention, loyalty,

commitment, and motivation. These companies do not believe that top management levels are

the best place to solve their problems. Information and expertise are focused at the point of per

formance.35

Breakthrough vs. continuous improvement philosophies are dependent on the state of the

market. In a new marketplace, emphasis is placed on innovation and breakthroughs.

Continuous improvement is important in the mature market where innovation is defined by cost

reductions and performance enhancements.39

Clearly these two approaches have very different requirements for information and organi

zation. The important point is to recognize the strategy that is being used and design for it.

Conflicts in the philosophy and design will reduce the performance of the enterprise. The

organization structure is the key to effective management.66

2.2.4. Computerization

Computer capabilities and cost have improved dramatically altering the environment we

are managing in. The computer has become a fact of life. Whether a computer can be justified

is no longer the question, but rather, how much computer power will be provided?66 The fact

that computers are commonplace creates tremendous opportunities for information systems.

Computer management is evolving within the organization. EDP (Electronic Data Proc

essing) in an organization structure can be found in several configurations: such as reporting to

top management or within a line department where computerization is localized in that

department. Other possibilities exist that are unused because operations control and EDP are

not in same organization line of authority.4

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Companies must rethink where computer resources belong in the organization. Dramatic

changes in cost and performance mean opportunities will be missed if data and hardware are

managed as they were a decade ago.53

The computer provides alternatives for organizational structures that manual systems do

not. Strong integration leads to structural change in process, functions, and organizations.

Process restructuring can combine, rearrange, and eliminate tasks by using computer

communication abilities for example the use of e-mail for automatically tracking error resolution.

Functional restructuring is the combining of processes such as eliminating the separation of

engineering and manufacturing which can be facilitated through computer networks.

Organizational change can be accomplished by electronic linkages between separate processes

(functions, organizations, companies) resulting in virtual integration without physical integration.6

Management style and organization structure are implicit factors in designing the informa

tion system management.53 The structure of an enterprise and its business strategy need to be

in sync and integrated with its information resources.

2.3. Information Importance in an Enterprise

There is an important distinction between information and information technology. Infor

mation technology is the computer and communication resources for the storage, processing,

and distribution of data. Information is data that has been presented in such a way as to alter our

expectation or view. Information is then quite a different resource from information technology.

The nature of information is not as well defined or understood. Both information technology and

information needs to be accounted for in the planning process of an enterprise.44

Information resources are not to be viewed in isolation. The objective is to build business

processes and an organizational structure that reflects their interdependence with the firm's infor

mation resource strategy and capability.46

The factory of the future is not automated by robots, computers, and flexible machines

devoid of human life.75 Technology can be bought today by anyone and will not provide long

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term differentiation. Competitive advantage will go to companies that bundle service with the

product. Four roles the factory can play to add product differentiation are laboratory, consultant,

showroom, and dispatcher. The factory can experiment with new processes or products to better

meet customer needs, pass product expertise along to the customer, showcase product quality

and performance, and get the product ot the right place at the right time.18 Integration of

functions requires easy communications and sharing of information.

2.3.1. Competitive Advantage

Historically companies have focused on marketing, operating, and financial divisions to

provide their competitive advantage. Now, they must utilize not only these traditional methods

but, also, develop the ability to use their information as a competitive advantage. The reasoning

is clear, information technology is thousands of times less expensive today than it was 30 years

ago.56

The sustainable competitive advantage is the goal of all businesses. This edge is not to

be found in products67 or technology5 but rather from the knowledge a company has. When

every firm has access to the same information technology resources, the competitive difference

is based on management's strategic implementation of business processes, people, and

technology.40 The competitive advantage of information effectively utilized to add value cannot

be bought or copied by the competition and it increases the performance of the enterprises

people resources.5’ 20' 67- 83

Information resources can become a significant competitive advantage in service, quality,

delivery, and functionality. To compete with service requires breaking down functional barriers

and integrating upstream and downstream activities.18 This can be accomplished utilizing

computer and information resources.

Some examples of strategic use of information resources are joint ventures, new products,

and new services. Kodak and IBM form a joint venture to manage Kodak's data processing and

expects to reduce operating costs by 50 percent. Baxter developed a new product, ValueLink,

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which leverages its own systems to manage its customer material inventories. The IRS has

introduced electronic tax filing which is creating many new possibilities for consumers, tax

preparation services, and the IRS.36

Management of information, today, frequently implies integration of systems. Current

technologies do not provide this automatically. The integration decision is often the basic

building block for the information resource strategy. The approach to integration and the

associated technology choices can set the tone for an enterprise's utilization of information.

Numerous firms have gained the competitive advantage by improving existing systems through

integration. This approach has been applied to reduce customer lead-times, manufacturing

cycles, and inventories, and to increase custom product offerings and customer service.11

The CA companies expect to strengthen supplier and customer ties through their informa

tion systems. They also anticipate their information resources to support redefinition of products

and services that will have a positive business impact. The NCA companies expectations of

benefits from information resources are limited to cost reductions.62 Information can provide

sustainable competitive advantage if it is appropriately applied.

The United States is a service economy with 78 percent of all employment in the service

sector. The service companies are technology driven with high levels of investment in

information resources. Toys R Us is the largest seller of toys in the world, three times larger than

the largest toy manufacturer. Today, Toys R Us dictates the toy trade because it has more

information about toys than anyone else. The power of information is the key to the Toys R Us

success.67

Service is not a static product. A company must be flexible to meet each customer’s

needs at each opportunity. The service enterprise requires a flexible, resourceful, and well-

trained work force.18 Competing with service means making your employees more responsive

and to do this they need better information.

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Information integration allows restructuring of work resulting in reducing costs of business

transactions hence yielding strategic advantages. Integration of transactions, forms, group

communications, and knowledge can be accomplished by improvements in interconnectivity and

access to shared data. Tight integration is becoming more a reality due to a 30 percent annual

cost/performance improvement of information technology for the last thirty years.6

If the systems do not keep pace with a business' needs, potential competitive advantages

can be lost. An example is a major paper company that had to abandon a major billing discount

promotion because the computer system and staff could not support this key marketing

strategy.52

The deregulation of the banking industry has forced reengineering to remain competitive.

Traditionally banks considered loans and the bank's buildings to be their primary assets. Today,

the ability to use information may be the bank's most valuable asset.12

Individual technology improvements are important but they are frequently dwarfed by the

synergistic results of integration. Only a fraction of the benefits possible from a system may be

realized if it is not integrated with the rest of the business. Automation results in 10 to 20 percent

savings but coupled with process/system improvements of 50 to 70 percent are possible.27 Sys

tems are being developed by HP, Tandem, and Cimcorp that enable real time integration of

information into the manufacturing process. The combination of real time monitoring and

feedback with analysis and process control provide improvements in quality, productivity, and

time to market performance.55

The Pareto Principle, 80 percent of effort is focused on 20 percent of problem, applies to

how enterprises spend their resources. Eighty percent of effort is spent on low-value return.

This 80 percent can be reduced by IT to 65 percent. The resulting increase in effort exerted on

high value added tasks from 20 to 35 percent is a productivity improvement of 75 percent.

Frequently these high value added tasks are the only ones that really effect the bottom line.84

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Relational databases and networking will change the competitiveness of an organization.

CIM, CAD, and computer technology mean we are managing electronic databases, not physical

items. Information technology has significant leverage in the final results because the use of

information in electronic form can be enhanced by the timely distribution in the right format.84

Information systems (those that make a competitive difference) take 2 to 3 times longer to

implement than develop. The systems will cause significant changes in the choices we have for

doing our jobs. Providing individuals the training and experience needed to adapt to and utilize

these opportunities is the largest challenge.84

2.3.2. The Future of Manufacturing

The high performance organization will find new ways for better utilizing all resources.

Information is the critical factor for future success in manufacturing. If information and the

supporting communication systems are not in place you will be at a competitive disadvantage.54

Relying on information for a competitive advantage does not lock a company into a spe

cific strategic approach. In a study of Westpac Banking Corp. and Citibank N.A. both utilized

information technology to compete. Westpac took the approach of becoming the low-cost

product innovator and Citibank pursued the strategy of innovation and continuous improvement.

While the strategies and the implementation were very different, both worked. Information

resources are at the heart of the emerging global competitive strategy.10

The 1999 factory will both improve its performance and also be more fully utilized by the

enterprise. Strategic initiatives will include: SQC (Statistical Quality Control) , manufacturing

accounting systems, organizational re-engineering, modular processes, and manufacturing

execution systems.24

Quality is fast becoming the price of admission to a market, not a competitive advantage.

If you do not have SQ C in place you may not be in business.

Changes are required in cost accounting and performance measurements, human

resource management, and capital budgeting.34 Traditional cost accounting does not measure

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total cost impact to the enterprise of improvement or innovation. New accounting methods not

based on direct labor as the unit of measure are being developed. New systems treat the time a

process takes as the variable unit of measure and benefits are anything that reduces that time.

This new cost accounting method still does not address intangibles well such as increased mar

ket share, competitiveness, and perceived quality.24

To gain benefits of new technology, the organization needs to change also. The man

ager's job will be to make pieces fit: hardware, software, and people.34 For the enterprise,

manufacturing is the integrator that ties everything together. Engineering, suppliers, marketing,

management, and customers rely on manufacturing to deliver the value-added component that

meets the specified needs 24 The factory is where the rubber meets the road.

Top-down decision making, "bottom-line" mentality, and piece-meal changes are incom

patible with the requirements and unique capabilities of advanced manufacturing systems.34

The flexibility and speed of these systems are their competitive edge.64- 69 In the traditional

organization this edge is lost in the chain of command decision process and direct labor

accounting practices.

Manufacturing execution systems take control of the information important to make pro

duction decisions as business decisions. The systems approach embeds the manufacturing

process in the economic process of business. Automation of the manufacturing information

results in standardized processes that are controlled but flexible.75

2.3.3. Impact of Technology

Information technology can reshape organizations by the possibilities it creates. Access to

information would recentralize organizations, reduce levels of middle management, and make

lateral interaction the most practical choice. In practice the results are not consistent. Many fac

tors such as size, complexity, environmental uncertainty, and computing technology appear to

play a part in the outcome.49

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American Airlines, USAA Life Ins., Federal Express, Inland Steel, and McKesson Drug

have changed the way they compete in their markets through the introduction of IT. It was not

the technology itself but the management of the information using the technology that set them

apart.30

A natural conflict that will arise from the new technology involves the tension between

innovation and control. There will be pressure to adopt technology to facilitate change and

improvement. Other factions in the organization will resist this while they struggle to understand

the changes and maintain control of the process.51

The new information technology spans the full product life cycle from development, to

manufacturing, and from suppliers to the end customer. There are many more options for

adding value and enhancing performance and service. The company that can mobilize their

information resources to a greater degree will have the competitive advantage.5

In theory the emergent prospective states that uses and consequences of information

result in complex social interactions. The emergent perspective does not identify a dominant

cause of change. Prediction is complex and requires a detailed understanding of the dynamic

organization, individual actors, and features of technology.49

Information systems can change the way a company does business. To be competitive in

the new environment, the organization may be forced to operate differently.57 Information

technology brings a new strategic outlook to business.50

During an organizational life cycle innovation decreases with tim e as operational com

plexities increase and processes become less flexible. New technologies permit change to

continue initially, but eventually the cycle repeats itself.21 Change will be continuous and related

to development of structure and strategy throughout the organization.

Organizational change is not constrained by proximity for reporting and working relation

ships. Information systems support integration of functions. Design is by logical units and flow,

not centered around a person performing a job/function or individual work capabilities.9

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Computer systems provide flexibility by reducing time and effort to change plans:

scheduling, parts grouping, control actions. Information becomes available to everyone through

electronic connections in a close to real time mode. More or complex organizational structures

are conceivable because the communication requirements in a function are reduced and

task/team needs can receive top priority.9 Information system technology can eliminate

traditional boundaries: department, business unit, company. Logical structure can be provided

transparently by the information system rather than relying on physical locations and reporting

structures.14

Performance enhancements are possible through utilization of information. Tandem

Computers utilized its computing system to streamline and minimize the manufacturing process.

Reducing the manufacturing cycle to 48 hours for complete systems has reduced space and

resource requirements. Benefits of this are improved quality and a smaller organization that is

easier to work in and more manageable.80

Information technology can impact the quality of work through job enrichment and reengi

neering. One of the ways this can be done is through process consolidation. Information can be

consolidated and delivered more effectively reducing the number of steps and people necessary

in a process.7

The history of how the computer has been integrated into the firm is an important factor in

information system development. Effectiveness and efficiency of the system seem to be

determined by decisions and actions during the introduction and application phases 4

Introduction to users is a critical part of system development. Information should be

openly distributed throughout the development process including the initial decision phase.

Training is a major planning and implementation task that can be useful in making people both

capable and willing to use the system. Orientation is necessary to ease the transition and start

up. Let people experiment with a pilot system. Allow users' input on schedules. Draw out their

questions and provide answers. Be sure to get input early.74' 81

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The introduction can help avoid technology shock. Get the support and involvement of

top management and direct supervision. Recruit and train technology advocates, and local

champions who have credibility with other users. Make the first encounter a win, because

setbacks produce perceptions and fears that may be very difficult to correct.68

The effective implementation of new technologies is influenced by (1) the attributes of the innovation, (2) the perception of top managers regarding their strategic role in optimizing performance and (3) the strategies adopted in changing the elements of the culture of the organization to facilitate their adoption.58 (P9-11)

Information automation is a competitive strategy which must be supported by top man

agement. They need to lead by example, support and use the system, and insist that others use

it to communicate to them. Everyone must get involved and make the information system part

of the daily routine.68

2.4. Interrelationship of Organization and Information

The introduction of improvements in information technology does not necessarily lead to

improvements in bottom line performance. The organization needs to adapt to take advantage

of the potential the new systems offer.

Integrated Learning Systems (ILS) are being used in schools to provide customized

instruction in reading, math and writing. At Vista Elementary School the classroom and teaching

styles have been changed to integrate the ILS into the school experience. Across town at Valley

Elementary the ILS has been set up as a lab managed by an aide. Students attend the lab twice

weekly but the rest of their education is the same. Vista is achieving gains in learning

productivity while Valley is not. While the technology applied was the same the results were dif

ferent because of the organizational changes.5

The focus needs to be on the information value chain and the value of information. The

value chain is the life cycle of information. Collecting and structuring of data, followed by

analysis, interpretation, and modeling of information, and finally gaining knowledge which is the

basis for decisions that will yield competitive advantage. Information as a commodity is not

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easily divisible nor inherently scarce. Often it exhibits increasing value the more it is used.

Information is self-generating in that the more it becomes a part of an enterprise the more

information will be generated and used.80

2.4.1. Theoretical Relationship

The advances in information technology changes the way change takes place in an

organization. In the "informated" environment, employees have access to all the information

necessary to perform their jobs. The distinction between job functions of worker and supervisor

have blurred. Roles have changed and retraining is called for.5

Information technology has the ability to fundamentally alter the cost of acquiring, storing

and transferring information. Therefore, IT represents a set of constraints affecting the

organization and behavior of the firm. The relationship between information and organization is

therefore two-way and both must be considered in an economic analysis.83

Henderson identifies a Strategic Alignment Model that defines four fundamental domains:

business strategy, information technology strategy, organizational infrastructure and process,

and information technology infrastructure and processes. If these domains are not aligned, the

enterprise does not receive the expected value from their systems. To achieve alignment

systems need to have strategic fit and functional integration.36

In a study of 50 firms selected for their history of advanced business transformations,

Davidson finds a common 3-phase business transformation model (Figure 1). The dimensions

of this model correspond to aligning the business vision, organizational structure and information

resource strategies that the information resource methodology proposes to accomplish. The

Performance Focus is the firm's business vision. The Organizational Focus corresponds to the

organizational structure. The Phases are represented by different information resource

strategies as an enterprise changes. 23

A study of Australian banks reach a similar conclusion regarding the need to align busi

ness and information strategies. The most effective banks had information strategies that were

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driven by business needs. Additionally the most effective IT management was closest to the

business.11 It is not enough to work on business strategy, organizational structure, or

information strategy by themselves. Success for an enterprise depends on each being improved

and harmonized.46

NEW CORE COMPETENCE

PHASE 3 • . . . REDEFINITION

' VALUE-ADDED ’ •.. s C PROCESSES r AND SERVICES '*•..

c 1

u ; PHASE 2 S I ENHANCEMENT

EXCELLENCE '* ••.. \

PHASE 1 AUTOMATION

EFFICIENCY

INTERNAL CUSTOMER AND NEW BUSINESS OPERATIONS SUPPLIER INTERFACE UNITS

O R G A N IZ A TIO N A L F O C U S

Figure 1. 3-Phase Business Transformation Model

Markus and Robey define three dimensions of causal structure of theory: causal agency,

logical structure, and level of analysis. Causal agencies are technological imperative (external

forces), organizational imperative (people act purposefully), and emergent perspective

(interaction of people and events).

The logical structures of the studies are variance theory and the process model. The

variance theory assumes the causes are related to outcomes in an invariant, necessary, and

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sufficient way. The process model postulates that there are sufficient conditions which occur

overtime and explain the changes.

The level of analysis for studies in information technology focus on individuals (micro),

collective groups (macro), or both. Markus and Robey consider the form of research to be a

necessary factor for quality of research in this field.49

More of the theoretical work relates to interaction of information and organization. Initially

limitations on information access and processing by individuals necessitated the development of

the bureaucracy, allowing people to work together while sharing the burden of the task.

Achieving more as a group than each individual could, was the hallmark of the hierarchical

information structure of the military, church, state, and eventually big business. W hen the

human limitations on information processing are removed, the bureaucracy is threatened by

more effective structures.73

Collins, Hage, and Hull (1988) look at prediction of information automation based on

organizational and technical factors. Both structural and technoeconomic perspectives of

innovation included common variables: external incentives, internal mechanisms like technical

experts who identify solutions, and the ability to enable change (low formalization or flexible

manufacturing).21

Hierarchical authority, control, and communication organizations have lower rates of

innovation than organizations characterized by networked authority, control, and communication.

These organically designed organizations promote innovation because their complexity

increases awareness of the need for innovation and encourages brainstorming. Decentralization

increases pooling of ideas, moves decisions closer to point of use, and minimizes filtering and

loss of information through chain of command. Low behavioral formalization promotes flexible

roles, fewer barriers, and does not reward going by the book.

Collins, Hage, and Hull propose:

Hypothesis 1: The greater the complexity, the greater the change in automaticity, especially when production system development is high.

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31 Hypothesis 2: The greater the decentralization of decision making, the greater the change in automaticity, especially when production system development is low.

Hypothesis 3: The greater the formalization, the less the change in automaticity, especially when production system development is low.

Their conclusion is that the integration of human resources, knowledge, and technical

systems is imperative in understanding growth and improvement in an enterprise.21

The degree of utilization of the EDP system is affected by organizational factors: rigidity

of power structure, conflicting interests, training, philosophies. Further affecting the utilization is

the amount of user participation during design and implementation.4

Organization structure must be custom fit to each company, size, product, and philosophy.

Controversial yet individual aspects of a business are an individual's self esteem, livelihood, and

personal ambitions. These are directly affected by organizational structure and its changes.66

Access to information can shape how an organization functions. Automating existing

manual tasks does not affect this because the control of information remains relatively

unchanged. When everyone gets access to information, lines of authority get quickly tangled.

Managerial philosophy and organizational structure will determine if an organization can accept

this.73

Technology is a determinant of organizational structure. Information technology is a

technology of control. Technology affects the organization by its control requirements and

mechanisms. Uncertainty in technology determines organizational requirements and

possibilities. Variable and unstable processes need decentralization. A study of 38 companies

indicated a causal relationship between technology and structure, not a covariation of

environment. Information technology positively correlates to decentralization, and the number of

levels of hierarchy, and negatively correlates to formalization of decision rules.65

Organizations are shaped by the technology they use. There is an interdependence

between organization and technology.70

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2.4.2. New Roles

New technology creates and processes information and can deliver it via networks in real

time. The technology is a means of enhancing knowledge for employees trained and

encouraged to use it. Non-experts become experts and experts become more expert.34

Manufacturing in 1999 will require different communication and information. Networks will

replace up and down flow of information and make elimination of hierarchical structures

feasible.24 Systems such as MRP require different structures to be used after they are in place

to effectively utilize the availability, quantity, and timeliness of information. Roles change and

some may be eliminated.66

Information access can affect both the top and bottom of the organization. Upper man

agement no longer needs to rely on subordinates to gather and analyze data. Information that

cuts across many functions and areas can now be collected practically and used for decisions

not previously supported. Workers can have a more complete picture of the organization so that

decisions once reserved for management with the big picture can be made at lower levels.73

Tools and networks provide for multidiscliplinary teams to be formed on demand to

address current issues. They can be supported by information systems so they can be

productive outside of functional groups. Exploiting this potential is a new management

challenge 34

The changes in tools and organization structure requires change in the role of manage

ment in manufacturing. Traditional supervisory roles were assigning tasks, enforcing rules,

solving problems, controlling information, expediting work, and meeting goals and budgets 76

Traditional manufacturing organizations have been managed by specialized caretakers. Now the

need is for generalists who can create new visions and facilitate change not maintain existing

systems34 The emerging role for the high involvement supervisor calls for training, team

building, coaching, information sharing, conflict resolution, joint goal setting, and problem

solving. A major focus is linking teams to resources, suppliers, and customers 76

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It takes a champion to make a project succeed. Their chances of success are greatly

increased when they are supported by the organization. Information systems allow distribution of

information throughout the organization.13 This information needs to be structured and

distributed to m eet the champions' needs.

2.4.3. Enterprise Optimization

Two key questions facing today's managers are: how to design strategy-based, interacting

subsystems; and how to combine the subsystems into a process that can keep up with rapid

changes in the marketplace? Three factors critical to addressing these questions are: task

design, work flow, and people. These factors are interrelated and, therefore, must be aligned in

a way that supports the firm's strategy and defends its competitive position.15

Which information strategy is right for an organization? 'The choice is, at heart, a man

agement choice. The finest information system cannot survive a management style that

counters it philosophically."73

In the past, the changes an employee could implement were limited by their resources and

generally within the scope of their function. Access to greater information resources has

expanded the scope of the potential change beyond the function to intra- and inter-organizational

processes. 5

Corporate growth has overloaded many top executives. The inability to make personal

contacts with operating personnel required more reliance on data. These management changes

and growth made the data less relevant even though it was more necessary. The ineffective

ness of senior managers was due to the quality of the data and their ability to analyze it.16

Information technology can change the face of an enterprise. New technology can enable

an organization to be dynamic and learning.34 This requires different mindsets to utilize new

information resources effectively. Information is an exploitable asset, and information

technology is a capital resource in which to be aggressively invested in.6 The management of

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the information resources deserves equal footing with all other resources. Relegating it to a

secondary position in the organization will reduce its effective deployment.52

In Peliey's study a difference identified between CA and NCA companies was in the use of

enterprise wide databases. CA companies reported using enterprise wide databases which is

consistent with their overall proactive approach to use and distribution of information. NCA

companies are not using organization wide databases.62

The strategic management of organizational culture in the adoption and diffusion of new technologies must focus on (a) corporate strategy (b) organizational structure (c) leadership style (d) the status of the entrepreneurial function in the organization. 58 (ps- 15)

Social and technical change is a multiplicative relationship so that the impact is greatest

when both are favorable. New technology can increase innovation even if organization is

hierarchical and a flexible organization can innovate without new technology. When both are

present the results are synergistic.21 ■61

An entrepreneurial culture promotes innovative change, and facilitates risk taking and

decision making. The prevalence of organizational slack is necessary to absorb the conse

quences of risk taking behavior. Information system support can catalyze this environment by

enhancing communication, and providing structure.58

Measuring functions within an organization by different factors may result in suboptimiza

tion of the whole. Major improvements affect many areas simultaneously and not all areas may

improve while the overall effect is positive.34

Irrational incrementalism is exhibited in changing high performance organizations. Many

benefits are not realized until all the pieces of a system are in place. However the new

technologies encourage information sharing and enable greater independence. The result is to

enable smaller units (factories within a factory) to function effectively. Minifactories are

integrated, organizationally flat, self-managing, and flexible/responsive.34

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Restructuring the organization based on the technological systems to be developed is a

way to institute change. One should increase the proportion of trained specialists to increase the

rate of change in complex systems.21

System complexity should be related to applications on the system. Applications are a

factor of organizational readiness, structure, training, and philosophy.4

Location of EDP in an organization affects implementation of information systems. High

levels of automation and a strong impact of ED P are more likely when EDP reports directly to

top m anagem ent4

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3. METHODOLOGY DEVELOPMENT

3.1. Preliminary Methodology

3.1.1. QFD

A key question in making this methodology practical was how to deal with the tremendous

amount of information required to develop an effective strategy. This information needed to be

documented, presented, and updated. QFD satisfies these requirements.

QFD Designer software features are: the notes available on each entry and its develop

ment, the QFD matrix is a very effective and dense presentation tool, and the matrix can be

updated using the notes to track and document changes.

3.1.2. Catalogs

Developing a methodology that would be usable by a large audience required a way to

communicate the idea of information being a resource not just a set of data elements. Using

examples is a way to get this broader definition and one that is not currently in common usage,

across to the reader. The catalogs serve as examples and aid the reader in comprehending infor

mation resources and getting started with their own implementation of the methodology.

The first catalogs were based on my experience and used a a starting point for the text

studies. As the text studies progressed the catalogs grew and changed. They now encompass

requirements and technical specifications that the authors of the texts and case study participants

have brought to light.

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3.1.3. Process

Information resource strategy development is not a trivial task. While the theory is fairly

straightforward, in practice it is complex. Experience has shown that actually performing a task

teaches you much that was not anticipated by studying theory.

The research is diagrammed in Figure 2. To develop a usable methodology, performing

several iterations of implementation was a reasonable approach. To accomplish this within

resource constraints it was decided to develop three information resource strategies. The first

two were based on textbook case studies and the third on a case study of the manufacturing sec

tor of a Fortune 100 company. This approach lead through a learning process that refined and

expanded the methodology and catalogs with each iteration.

Research Scenario __________________________________________p . ! S y n o p s is J► W riteR ead T e x t

S y n op sis

A n a ly z e fo r I C u s to m e r B e q i

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Figure 2. Research Scenario

3.2. Text Studies

The research approach was to utilize the works of two authors describing high

performance organizations and develop a QFD matrix for each, describing their customer

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requirements for information resources. This utilized and helped further develop the questions

proposed for identifying customer requirements. After completing these individual matrices,

baseline catalogs of customer requirements and technical specifications were generated.

The models to develop the baseline are based on: The Effective Executive by Peter

Drucker and Thriving on Chaos by Tom Peters. These texts were chosen because they represent

different organizational approaches and each author has received wide acclaim for his work.

The customer requirements and technical specifications correspond to the What's and

How's o f a QFD matrix. For each book model there is:

1) A synopsis of strategy and structure described by the author

2) A Q FD top level planning matrix

3) A summary of the key components of the information resource strategy based on the

QFD analysis.

Synopsis

The focus of Peter Drucker is on the effectiveness of the organization being tied to the

effectiveness of its executives. The increasing size and complexity of organizations require more

effective executives, and individual performance is measured by the ability to succeed in an

organization. Communicating the strategic decisions of executives to levels of the organization

where they will be implemented is a priority.

The strategy is for each individual to identify the contribution they can make and for the

organization to be structured to facilitate and optimize their contributions. Key elements of

systems are those that can make the specialist and his or her specialty effective.

3.2.1. The Effective Executive by Peter Drucker

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In this environment there are four basic requirements for effective human relations: com

munications, teamwork, self-development, and development of others. Each of these is focused

on its contribution to the enterprise.

A paradigm that Drucker uses is "Making Strength Productive". The purpose of the organi

zation is to achieve results through individual's strengths. Staffing decisions should be made

based on what the candidate can do, not to minimize weaknesses. Support should be available

to take advantage of the strengths while making the weaknesses irrelevant. Drucker makes the

point that the average employee in the enterprise is average and the productive organization

facilitates their efforts to maximize their contributions.

Parallel to building on strength is choosing what can be accomplished and doing it. A focus

on what cannot be done because of the boss, corporate policy, or government regulation will not

produce results. Minimizing roadblocks and facilitating action along unobstructed paths must be

a goal of the organization.

The direction for the organization is set by the executives' definition of what the right things

to do are. Goals and objectives are set and strategies are developed. Another step in this

process is to set posteriorities, what not to do. The organization needs to constantly re-evaluate

its actions and decide what should be eliminated. The enterprise should make investments in

tomorrow, not in defending yesterday.

Peter Drucker proposes a top down directed organization with support and authority for

action at lower levels. It is a consistently defined strategy with many merits. The focus on

supporting and facilitating individual performance strives for higher levels of performance by the

enterprise.

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QFD Matrix

The business vision can be summarized as: make strength productive to accomplish a

realistic action plan. The organization structure is a top down directed hierarchy with support for

action at the lower levels.

The QFD matrix generated from The Effective Executive is shown in Figure 3. Notes on

the matrix are indicated by a triangle in the lower right hand comer of a cell that may be found in

Appendix B.

The What's, or key customer requirements, Drucker stresses are: get the right things done,

make decisions throughout the organization, and support average people. When planning the

technical specifications, these requirements were supported as fully as possible.

The How's having the highest priority to meet customer requirements are: applications,

goals and objectives, and an executive information system.

3.2.2. Thriving on Chaos by Tom Peters

Synopsis

Tom Peters subtitles this book "Handbook for a Management Revolution". He describes a

vision of a company that makes full use of its people resources. The focus for the enterprise is on

the customer. Peters proposes forty-five key items for creating this type of company.

These forty-five key items form the basis of the user requirements for the information

strategy to make this company successful. The elements of information required to fulfill each of

the forty-five items are identified as the user requirements.

The management revolution Peters is proposing starts with creating total customer respon

siveness. The top level strategy is:

C 1 . Specialize/Create Niches/Differentiate

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Five basic value-adding approaches for the customer are:

C2. Provide Top Quality (as perceived by the customer) C3. Provide Superior Service C4. Achieve Extraordinary Responsiveness C5. Be an Internationalist C6. Create Uniqueness

There are four building blocks to support these strategies:

C7. Become Obsessed with Listening C8. Turn Manufacturing into a Marketing Weapon C9. Make Sales and Service Forces into Heroes 11-10. Pursue Fast Paced Innovation (10 items listed below)

The last item in Total Customer Responsiveness is:

C10. Launch a Customer Revolution by becoming customer obsessed. Peters suggests a

new business profit equation is: Long-term profit equals revenue from continuously happy

customer relationships minus cost. Ask the question, "What have you done for the customer

today?".

The pursuit of fast paced innovation is central to Peters' philosophy. His guiding premise is

11. Invest in Applications-Oriented Small Starts, lots of trials, errors, and learning in a

very short period of time.

The four strategies to implement this are:

12. Pursue Team Product/Service Development 13. Encourage Pilots of Everything 14. Practice "Creative Swiping" 15. Make Word-of Mouth Marketing Systematic

The tactics to support and facilitate success of the strategies are:

16. Support Committed Champions 17. "Model” Innovation / Practice Purposeful Impatience 18. Support Fast Failures 19. Set Quantitative Innovation Goals

Overall the firm will be developing capabilities that will:

110. Create a Corporate Capacity for Innovation

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Peters' approach to maximizing the utilization of people resources is through the use of

empowerment. Empowerment can be simply defined as moving decision making to the lowest

possible level in the organization, and providing the people with all the resources needed to make

and implement those decisions. The two guiding premises for doing this are:

P1. Involve Everyone in Everything P2. Use Self-Managing Teams

Empowerment is not something that can be dictated by management. People accept

empowerment under the right conditions. There are five supports and three inhibitors to creating

the environment for empowered people.

Supports (add them):

P3. Listen/Celebrate/Recognize P4. Spend time Lavishly on Recruiting P5. Train and Retrain P6. Provide Incentive Pay for Everyone P7. Provide an Employment Guarantee

Inhibitors (take them away):

P8. Simplify/Reduce Structure P9. Reconceive the Middle Manager's Role P10. Eliminate Bureaucratic Rules and Humiliating Conditions

The business that chooses this approach will need to learn to love change. This provides a

new paradigm for leadership at all levels. Each day management must question conventional

wisdom and understand the new truths. Peters' guiding premise here is that leaders must: L1. Master paradox, where paradox is defined as a statement that seems contradictory,

unbelievable, or absurd but that may actually be true in fact. (W ebster's N e w World Dictionary)

The three leadership tools for establishing this direction are:

L2. Develop an inspiring Vision L3. Manage by Example L4. Practice Visible Management

Consistent with the other fundamentals, leadership is charged with the task of empowering

people.

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L5. Pay Attention! (More Listening) L6. Defer to the Front Line L7. Delegate L8. Pursue "Horizontal" Management by Bashing Bureaucracy

Throughout this process a strong focus is placed on change. The love of change is in fact

doing those things that facilitate change, not support the status quo. Peters’ bottom line is:

L9. Evaluate Everyone on His or Her Love of Change L10. Create a Sense of Urgency

The revolution these attitudes would cause in most of today's companies is significant. The

systems in place to support current management practices are probably not supportive of this

approach. The support systems need to be rethought with a priority of:

5 1 . Measure What's Important

The new systems need to comprehend empowerment and the new control philosophy:

52. Revamp the Chief Control Tools 53. Decentralize Information, Authority, and Strategic Planning

Toward the end of empowering people, the relationship between management and workers

must undergo restructuring. The systems need to establish trust throughout the organization:

5 4. Set Conservative Goals 55. Demand Total Integrity

The vision described is a comprehensive blueprint for a company doing business. A clear

and integrated information strategy is the key to effectively implementing the vision.

QFD Matrix

The business vision can be summarized as: empower people to focus on the customer.

The organizational structure supported is a flat organization with decisions being made by the

lowest possible level in the organization.

The QFD matrix generated from Thriving on Chaos is shown in Figure 4. Notes are indi

cated by a triangle in the lower right hand comer of a cell and may be found in Appendix B.

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M o d e le d o n ’T h r iv in g o n C h o o s " b y P e te rs

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Figure 4. QFD Matrix for Thriving On Chaos

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The What's, or the key customer requirements, Peters stresses are: empower people, be

customer focused, and listen for data and perceptions. When planning the technical

specifications, these requirements were supported as fully as possible.

The How's having the highest priority to meet customer requirements are: training in com

munications, support applications, and shared computer network storage.

3.3. Interim Catalogs

3.3.1. Assessment Questions

Information Resource User Interview Questions: (D1)

Define the 1 to 3 primary functions of your job. These functions are different task types

requiring different information sources, flows, or analysis.

Table 2. Information Assessment Questions (D1)

For each of the primary functions conduct the following interview: What? What information do you use to perform your job?

What do you do with the information? (analyze, compile, decide...) What objectives do you need to meet?

Who? Who generates the information you use? (individual, team , department, unit...) Who uses the output from your actions? Who works with you and needs to share this information?

How? How do you obtain the information you need? How do you use information to perform your function? How do you transmit your output to customers?

Where? Where does the information you need come from? (individual, process, multiple sources) Where does it go when you finish? Where do you need to go to get this information?

When? When was the information you need generated? When do you use the information? When is your output required?

Why? Why do you need the information? Why do you need to "handle" the information? Why does the task need to be performed?

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Information Resource Analysis Flow Diagram:

Each major job responsibility for a customer was mapped. The information required for

each function had a source and destination, input and output modes, and some action performed

by the customer. Most customers had two to four major job functions.

Table 3. Structured Interview Form (D5)

Information Resource Element: Source Input Mode User Action Output Mode Destination External Std Printed Report Distribution as is Std Printed

Report External

Other Site Ad Hoc Printed Report

Reformat Ad Hoc Printed Report

Other Site

Different Function Memo Edit / Proof Memo Different Function

Different Department E-Mail Combine Sources and Report

E-Mail Different Department

Your Department Application File: Spreadsheet, Word Processor

Analyze and Summarize

Application File: Spreadsheet, Word Processor

Your Department

You Phone Make Decision Phone You

Multiple Sources: Face to Face Meeting

Complex Analysis and Take Action

Face to Face Meeting

Multiple Sources:

Comments:

3.3.2. Customer Requirements

Table 4. Customer Requirements Catalog (D2)

Customer Requirement Catalog (D2) I Strategy/Planning G e t th e right things done

D efine w ork by results Establish a principle to solve generic pro blem s G oals and objectives

Slough o ff yesterday S et priorities and posteriorities C o rp orate capacity for innovation C o m m un icate strategy

Decision Model D ecisions throughout organization Decision supports D o w h a t can be done

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Table 4. Customer Requirements Catalog (D2) continued

Convert decisions to action Decentralize control system s Extraordinary responsiveness Listen for data and perceptions Pursue fast paced innovation Local authority Bias for action Pilots

Enterprise Productivity Knowledge worker Facilitate individual contribution Support average people Continuous improvem ent

Organization (Formal Process) Measure results and provide feed back Build on strengths Support interaction Self-development Development of others Self-Managing T ea m s Flat Autonomous business units Multi-functional team s Turn the Pyram id Upside D ow n

People/Culture (Informal Process) Communications Teamwork

Support strength Empower people Train and retrain

Support com mitted cham pions Recognition Listen Provide feedback

Problem Solving / Fire fighting T im e managem ent Fire fighting (handling exceptions) Internal focus M easure

Externals Top perceived quality Superior service Partnership with suppliers Customer focus

Competitive analysis Be an Internationalist

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3.3.3. Technical Specifications Table 5. Technical Specifications Catalog (D3)

I n f o r m a t i o n R e s o u r c e S t r a t e a v T e c h n i c a l S o e c i f i c a t i o n s In fo rm a tio n B u s in e s s P la n Inform ation Strategy Statem ent

Inform ation Goals Perform ance Review Plan

C o m m u n ic a tio n N e tw o rk LAN, W A N E -M ail Bulletin Boards

External Access N etw o rk Connectivity Ph on e System V o ic e Mail Beepers, Cellular M ail Tim eliness External Options C onference Systems Teleconferencing

V id eo Communication Conference Room Equipment

C o m p u te r R e s o u rc e M a n a g e m e n t Processors

M ainfram es W orkstations PC's Storage O n-L in e Archives B ack-up and Recovery

Frequency Security

Level Integrate Heterogeneous En viro nm ent

H u m a n R e s o u rc e M a n a g e m e n t Training Inform al Communication Networks O rganization Design Consistent Organization Philosophy

F in a n c ia l A n a ly s is S tra te g y Inform ation Benefits Analysis Distribution of Costs

U s e r A c c e p ta n c e S tra te g y U s e r Identification U s e r Involvement in Design U s e r Ownership of System Training

F u n c tio n a l In te g r a tio n S h a re Information

C o m m on Metrics D a ta Collection Across Functional B oundaries

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3.4. Case Study

The case study developed an Information Resource Strategy for a business sector of

a Fortune 100 company. The sector employs more than 1500 people and has dedicated support

functions (i.e. MIS, personnel, etc.) that interface with corporate functions. The sector is run by a

management staff formulating strategy and direction based on a general corporate vision.

The case study followed the Information Resource Methodology shown in Figure 5.

Information Resource Strategy Development Methodology

Structured Interview Form

A n a ly z e f o r C u s to m e r R e q u ire m e n ts

C ro s s F u n c t i o n a l D e v e lo p m e n t Team

C u s to m e rs / U s e r s

y____ Document R equi re m e n ts u s in g QFD ^ 3

; V a l i d a t i o n D e s ig n ^3

i R eview s p,q

R e v i e w ^

I n f o r m a t i o n lj C usto m er l| T e c h n ic a l A s s e s s m e n t |i R e q u ire m e n t |j S p e c i f i c a t i o n s T o o l D1 j; C a ta lo g x>2'-1 C a ta lo g ^

E n g in e e r T e c h n ic a l S p e c i f i c a t i o n s ^

T e c h n ic a l D esign R eview s A 7

j F i n a l D esign

i R e v ie w ^g

In fo rm a tio n s

M odel

Management A d o p tio n & D i s t r i b u t i o n A9

D e p lo y m e n t b y F u n c tio n s

Figure 5. Case Study Methodology

The flow chart is indexed by deliverables (D) and activities (/A). These are cross refer

enced in the following description. For example, D 1 refers to the Information Assessment Tool

shown in the upper left of the flow chart.

The business vision of the case study is described on the back of every employees' identi

fication badge. It is:

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C O M M ITTE D TO MEETING CUSTOMER EXPECTATIONS

Values Consistent Conformance To Customer Expectations Uncompromising Integrity And Respect For People Promotion O f Entreprenuership

Key Objectives Total Customer Satisfaction Superior Financial Performance Increasing Global Market Share

Methods Manage By Using Facts And Data Foster Communication, Teamwork, And Cross-Functional Collaboration Emphasize Training And Development M ake And Meet Realistic Commitments Recognize And Reward Accomplishments Benchmark To Best In Class Encourage Continuous Improvement

The organizational structure is characterized by the use of cross-functional teams in a

hierarchical structure. At each level of the organization teams are formed for analysis and

recommendation but the decisions are made a team at the highest level. The high level teams

require consensus of the lower level participants before considering the decision. The business is

also divided into autonomous units that need to agree to changes. This leads to a high

involvement but slow business process.

3.4.1. Customer/User Team Identification (A1)

Ownership of the Information Resource Strategy and the accompanying motivation to

utilize it are essential to successful implementation. Involving the users from the design phase

supports the above objectives and is fundamental to the QFD process. The organizational

structure of the case study makes selection of the teams extremely important for acceptance and

implementation.

Identify Key Users

The K e y users were a selected cross section of the enterprise. They represent various

functions, organizational groups, and job grades in order to give an objective picture of the

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organization's needs. The varied nature of the group also is intended to aid in reaching

consensus for action and convince top management of the applicability of the results. Their pri

mary input was in developing the customer requirements.

Select Broad Scope Users

The B r o a d S c o p e users were selected for their exposure to multiple functions. This per

spective was to be a check and balance on the K ey users focused view. These differing view

points provide validation of customer requirements.

This group included some of the members of the top level management team. Their input

and involvement would be critical to further implementation of the information resource strategy.

Select Subject Matter Experts

The S u b je c t M a t te r Experts are the third user group. They were chosen from functions

likely to have the responsibility for deploying the strategy. They have experience in providing the

tools and systems that currently support user requirements. This expertise aids technical

specifications development with an eye to integration with existing systems.

These people were likely to be members of cross-functional teams charged with implemen

tation of the strategy. Their early involvement increased the chances that they would accept and

support future changes.

3.4.2. Custom er Requirements Development (A2)

Interview Key Users

These interviews utilize the information Assessment Tool (D f), the Structured Interview

Form (D5) and Customer Requirements Catalog (D2). The objective is to identify typical

information and information processing they encounter on their jobs. Thirty interviews of Key

users were conducted with the expectation of defining 90 percent of the customer requirements.47

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Each person interviewed described from 2 to 4 job functions resulting in data on approximately 90

jobs.

Types of data, collection methods, sources, distribution, analysis, and uses of information

were identified for each customer. Notes were also made of any explicit information

requirements the customer mentioned. These were either a current requirement being used to do

their job today or a perceived requirement for the future. Preliminary prioritization of the customer

requirements were made based on improvement of job performance or effectiveness.

Three members of the Strategic Operations Team conducted the interviews. W e reviewed

the process prior to beginning the interviews and again after we had each completed several. W e

used consistent methods, the Structured Interview forms, and the Information Assessment

questions to gain comparable information from each interview.

Consolidate Interview Input (A3)

The Q FD model customer requirements were developed by synthesizing the individual

user responses into generalized groupings. This was done in a brain storming environment where

all requirements were listed on notes. The notes were grouped by categories and then the

categories were edited to eliminate redundancies.

The structured interview forms were also analyzed with respect to information flows. The

results are shown in Figure 6. The areas studied were information sources, input mode, job

requirements, output destination, and output mode. The x-axis of each graph represents the

number of job functions that responded to each category.

The information sources are a count of the number of sources of information and whether

any were external to the enterprise that a job function required. The results show that most job

functions gather information form less than 6 sources and a significant portion of the job functions

rely on information from outside the enterprise.

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w /E xt« rn a lw /E x tflin a l

E le c tio n s

H ardcopy

J o b R e q u ire m e n ts

Requests C om puter T ool*

Has C om puter T o o b

0 5 tO 1 5 2 0 2 5 3 0 35

Output Destination Output Mode

w / E x t o t n a t w /E xte rn a l

V oice

Etoctionie

H ardcopy

Figure 6. Information Flow Summary

The input mode is the format the information is received in. The external category indi

cates that either the hard copy or electronic formatted information was prepared outside the

enterprise. Voice communications were not differentiated between internal and external. The

"both" category indicates that the information required for the job function is received in both elec

tronic and hard copy format and must be merged in some fashion. There is a significant amount

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of information that is transmitted orally in this study. The "both" category dominates the

electronic and hard copy categories indicating a transition period.

The job requirements category refers to the tools the employee needs to process the

information for the particular job function. The manual category is where the information

processing is performed manually in a manner the employee feels is efficient. The "has

computer tools" categories indicates the employee has the tools necessary to process the

information effectively. The "requests computer tools" category indicates the employee has

decided that the processing of information is currently inefficient and believes that IT can be

applied to improve their job functions effectiveness. The largest group is those who want

additional IT support and taken together the computer categories indicate a strong preference for

computer support of information processing.

The output destination is the converse of the information source. Where does the informa

tion processed in the job function go? The results are very similar with most distribution to 6 or

fewer people and a significant amount transmitted outside of the enterprise.

The output mode is the format the information is distributed in. The external category

indicates preparation of information in a form specifically for external distribution, this is a rare

occurrence. The distribution formats parallel the input formats. Voice is the most frequently used

and again we see a large amount of information distributed in both electronic and hard copy. The

dual distribution requires duplicate systems with the associated overhead costs of each.

Review Requirements with Broad Scope Users (A4)

The initial QFD matrix was presented to this group of users to get additional input and

resolve any conflicts. This review focused on interdepartmental requirements and business

priorities.

This session served to finalize priorities and validate the QFD matrix through input from

two independent groups.

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Final Design Review (A5)

This was a general design review open to all participating users and management. The

objective was to gain consensus, which is important in getting ownership in the user community.

The customer requirements are the What's of the QFD matrix for the case study informa

tion resource strategy. The case study matrix is Figure 7.

3.4.3. Technical Specification Development (A6)

Develop Specification "Straw Man" (A6)

This step in the process utilized the Technical Specification Catalog (D 3 ) to add the

"How's" to the QFD model. A "straw man” is a draft of the model that is used to encourage dis

cussion and changes. The resources used to determine the instantiation of the specification

categories were technical literature, vendor contacts, and personal experience.

The development of the technical specifications at this stage facilitated discussions in

subsequent reviews with subject matter experts. Significant modification of initial technical

specifications occurred during the review process.

Technical Design Reviews (A7)

The "straw man" was reviewed and modified by the S u b je c t M a t t e r E x p e rts . There were

two categories of specifications that arose. First, the existing systems being used throughout the

division and second, systems that are in development. Potential future systems were not

included and may be added later to meet gaps in customer requirements.

This approach is not entirely consistent with the development of a strategy. It was more a

mapping of the current environment and did not address gaps in meeting user requirements,

which an information resource strategy should do. This was a result of limited management sup

port for development and implementation.

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Final Review of Technical Specifications {A8)

T h e technical specifications are the How's of the QFD matrix for the case study. They are

detailed in Figure 7. The relationships of the technical specifications identified are shown in the

roof of the QFD matrix. The triangular portion at the top of the matrix indicates where

specifications support each other or compete for resources. These interactions were developed

with the assistance of several subject matter experts.

D ue to time and resource constraints at the case study site management did not participate

in this review. The top management has not yet decided to implement the information resource

strategy and minimized resources to go beyond the case study development of the matrix and

strategy.

3.4.4. Information Resource Strategy Analysis {A9)

T h e case study requirements were to develop the QFD matrix for the information resource

strategy. It was hoped, however to go beyond that and have the strategy implemented. This has

not been the case as management at the case study site is not acting on the QFD model at this

time. The business analysis for management adoption and distribution is therefore theoretical

and limited in scope.

Summary: Information Resource Strategy

T h e customer requirements fall into five main categories: daily communication, product

document management, computer support, knowledge base, and training. The daily

communication is the interface the user has with the systems. The computer support and training

is the infrastructure that enables the customers to access the information. The knowledge base

and product document management is the information the enterprise needs to leverage to sustain

a competitive advantage. The information resource strategy needs to integrate these

components with the vision and structure.

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The customer requirements primarily refer to information in electronic format. This is also

seen in the information flow summary (Figure 6). A computer network infrastructure is currently

in place. It should be upgraded to improve functionality and keep pace with technological

development. The organization has clearly adopted electronic based information and systems to

implement the "methods" section of their business vision. Key areas here are:

Manage By Using Facts And Data Foster Communication, Teamwork, And Cross-Functional Collaboration Emphasize Training And Development Encourage Continuous Improvement

These methods are echoed in many of the customer requirements.

Daily communication is a key business area that requires additional functionality to facili

tate working in a totally electronic environment. These systems need to support work in cross

functional teams. The e-mail customer requirements with the highest priorities are team

distribution and inter-site functionality. Both of these requirements are in response to the current

cross-functional teamwork modes not being well supported by systems that were originally design

for individual users.

The customer requirements identify two bodies of information of critical importance. First,

the product documents which are controlled by the electronic vault and configuration

management systems. Second, a broader set of information used to run the business day-to-day

including vendor, production, personnel, and field data. Access to and analysis of this information

needs to be expanded in both extent of use and number of employees involved. To make any of

this effective, the appropriate training must be available in a timely manner.

Functions to Support Technical Specifications

The functions that need to be involved in the implementation process are telecommunica

tions, M IS, engineering automation group, human resources, and training. Telecommunications

is responsible for the LAN, and phones that provide the backbone for most communication. MIS

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provides e-mail, network applications, and support for team technology, site systems, division

systems, and training. The engineering automation group provides ADCS, the product document

management system, engineering applications, and training. Human resources supports the

organizational aspects of many systems, team facilitation, training, and scheduling. Training

builds and teaches courses for many systems and applications along with classes in communica

tion, team technology, and information processing technologies.

Conflicting And Supporting Interactions

The How’s interactions are mapped on the "roof' of the QFD matrix. There are both

positive and negative interactions. The positive interactions are where the value the enterprise

receives is greater when both How's are present than the sum of their individual values. The

negative interactions are when the How’s compete for resources or require additional effort from

the enterprise when both are in use.

The LAN/WAN is the foundation for the majority of electronic information systems and is

key in most positive interactions. Many of the systems are totally dependent on it. Maintenance

of a high quality and reliable LAN will be reflected in the performance of this organization. The

LAN also facilitates synergy between a number of the How's by allowing for integration through

data exchange.

The negative interactions are due to incompatible applications. Additional effort is required

to transition information from one to the other such as in e-mail applications. There is also

competition between information formats that require extra efforts and resources to merge such

as with the raster based fax technology, and ASCII based LAN data. Where the electronic

formats are incompatible the user frequently reverts to paper output to merge the information.

The distribution of that information is limited to paper or requires another process to transform it

to an electronic format. The transformation of information formats at the user level is costly in

terms and time and the limits it imposes on the user.

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3.5. Retrospect

The case study was completed according to the proposed methodology. The QFD matrix

provide the structure to formulate an information resource strategy. The catalogs were exercised

and expanded and provide a starting point for further development. The information assessment

tool and structured interview form proved to be useful tools for conducting interviews and

collecting customer requirements. The customer requirements collected from the 30 key users

were shown to be a thorough list in the subsequent design reviews. The information resource

strategy checklist is a good sequence for executing the information resource strategy

methodology. Using the methodology and tools from this dissertation, an enterprise can expect to

develop a usable information resource strategy.

The case study was performed as a function of a newly formed Strategic Operations Team.

There was considerable controversy within the management counsel over the charter and

responsibilities of the Strategic Operations Team. As a result, when the case study neared

completion, the Strategic Operations Team lacked the influence and credibility to gain

management acceptance of the Information Resource Strategy we had developed. It was a dis

appointment not to be able to extend the case study beyond the proposed model development

into strategy implementation.

Even though representatives of management were members of the Key and Broad Base

User groups, we had not gotten their commitment to implement the final results. It is evident that

we needed more management involvement to gain acceptance of the information resource

strategy. The most likely place for this to have occurred was the Broad Base Users Group or at

the design reviews. An additional management design review might also have been included in

the process.

Thorough data collection and insightful analysis are important to produce a high quality

strategy, but understanding and planning for your environment may be the key to implementation.

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While the development of the information resource strategy and QFD model were accomplished

as proposed, there were lessons to be learned regarding implementation in the case study

environment.

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4. CONCLUSIONS

4.1. Deliverables and Methodology

Even the longest journey starts with a first step. The materials developed during the

course of this dissertation will start an enterprise down the path toward an information resource

strategy. When the enterprise has a goal to have an information strategy, they have already

made progress toward re-thinking their business.

4.1.1. Catalogs

The catalogs are food for thought but not a substitute for understanding your own environ

ment. In the case study, the results were similar as well as different to the catalogs. The five

major customer requirement groupings of the case study (Daily Communication, Product

Document Management, Computer Support, Knowledge Base, and Training) are much more

informative than the general headings in the catalog. The groupings convey information about

how the enterprise is organized and functions from the perspective of the users. These five ideas

can be the foundation for a strategy statement for the enterprise.

4.1.2. Questions and Forms

The Information Assessment Questions and Structured Interview Form serve two functions.

First, they promote planning. Review these tools and see if they apply to your environment.

Questions or information flows may need to be added, changed, or deleted for a particular

enterprise. It is important to consider this before starting to interview.

Second, the questions and forms promote consistency among interviewers and inter

viewees. It is much easier to compare results of interviews that have followed the same process.

During the case study, three people conducted the interviews with comparable results.

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4.1.3. Methodology Checklist

The checklist reinforces the process of developing the information resource strategy. The

process is very important in putting a team together, gaining ownership, and implementing the

strategy. Without the right team, the customer requirements and technical specifications may be

incomplete or biased. If ownership of the project by the enterprise is not achieved, information

resources will not take their place in the business strategy planning cycle. When it comes time to

implement plans to execute the strategy one must have the buy in of the installers and users.

Building a Q FD matrix is a small mechanic in developing an information resource strategy.

Many changes need to take place throughout the enterprise and these take time, involvement and

trust. The methodology takes this into account through the team building and design review

processes.

4.2. Execution

4.2.1. Team Building

When the Key Users were chosen we attempted to get a cross section of function and job

grade. In forming the team, we asked for volunteers, therefore we did not have complete control

of the dispersion. Asking for volunteers was the normal way of forming teams in the case study

environment.

To encourage people to volunteer and to increase their value as team members we began

by distributing an educational package. This package included a definition of an information

resource strategy, our goals for the study, the methodology, a project timeline, and their time

commitment as a team member. This proved successful as we had approximately an eighty per

cent volunteer rate and very little attrition during the study.

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4.2.2. Interviews

The interviews are a two way exchange of information. One needs to educate the cus

tomer about what information resources are and why a strategy can help them. Much of the infor

mation they provided was embedded in the descriptions of what they do. W e listened carefully,

asked probing questions, and tried to understand what they were faced with in their jobs on a daily

basis. It was also important to get the users to think about what it would take for them to improve

their job performance. By covering their major job functions, we built a picture of their

information resource requirements.

4.2.3. Analysis

Large quantities of data are collected during the interview and technical specification

process. The analysis phase lets the data be condensed into the concise form of a strategy and

provides support and understanding for tactical implementation.

The first step in the analysis of the case study was to look at the prioritized customer

requirements, and come to an understanding of macro issues that were strategically important.

Three main issues were noted. First, control of information and documents compliant with

regulatory guidelines. Second, provide information to employees in an effective manner. Third,

control and automate information processes.

Next we developed the technical specifications. In the case study we included existing

systems. The following step would be a gap analysis to identify which customer requirements

were not addressed or insufficiently covered.

4.2.4. Strategy Statement

Formalizing the strategy is an important action. The strategy statement must clearly con

vey the important points to many people in the enterprise. It should be comprehensive but simple

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enough to be understood and utilized for decision making. It is the guiding force for the

enterprise's approach to information.

The strategy statement for the case study is: OUR INFORMATION IS THE RESOURCE THAT SETS US APART.

Values • Using Information Resources To Best Serve Our Customers • Information That Is Freely Shared. • Employees Who Fully Utilize Information Resources.

Key Objectives • Effective Product Document Management • Deployment Of Knowledge Base • Compliance With Regulatory Guidelines

Methods • Standardizing Information In Electronic Format • Automation Of Business Processes • State O f The Art IT Systems • Electronic Communication Systems • User Friendly Interfaces • Training In All Aspects O f Information Resources

The tactical systems and methods for implementing this strategy are the high relative

importance technical specifications. The relative importance is generated by meeting the

priorities of the customer requirements. The systems that have the highest relative importance

are: •ADCS 54.1%

The Electronic Vault Process Automation View and Mark-up Product Structure

o Team Technology 11.4% Lotus Notes Acrobat

•LAN/W AN 9.5%

o Individual Applications 4.5%

A DCS is the product document management system that is installed. ADCS is in limited

usage and both the number of users and the functionality are being expanded. The electronic

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vault and the view and mark-up functions are available with the process automation and product

structure planned for the next major release. The priorities for ADCS are the introduction of the

next release with product structure and process automation capabilities, and wider acceptance

and use in the user community.

Team technology is currently in prototype development. The objective of team technology

is to control and streamline the product development process. Lotus Notes and Acrobat are the

specific applications being used to implement team technology. The team technology process

will be integrated with ADCS. Further research and development of team technology is the

immediate priority. Longer term there will be implementation and training considerations.

The LAN/W AN is the backbone of the entire electronic data system. It is utilized by most

other systems and is the major repository for individuals storage of information. The LAN needs

to maintain highly reliable performance and handle higher traffic and storage demands by the

users.

The individual applications are filling many customer requirements. Standardized applica

tions are being introduced to replace individual applications that have come into wide use. New

requirements can be expected to spawn additional individual applications and many may not be

widely enough used to justify standardization. Current and new individual applications need be

integrated with other systems and supported with network resources.

4.3. Recommendations for Further Research

The approach to information as a resource to be planned and managed is the key to this

dissertation. The three areas that should be explored further are other methodologies for

developing information resource strategies, the impact these methodologies have on an

enterprise, and long-term maintenance of the strategy.

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4.3.1. Methodology Variations

Q F D is a fairly new tool and not in widespread use. Introducing it to an enterprise, along

with the concept of information resource strategies, may be an additional hurdle. There may

already exist, within an enterprise, a process that could be used to develop an information

resource strategy.

Other strategic planning processes are already in place in most organizations. Incorpo

rating information resource strategy development into an existing process would be preferable.

As part of an existing process, it would have a greater chance for long-term success and

acceptance.

4.3.2. Impact Analysis

W hat is the return on information resource strategy investment? How much could a com

pany expect to profit by implementing one? These are certainly some of the first questions a

manager is going to ask when approached with the information resource strategy concept. At this

point in time the decision would have to be based on faith in the theory.

Initially, financial estimates could be made on prior experiences and assumptions of future

performance. An example might be to review an enterprise's network development results

without a strategy vs. what might have been done with a strategy. For an enterprise facing ISO

9000 certification (International Standards Organization Product Development and Manufacturing

Standards), the comparison might be the costs and expected results of current methods vs.

implementing an information resource strategy.

After implementation of information resource strategies, actual measures of performance

changes can be made and benchmarks developed. The benchmarks might be categorized by

size, industry, technological level, or another relevant factor.

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Also, if additional methodologies are developed, the impact of each methodology can be

compared. This can provide guidance for an organization about to embark on the information

resource journey.

4.3.3. Strategy Maintenance

The Q F D model supports maintenance of the strategy over time, but this was not done in

the dissertation studies. How would the strategy be updated? W hat planning cycles are

appropriate? How should completed or obsolete systems be handled? How should customer

requirements be reviewed and updated?

Maintenance of the strategy may be dependent on the process being incorporated into an

existing planning process. Are there other critical factors to long-term adoption?

An information resource strategy is a change in the way an enterprise thinks and operates.

Understanding the impact of these changes is important to future health and growth of the

enterprise.

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APPENDIX A

DELIVERABLES

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Information Resource Strategy Development Methodology

j! In fo rm a tio n ij A ssessm ent

Tool

Customer Requirem ent C a ta lo g

T e ch n ica l S p e c i f ic a t io n s C atalo g0 2

Document Requirem ents u s in g QFD

• QFD : In fo rm atio n • S tra te g y | Model

E ngineer T e c h n ic a l S p e c i f ic a t io n s

Analyze fo r Customer Requirements

A3 I D4

V a li d a ti o n Design Revi ews

T e c h n ic a l Design Reviews A7

F in a l Design Review

: F in a l .i Design | Review j^g Management

Adoption c D is tr ib u t io n

C ross F u n ctio n al Development Team A9

C ustom ers/ Users Deployment by F unctions

The flow chart is indexed by deliverables (D) and activities (A ). These are cross

referenced in the following description. For example, D1 refers to the Information assessment

tool shown in the upper left of the flow chart.

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Information Resource Strategy Checklist (D4)

V Action Comment Identify Business Vision Secure or develop vision s ta te m e n t th a t reflects

actual practice Identify Organizational Structure Evalu ate formal and inform al organization fo r

key elements C u s to m e r/U s e r Team Identification (A1) A ssem b le a cross-functional d evelo pm en t te a m .

Iden tify K e y Users

S e le c t Broad Scope Users S e le c t Subject Matter Experts

C u s to m e r Requirements Developm ent (A2)

Interview K e y Users Inform ation A ssessm ent T o o l (D1), th e Structured Interview F orm ( D 5 ) and C u sto m er R equirem ents Catalog (D2).

C o n s o lid a te Interview Input (A3)

D e v e lo p first draft Q FD model C u sto m er Requirements

R e v ie w Requirements with (A4) Broad Scope Users H o ld Final Design Review (AS) All Users

T e c h n ic a l Specification Development

D e v e lo p Specification "Straw Man" (A 6) Technical Specification C atalog (D3) H o ld T echnical Design Reviews (A7) Subject M atter Experts F in al Design Review (A8) Establish Ownership

Info rm ation Resource Strategy Analysis (A9)

E v a lu ate Priorities, Strengths, W e a k n e s s e s , and G aps

S u m m a riz e Information Resource Strategy C a teg o rize Technical Specifications By Function E v a lu a te Interactions Conflicting and Supporting

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Information Assessment Tool (D1)

Information Resource User Interview Questions:

Define the 1 to 3 primary functions of the user's job. These functions are different task

types requiring different information sources, flows, or analysis.

For each of t he primary functions conduct the following interview: What? What information do you use to perform your job?

What do you do with the information? (analyze, compile, decide...) What objectives do you need to meet?

Who? Who generates the information you use? (individual, team, department, unit...) Who uses the output from your actions? Who works with you and needs to share this information?

How? How do you obtain the information you need? How do you use information to perform your function? How do you transmit your output to customers?

Where? Where does the information you need come from? (individual, process, multiple sources) Where does it go when you finish? Where do you need to go to get this information?

When? When was the information you need generated? When do you use the information? When is your output required?

Why? Why do you need the information? Why do you need to "handle" the information? Why does the task need to be performed?

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Customer Requirements Catalog (D2)

Customer Requirement Catalog (D2) I Strategy/Planning Get the right things done

Define work by results

Establish a principle to solve aenerie problems

Goals and objectives

Slough off yesterday

Set priorities and posteriorities

Corporate capacity for innovation

Communicate strategy

Decision Model Decisions throughout organization

Decision supports

Do vvhat can be done

Convert decisions to action

Decentralize control systems

Extraordinary responsiveness

Listen for data and perceptions

Pursue fast paced innovation

Local authority

Bias for action

Pilots Enterprise Productivity Knowledge worker

Facilitate individual contribution

Support average people

Continuous improvement

Organization (Formal Process) Measure results and provide feedback

Build on strengths

Support interaction

Self-development

Development of others

Self-Managing Teams

Flat

Autonomous business units

Multi-functional teams

Turn the Pyramid Upside Down

People/Culture (Informal Process) Communications

Teamwork

Support strength

Empower people

Train and retrain

Support committed champions

Recognition

Listen

Provide feedback

Problem Solving 1 Pire fighting Time management

Fire fighting (handling exceptions)

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Internal focus

Measure

Externals Too perceived quality

Superior service

Partnership with suppliers

Customer focus

Competitive analysis

Be an Internationalist

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Technical Specifications Catalog (03)

Inform ation Resource Strateav Technical Specifications Inform ation Business Plan Information Strategy Statement

Information Goals Performance Review Plan

C o m m un ication Network LAN, W A N E-Mail Bulletin Boards External Access Network Connectivity Phone System Voice Mail Beepers, Cellular Mail Timeliness External Options Conference Systems Teleconferencing Video Communication Conference Room Equipment

C o m p u te r Resource Management Processors Mainframes Workstations PC's Storage On-Line Archives Back-up and Recovery Frequency Security Level Integrate Heterogeneous Environment

Hum an Resource Management Training Informal Communication Networks Organization Design Consistent Organization Philosophy

F inancial Analysis Strategy Information Benefits Analysis Distribution of Costs

U ser A cceptance Strategy User Identification User Involvement in Design User Ownership of System Training

Fu n ctio n al Integration Share Information Common Metrics Data Collection Across Functional Boundaries

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Structured Interview Form (D5)

Information Resource Element: Source Input Mode User Action Output Mode Destination External Std Printed Report Distribution as is Std Printed

Report External

Other Site Ad Hoc Printed Report

Reformat Ad Hoc Printed Report

Other Site

Different Function Memo Edit / Proof Memo Different Function Different Department E-Mail Combine Sources

and Report E-Mail Different Department

Your Department Application File:

Spreadsheet, Word Processor

Analyze and Summarize

Application File:

Spreadsheet, Word Processor

Your Department

You Phone Make Decision Phone You Multiple Sources: Face to Face

Meeting Complex Analysis and Take Action

Face to Face Meeting

Multiple Sources:

Comments:

Information Resource Element: Source Input Mode User Action Output Mode Destination External Std Printed Report Distribution as is Std Printed

Report External

Other Site Ad Hoc Printed Report

Reformat Ad Hoc Printed Report

Other Site

Different Function Memo E d it/P ro o f Memo Different Function

Different Department E-Mail Combine Sources and Report

E-Mail Different Department

Your Department Application File: Spreadsheet, Word

Processor

Analyze and

Summarize Application File:

Spreadsheet,

Word Processor

Your Department

You Phone Make Decision Phone You Multiple Sources: Face to Face

Meeting Complex Analysis and Take Action

Face to Face Meeting

Multiple Sources:

Comments:

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APPENDIX B

QFD Models and Notes

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QFD Matrix for The Effective Executive

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Notes T h e following notes were made in the Q FD software during the generation of the

Information Resource Strategy model. These are working notes for reference during analysis or updating of the model.

Notes on What's:

W H A T : Productivity Effectiveness is synonymous with productivity. Key elements of the support

systems need to be geared at facilitating productivity of members of the organization.

W H A T : Convert decisions to action pg. 136-9; Who needs to know?, W hat needs to be done?, Who is responsible?,

Are the required actions feasible?

W H A T : Support Strength pg. 71-99; Strengths should be facilitated to achieve results and weaknesses

should be made irrelevant.

W H A T : Set Priorities and Posteriorities pg. 109-12; Make conscious decisions on what not to do

W H A T : Slough Off Yesterday pg. 104-8; Invest in tomorrow not defending yesterday

W H A T : aet the right things done pg. 1; the key to effectiveness pg. 130-6; the "right" things are the boundary

conditions of what decisions should accomplish'

W H A T : knowledge worker pg. 2; technology to support increasing numbers of knowledge workers,

W HAT: Define work by results pg. 7; Work is measured by results not cost, time, number if people, quantity

W HAT: Problems Organization realities that detract from effectiveness

W H A T : decisions throughout organization pg. 9; Knowledge workers, managers, individual professionals are all executives in

the fact that they make decisions and take actions, pg. 143; Communicate policy decisions so that the right fire fighting decisions are made.

W H A T : tim e management pg. 10; pg. 36- ; Track and analyze use of time. Categorize: recurrent crisis,

overstaffing, malorganization (excess meetings), malfunction of information

W HAT: fire fighting (handling exceptions) pg. 11; Focus is on the squeaky wheel not planned priorities - pg. 123-4;

Exceptions are not new "decisions" but rather adaptations of current policy.

W HAT: Organizational Supports Support of practices that make for effectiveness

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W HAT: support average people pg. 18-21; Most people have competence in a particular area and operate in a

broader arena. W e will not find supermen with broad competence, plan for the average person.

WHAT: measure results and provide feedback pg. 24; pg. 123- ; Feedback is key in decision process, pg. 139-42; Be sure the

decisions are being carried out. Check that generic decisions are being implemented as adaptations to exceptions.

W HAT: build on strengths pg. 24; Identify strengths to build on

W HAT: internal focus pg. 14; executive is part of organization and is limited in view of external (real)

world including customers and markets where results are really measured

W HAT: Decision Supports pg. 24; Facts to support strategic decisions and methods to communicate them

W HAT: Goals and objectives pg. 30; Communicate goals and objectives of organization so that knowledge

worker knows what to do and why pg. 56: Organization needs commitment to values "this organization stands for"

W HAT: Support Interaction pg. 31; Facilitate interactions between people which are a significant portion of

their time especially in a large organization

WHAT: Establish a principle to solve generic problems 122-4: Elements of the decision process include determination that the problem is

generic, establishing key boundary condition, deciding what is "right", building in action to the decision, and including feedback.

W HAT: Communications pg. 65: based on best utilization of knowledge by the individual as they need it.

W H A T : teamwork pg. 67-8: The automation of information distribution reduces communication which

normally contains subjective content: opinion, impression, comment, judgment, bias. Opportunities for "communication" (direct contact: voice, visual, written) must be created

W HAT: self-development pg. 68: Lack of knowledge should not be the limiting factor in obtaining goals.

W H A T : development of others pg. 68-9: provide supports to facilitate achieving of stretch goals

Notes on How's; HOW : Goals and Objectives

Define the "rights things" at the top and communicate them so that individuals can work effectively

HOW : Executive Info System Support strategic decisions, collect information., distribute decisions

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H O W : Metrics of Performance Develop metrics that measure what is strategically important

H O W : New Strategic Decisions Inform and educate about the new decisions shaping enterprise strategy

H O W : Information Usage Support effectivity of Knowledge worker. Use data, recent executive decisions, etc.

to do ones job.

H O W : Data Navigator Links data sources as single logical database. Permits easier access to all data to

users. Individual users can maintain their own view of the enterprise data.

H O W : Skills Key supports: Individual contribution, self-development, problem solving

H O W : Organization Hierarchy is important so organizational skills are key: MBO, time management,

facilitation, managing subordinates(build on strengths), teamwork

HO W : LAN/WAN Facilitate individual communication and management of resources

H O W : Bulletin Board Distribution of decisions and results throughout the organization. Feedback from

management.

H O W : Distributed Processing Processing power based on individual need and control to facilitate individual

performance.

HO W : Common Applications Minimize training and promote sharing of information.

H O W : Output Devices Shared printers, plotters, modem’s, faxes, for distributing information

H O W : Network and Hardware Support operation and assure reliability of network and hardware

HOW : Applications Choose common applications to meet user needs. Provide support and training for

effective customer use.

HOW : Integration Facilitate sharing of information between groups, systems, and applications.

HOW : Expert Consultants Experts in applications and information to increase effectiveness and capabilities

of individuals

H O W : PIMS PIMS (Product Information Management System) will control electronic information

and the processes the information goes through. Allows for the implementation of operating procedures electronically making them more efficient, effective, use friendly, easier to change, and minimizing training.

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Notes on What vs. How Relationships

W H A T : build on strengths HOW: Goals and Objectives focus strengths on what is needed by the organization

W H A T: build on strengths HOW: Skills Maintain competency with periodic training and broaden into related fields

W H A T : build on strengths HOW: Common Applications Easier to share expertise and work together. Experts do not need to know multiple

applications.

W H A T: build on strengths HOW: Applications Support can enhance individual capabilities and fill in gaps.

W H AT: Communications HOW: Skills Communication is a skill that requires training to develop: presentations, reading

an audience, persuasion, leadership

W H A T : Communications HOW: Organization Organize to promote communication (sharing of information not hoarding) and

develop skills for preparing and presenting

W H A T : Communications HOW: Executive Info System Automatically make day to day information and decisions available to all.

W H AT: Communications HOW: LAN/WAN Backbone for multiple systems: e-mail, EIS, shared storages.

W H AT: Communications HOW: Bulletin Board Versatile means of communication.

W H A T: Communications HOW: PIMS Automate communication process regarding info object development through

release procedures.

W H A T : Communications HOW: Distributed Processing Communication and analysis support.

W H A T: Communications HOW: Common Applications Share not just the information but models, procedures, methods.

W H A T : Communications HOW: Output Devices Provide info in format that user chooses.

W H A T: Communications HOW: Network and Hardware Framework for various applications.

W H A T : Convert decisions to action HOW: Goals and Objectives For organizational goals to be accomplished numerous supporting decisions must

be made and executed.

W H A T : Convert decisions to action HOW: Skills project planning and follow up

W H A T : Convert decisions to action HOW: Organization Formally and informally create teams, coalitions, interest groups, departments,

business units to implement enterprise directions

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WHAT: Convert decisions to action HOW : Executive Info System Disseminate decisions and follow up with metrics.

W H A T : Convert decisions to action HOW : LAN/WAN Communicate decisions and collect results.

W H A T : Convert decisions to action HOW : Bulletin Board Communicate decisions.

W HAT: Convert decisions to action HOW : Common Applications Facilitate distribution of decisions and the data used to make the decision.

Common tools aid in measurement of results.

W H A T : Convert decisions to action HOW : Output Devices Distribute decisions and supporting documentation.

W H A T : Convert decisions to action HOW : Network and Hardware Communication backbone.

W H A T : Convert decisions to action HOW : Integration Coordinate actions between various departments and share relevant info

throughout.

W H A T : Convert decisions to action HOW : Expert Consultants Experts to guide best implementation.

W H A T : Decision Supports HOW: New Strategic Decisions Strategies need to be available with supporting data to effectively support future

decisions

W H A T : Decision Supports HOW: Metrics of Performance Measurements to justify decisions

WHAT: Decision Supports HOW: Executive Info System Share info and provide analysis functionality.

W H A T : Decision Supports HOW: LAN/WAN Provide analysis functionality (shared licenses) and reduces barriers to info access.

WHAT: Decision Supports HOW: Bulletin Board Current info and changes. Input from many sources.

WHAT: Decision Supports HOW: Common Applications Use model, programs, procedures rather than "2-d" data.

W H A T : Decision Supports HOW: Network and Hardware Provide for collection, integration, and distribution of data.

W HAT: Decision Supports HOW: Applications Common analysis methodologies.

WHAT: Decision Supports HOW: Integration Build data views that support enterprise optimal decisions.

W H A T : Decision Supports HOW: Expert Consultants Integral part of decision support system.

W H A T : decisions throuohout organization HOW: New Strategic Decisions Lower levels of authority need to be aware of the latest strategic directions to guide

their decision making

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WHAT: decisions throughout organization_____ HOW : Goals and Objectives Clear goals will allow appropriate decisions throughout the organization toward a

common point.

W HAT: decisions throughout organization_____ HOW : Metrics of Performance Decisions will be evaluated with common measures. Everyone should reach

similar conclusions as to the best decision.

WHAT: decisions throughout organization_____ HOW : Information Usage Individuals have access to and ability to use available information

W H A T: decisions throughout organization HOW : Skills Quality of decisions dependent on problem and decision skills

W HAT: decisions throughout organization_____ HOW : Organization Organize so that decisions are made at the right levels and information gets to

those making the decisions

W H A T : decisions throughout organization_____ HOW : Executive Info System Share information to facilitate decision making with a "big picture" info base. Keep

up with decisions made.

W HAT: decisions throughout organization_____ H O W : PIMS Info process integration is enterprise wide.

WHAT: decisions throughout organization_____ HOW : Distributed Processing Computing resources can be provided incrementally as user demands change.

WHAT: decisions throughout organization_____ HOW : Common Applications Consolidating and integrating info facilitated.

W H A T : decisions throughout organization_____ HOW : Output Devices Facilitate distribution of info.

W H A T : decisions throughout organization_____ HOW : Data Navigator Provide for sharing of information through the enterprise.

W H A T : decisions throughout organization_____ HOW : Network and Hardware Links decision makers to vital data and distributes decisions.

W H A T : decisions throughout organization_____ HOW : Applications Support analysis and tool use to make and distribute decisions.

W HAT: decisions throughout organization_____ HOW : Integration Have complete data available and understand interactions.

W H A T : Define work bv results HOW: New Strategic Decisions Results need to be in sync with strategies

W H A T : Define work bv results HOW: Metrics of Performance Specify what the results will be measured by

W HAT: Define work bv results HOW: Skills Workers must be trained in order to expect to fairly measure performance by

results

W HAT: Define work bv results HOW: Executive Info System Access to metrics.

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W H A T: development of othersHOW: Skills Curriculum to support development program

W H A T: development of othersHOW: Applications Include training and consulting in development plans.

W H A T: development of othersHOW: Expert Consultants Training and fill-in gaps to facilitate reaching objectives.

W H A T : Do what can be done HOW : New Strategic Decisions Strategies should drive all actions

W H A T: Do what can be done HOW: Goals and Objectives Provide guidance for daily decisions

W H A T: Do what can be done HOW: PIMS Notify workers of which records require their attention.

W H A T : Establish a principle to solve generic problems H O W : New Strategic Decisions Strategic decisions should be applied to day to day problems at all levels

W H A T: Establish a principle to solve generic problems H O W : Executive Info System Publish generic principles.

W H A T : Establish a principle to solve generic problems H O W : Bulletin Board Communicate these principles through the enterprise quickly and easily.

W H A T : Establish a principle to solve generic problems H O W : Integration Have integrated data to see "big picture" and understand how principles will affect

organization.

W HAT: Facilitate individual contribution HOW: Metrics of Performance Let individuals know what is important

W H A T: Facilitate individual contribution HOW: Information Usage Train individuals on what info is available, howto access it, and analysis tools

W H A T : Facilitate individual contribution HOW: Skills Improve and expand competency and ability to contribute

W HAT: Facilitate individual contribution HOW: Organization Effectively incorporate individual efforts into group or coordinate individuals to

produce better overall results

W H A T: Facilitate individual contribution HOW: Executive Info System Keep up to date on individual's progress and provide direction/priorities.

W H A T : Facilitate individual contribution HOW: LAN/WAN Ties individuals to rest of organization.

W H A T : Facilitate individual contribution HOW: PIMS Provide info on demand and automates involvement in business processes.

W HAT: Facilitate individual contribution HOW: Distributed Processing Minimize competition for computing resources and reduces concerns about

contention with corporate programs(payroll, accounting, etc.)

W HAT: Facilitate individual contribution HOW: Common Applications Retraining minimized and sharing applications provides more complete info

exchange.

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W H AT: Facilitate individual contribution HOW: Output Devices Support users' preference for info format.

W H AT: Facilitate individual contribution HOW: Data Navigator Facilitate worker access to info sources.

W H AT: Facilitate individual contribution HOW: Network and Hardware Links individuals to enterprise.

W H AT: Facilitate individual contribution HOW: Applications Tools appropriate to the tasks with training and support available.

W H AT: Facilitate individual contribution HOW: Expert Consultants Provide aid where needed.

W H AT: Fire fighting (handling exceptions) HOW: Goals and Objectives Focus attention on planned priorities not the squeaky wheel or personal

preferences

W HAT: Fire fighting (handling exceptions) HOW: Skills Requires problem solving skills and ability to effectively implement

W HAT: Fire fighting (handling exceptions) HOW: Bulletin Board Rapid sharing of problems, info, and decisions.

W H A T : Fire fighting (handling exceptions) HOW: Distributed Processing Access to computing resources on demand.

W HAT: Fire fighting (handling exceptions) HOW: Output Devices Produce info on demand.

W H A T : Fire fighting (handling exceptions) HOW: Applications Experts in applications can be called in for support.

W HAT: Fire fighting (handling exceptions) HOW: Integration Find out if local decisions affect other portions of enterprise.

W H A T : Fire fighting (handling exceptions) HOW: Expert Consultants Resources to focus on problems.

W H A T : Get the right things done HOW: New Strategic Decisions Strategy communication is key to having the "right" actions taken at all levels

W H A T : Get the rioht things done HOW: Goals and Objectives Top Level Goals and Objectives should shape what everyone does.

W H A T : Get the right things done HOW: Metrics of Performance Metrics should emphasize what is important

W H A T : Get the right things done HOW: Organization Develop ability to effectively structure organization and deploy resources

W H AT: Get the right things done HOW: Executive Info System This is important in 2 ways. The executive needs information to set priorities and

address the most important. Information also needs to be made available so others can make decisions on the latest info and priorities.

W H A T : Get the rioht things done HOW: Bulletin Board Broadcast priorities and changes in the environment.

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W H A T: Get the right things done HOW: PIMS PIMS builds in info process control and can reduce cycle time, non-value added

efforts, and mistakes.

WHAT: Get the right things done HOW: Output Devices Distribute info on demand in appropriate format.

W H A T: Get the rioht things done HOW: Applications Appropriate tools available with support so that problems can be solved without

searching for new tools each time.

WHAT: Get the rioht things done HOW: Integration Bring together data from entire enterprise to set priorities, avoiding sub-optimizing

decisions.

WHAT: Goals and objectives HOW: New Strategic Decisions Goals and objectives should be traceable to achieving strategic decisions

WHAT: Goals and objectives HOW: Goals and Objectives Individual goals and objectives need to be in-line with organizational goals and

objectives

WHAT: Goals and objectives HOW: Metrics of Performance Objective basis for goals

WHAT: Goals and objectives HOW: Bulletin Board Publish to organization.

WHAT: Goals and objectives HOW: Integration Allow for performance to be measured on enterprise wide impact.

W H A T: internal focus HOW: Metrics of Performance Metrics will provide internal measures for external comparisons and benchmarking

WHAT: internal focus HOW: LAN/WAN Links departments within enterprise.

WHAT: internal focus HOW: Bulletin Board Easy view into the enterprise and what is happening.

W H A T: internal focus HOW: Data Navioator Provide uniform view of information and comprehensive access to enterprise data

sources.

WHAT: internal focus HOW: Network and Hardware Link's enterprise together into single entity rather than numerous separate

operations.

WHAT: internal focus HOW: Integration See the enterprise as a whole rather than disjoint parts.

WHAT: knowledge worker HOW: Goals and Objectives Direct efforts of individuals into productive areas for the enterprise

WHAT: knowledae worker HOW: Metrics of Performance should provide direction for workers decisions

WHAT: knowledae worker HOW: Information Usage Insure the worker has the right information and knows how to use it.

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W HAT: knowledae worker HOW: Skills Training in problem analysis, decision making, information retrieval, data analysis,

design, project planning, implementation, documentation

W HAT: knowledge worker HOW: Executive Info System Access to current information, priorities, and communication.

W HAT: knowledae worker HOW: LAN/WAN Physical access to enterprise information.

W HAT: knowledae worker HOW: Bulletin Board Share information, keep current, remove barriers, promote creativity through idea

sharing.

W H A T : knowledae worker HOW: PIMS Necessary info is available on demand and worker is integrated with process.

W H A T : knowledae worker HOW: Distributed Processing Put resources in the hands of the user.

WHAT: knowledae worker HOW: Common Applications Expertise in applications required.

WHAT: knowledae worker HOW: Output Devices Facilitate productivity by presenting info where, when, and how needed.

W HAT: knowledae worker HOW: Data Navigator Provide worker access to varied info sources with minimum of effort.

W H A T : knowledae worker HOW: Network and Hardware Bring info to knowledge worker.

WHAT: knowledae worker HOW: Applications Tools are critical for knowledge worker productivity and effect the quality of the

output.

WHAT: knowledae worker HOW: Expert Consultants Provide expertise to complement individuals. Each worker cannot be expert in all

areas.

W HAT: measure results and provide feedback HOW: New Strategic Decisions Feedback on results is meaningful if everyone is following same strategies

W HAT: measure results and provide feedback HOW: Goals and Objectives sets measurements for what results should be measured against

WHAT: measure results and provide feedback HOW: Metrics of Performance Common and consistent metrics throughout organization

W H A T : measure results and provide feedback HOW: Executive Info System Collect results.

WHAT: measure results and provide feedback HOW: Bulletin Board Provide feedback in real time.

WHAT: measure results and provide feedback HOW: PIM S Info process automation provides status of objects and percentage completion.

W H A T: measure results and provide feedback HOW: Network and Hardware Collect data and distribute feedback.

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WHAT: measure results and provide feedback HOW : Integration Measure results globally not only at local department level.

WHAT: self-development HOW: Applications Support and training to accomplish goals.

WHAT: self-development HOW: Expert Consultants Training and support where expertise is needed.

W H A T : Set Priorities and Posteriorities HOW: New Strategic Decisions Strategies should drive what not to do

WHAT: Set Priorities and Posteriorities HOW: Goals and Objectives Organizational goals will provide the information for individuals to set their

priorities in a coordinated manner

WHAT: Set Priorities and Posteriorities HOW: Metrics of Performance Objective and consistent measures for comparing tasks and functions

WHAT: Set Priorities and Posteriorities HOW: Organization Deployment of resources to meet goals with minimum disruption of moral

WHAT: Set Priorities and Posteriorities HOW: Executive Info System Effectiveness requires accurate information.

W H A T: Set Priorities and Posteriorities HOW: Bulletin Board Current priorities communicated.

WHAT: Set Priorities and Posteriorities HOW: Applications Support consistent logical analysis of data to arrive at rankings that can be

supported and duplicated.

W H A T: Set Priorities and Posteriorities HOW: Integration Have an enterprise data view to set optimal priorities.

WHAT: Set Priorities and Posteriorities HOW: Expert Consultants Support analysis and review strategic implications.

WHAT: Slough Off Yesterday HOW: New Strategic Decisions Reevaluate actions in light of new strategies

WHAT: Slough Off Yesterday HOW: Goals and Objectives Focus on current goals

WHAT: Slough Off Yesterday HOW: Metrics of Performance Measurements to evaluate and justify use of resources

WHAT: Slough Off Yesterday HOW: Organization Organization needs to change to refocus resources

WHAT: Slough Off Yesterday HOW: Executive Info System Metrics on what is using resources vs. the return yielded.

WHAT: Slough Off Yesterday HOW: Integration Recognize when eliminations can be made without further interaction or which

other groups need to be involved.

WHAT: support average people HOW: New Strategic Decisions The average person cannot make decisions in keeping with strategies they are not

aware of.

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W H AT: support average people HOW: Skills Average people with adequate training can become experts

W H AT: support average people HOW: Organization Right structure facilitates effectiveness and minimizes bureaucratic wastes

W H AT: support average people HOW: Executive Info System Even the playing field by sharing info.

W H AT: support average people HOW: Bulletin Board Let's people keep up with changes and add input as required.

W H A T: support averaoe people HOW: PIMS Process is automated and repetitive allowing workers to perform their part with

minimum of training and new efforts.

W H A T: support average people HOW: Distributed Processing Individuals can get computing resources with less political and organizational

problems because of the incremental expansion and separation from other users in a mainframe environment.

W H A T : support average people HOW: Common Applications Reduced training and allows for building on previous experience.

W H AT: support average people HOW: Data Navigator Minimize training requirements and removes hurdles to info access.

W H AT: support average people HOW: Applications Minimize retraining, provide appropriate training and support, recommend best

suited application and approach.

W HAT: support average people HOW: Expert Consultants Let individuals pursue objectives with resources to overcome roadblocks where

they lack expertise.

W H A T : Support Interaction HOW: Metrics of Performance Common metrics between functions, departments, etc.

W H A T: Support Interaction HOW: Organization Sufficient structure with defined flexibility

W H AT: Support Interaction HOW: Executive Info System Share info across enterprise.

W HAT: Support Interaction HOW: LAN/WAN Facilitate communication and info sharing.

W H A T: Support Interaction HOW: Bulletin Board Means for rapidly disseminating info and getting feedback.

W H AT: Support Interaction HOW: PIMS Process automation provides for cross-functional release procedures.

W H AT: Support Interaction HOW: Common Applications Understand and evaluate the process of generating info.

W H AT: Support Interaction HOW: Output Devices Share and distribute info in format that is easiest to use and access.

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WHAT: Support Interaction HOW: Network and Hardware Provide physical links between workers, groups, projects, etc.

WHAT: Support Interaction HOW: Applications Consultant can bring groups together to resolve problems around common tools.

WHAT: Support Interaction HOW: Integration Sharing info between groups is automatic, not requiring individual extra effort.

WHAT: Support Interaction HOW: Expert Consultants Facilitate analysis and utilization of facts and data.

W H A T: Support Strength HOW: Organization Flexibility in organization to take advantage of individual resources

WHAT: Support Strength HOW: Applications Tools to allow development of expertise. Develop super users to act as

consultants and trainers.

W HAT: teamwork HOW: Goals and Objectives For a team to function it must have a set of shared goals

W H A T : teamwork HOW: Skills Skills required include facilitation, conflict resolution, and negotiation

W H A T : teamwork_____HOW: Organization How to organize and develop a team effectively. Teamwork requires cooperation,

negotiation, conflict resolution, facilitation, resolving power struggles, and self-esteem for all individuals

WHAT: teamwork HOW: LAN/WAN Facilitate communication especially when team is not co-located.

WHAT: teamwork HOW: Common Applications Sharing information and tasks facilitated.

WHAT: teamwork HOW: Network and Hardware Foundation for info sharing and communication.

W H A T: teamwork_____ HOW: Applications Bring team together so that their work can build on each other. Common training

and supports each other.

WHAT: teamwork HOW: Expert Consultants Facilitators and resources

WHAT: time management HOW: Goals and Objectives set priorities

WHAT: time management HOW: Metrics of Performance Objective measures for time management decisions

WHAT: time management HOW: Skills Tim e management is a skill requiring training, practice and refreshers

WHAT: time management HOW: Executive Info System Track time usage.

WHAT: time management HOW: Applications Training in particular applications and applications that reduce workload.

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Notes on How Interactions HOW: Common Applications HOW: Output Devices

Common applications and output devices reduce support effort and costs (drivers, translations,...)

HOW : Common Applications HOW: Data Navigator Data navigator needs limited set of file formats to supply data to common

applications.

HOW : Common Applications HOW: Network and Hardware Reduce effort to check application capability with hardware and upgrade both over

time.

HOW : Common Applications HOW: Applications Better support for users with minimum costs. Supporting many different

applications is not feasible.

HOW : Common Applications HOW: Integration Integration requires interfaces, translations, common formats, etc. Each additional

application increases the complexity of this task.

HOW: Common Applications HOW: Expert Consultants Experts and users are using same applications.

HOW: Data Navigator HOW : Integration Integration support needs to select and configure shared data sources available

through navigator.

HOW: Data Navigator HOW: Expert Consultants Give experts a common data source for multiple function support.

HOW: Distributed Processing HOW: Integration Distributed processing architectures allow for incremental processing increases

where they are needed.

HOW: Distributed Processing HOW: Network and Hardware Support organization needed to tune and maintain environment for changing user

needs.

HOW: Executive Info System HOW: LAN/WAN Information collection and distribution which is the backbone of EIS requires a LAN

HOW: Executive Info System HOW: PIMS Related info repositories that need to be integrated.

HOW: Executive Info System HOW: Common Applications Collection of data and analysis is facilitated by common applications. For

distribution a single format may be used to put info directly into the user's tool.

HOW: Executive Info System HOW: Data Navigator EIS can utilize navigator to gather data. And links to navigator through EIS can

give user direct access to raw data.

HOW: Executive Info System HOW: Expert Consultants Experts need to incorporate EIS into their solutions.

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HOW : Goals and Objectives HOW: Expert Consultants Consultants should be there to support the goals of individuals and the

organization. With this support Goals can be more aggressive and wide-reaching.

HOW: Goals and Objectives HOW: Applications Applications should be present to support the goals of the organization.

HOW : Goals and Objectives HOW: Common Applications The applications should be chosen based on organizational goals. The goals can

be more aggressive due to the supported applications and the ability to share info and distribute tasks.

HOW : Goals and Objectives HOW: Executive Info System Measure performance with EIS to set objectives and establish metrics to track

performance.

HOW : Goals and Objectives HOW: Skills The training needs to be in place to enable employees to meet objectives. Critical

to goal setting is are the goals feasible ( can the employee be expected to meet them.) Skill training is required to meet new objectives.

HOW : Goals and Objectives HOW: Information Usage Info needs to be available and configured to support objectives.

HOW : Goals and Objectives HOW: Metrics of Performance Metrics are the measure of performance to goals.

HOW : Information Usage HOW: Expert Consultants Experts can extend users capabilities beyond the level of training. Training should

encourage the fullest possible use of information available through use of all resources including consultants.

HOW : Information Usage HOW: Integration Enable users to take advantage of enterprise wide data by training and availability.

HOW: Information Usage HOW: Data Navigator Data navigator is facilitator for information usage by making diverse data sources

to average users. User training of what data is available is mandatory.

HOW: Information Usage HOW: Common Applications Data needs to be in common format so manipulation and analysis can be done with

a minimum of overhead.

HOW : Information Usage HOW: PIMS P IM S makes information available enterprise wide and can facilitate and control

the info usage process

HOW : Information Usage HOW: Bulletin Board Facilitate ad hoc efforts of users.

HOW: Information Usage HOW: Executive Info System Training is the motivation and EIS is the tool for put info to good use.

HOW: LAN/WAN HOW: Integration LAN is the integration backbone.

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HOW: LAN/WAN HOW: Applications Application support is facilitated by LAN communication.

HOW: LAN/WAN HOW: Network and Hardware The LAN needs a strong support organization to insure reliability, user confidence,

and extend its utilization through the enterprise.

HOW: LANA/VAN HOW: Data Navigator The data navigator assumes networked data sources and would be of little use

without it.

HOW: LAN/WAN HOW: Output Devices Output devices can be shared with a LAN minimizing investment.

HOW: LAN/WAN HOW : Common Applications Network licensing of common applications is the cost effective direction today.

HOW: LAN/WAN HOW: Distributed Processing Distribute processing implies LAN connectivity.

HOW: LAN/WAN HOW : PIMS LAN connectivity is the primary mode of delivery for PIMS.

HOW: LAN/WAN HOW: Bulletin Board A bulletin board is a LAN function.

HOW: Metrics of Performance HOW: Information Usage Why are metrics measuring critical aspects of the business, what information is

used to generate metrics, and how to use metrics in decision process.

HOW: Metrics of Performance HOW: Organization Metrics need to reflect organizational philosophy of enterprise (i.e., measure skill

level of knowledge workers)

HOW: Metrics of Performance HOW: Executive Info System Metrics are central to EIS and how information is presented. Current metrics

should be available through EIS.

HOW: Metrics of Performance HOW: Data Navigator Data navigator should support metric calculations and metrics should encourage

best use of data.

HOW: Metrics of Performance HOW: Expert Consultants Experts need to gear their support to metrics and metrics should encourage use of

experts.

HOW: New Strategic Decisions HOW: Goals and Objectives Establish baseline for setting goals and objectives. Indicate changes in priorities.

HOW: New Strategic Decisions HOW: Information Usage Strategic decisions generate requirements for info usage.

HOW: New Strategic Decisions HOW: Executive Info System Tracking execution of strategies needs to be part of EIS.

HOW: New Strategic Decisions HOW: Bulletin Board Decisions communicated through BB and this transfer of info should be support by

strategic decisions regarding info.

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HOW: New Strategic Decisions HOW: Integration Strategic Decisions form new relationships /references that require integration of

different parts of the organization or info in a new configuration.

HOW: Organization HOW: Integration Understanding organizational interactions is inherent to integration.

HOW: Organization HOW: PIMS PIM S facilitates the information processes throughout the enterprise. Cross

functional efforts and teams are supported.

HOW: Organization HOW: Bulletin Board Facilitates user driven communication, team building, and interaction.

HOW: Organization HOW: LAN/WAN Provides interconnection and communication for teamwork.

HOW: Output Devices HOW: Network and Hardware Networked devices are easier to support centrally.

HOW: PIM S HOW: Distributed Processing PIM S is design for a client server environment which is the distributed processing

environment.

HOW: PIM S HOW: Common Applications PIM S integration can be accomplished for a limited set of applications allowing for

tool launching, file storage and process control.

HOW: PIM S HOW: Integration PIM S supports information process control across the enterprise that will integrate

various functions, sites, data sources, etc.

HOW: Skills HOW: PIMS Skills related software can be integrated with PIMS reducing training requirements

and PIM S requires skills training.

HOW: Skills HOW: Common Applications Common applications make internal training practical and cost effective. The

training is mandatory for user utilization of applications.

HOW: Skills HOW: Applications Applications support is needed to supplement training.

HOW: Skills HOW: Integration Integration requires cross over of information in applications which needs to be

taken into account in training.

HOW: Skills HOW: Expert Consultants Experts are a good source of instructors and a logical extension of training to make

sure the users can apply what they learned. '

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Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.

Notes

The following notes were made in the QFD software during the generation of the

Information Resource Strategy model. These are working notes for reference during analysis or

updating of the model.

Notes on What's: In sequence of matrix

W H A T: Employee Empowered Customer Driven Based on model in Thriving on Chaos by Tom Peters

W H A T: Flat pg. 34; P-8: Radically reduce layers of management, assign support staff to field,

wide span of control, pg. 424.

W H A T: autonomous business units pg. 34. Few central staff second guessers and local authority. Decentralize for

international effectiveness, pg. 158.

W H A T: Multi-functional teams Quality focus pg. 92.; I-2: Multi-functional teams for all development activities, pg.

256.

W H A T: Top Perceived Quality C-2 Management obsessed with quality, quiding ideology, quality is measured,

quality is rewarded, everyone trained in quality, multi-functional teams, continuous improvement, constant change, organization structure devoted to quality, everyone from suppliers to customers involved, improved quality means lower costs, quality is never ending journey, pp. 85-98.

W HAT: Superior Service C-3 Augment product with service and expand continuously pp. 109-115.

W H A T: Extraordinary responsiveness C-4 Hustle as key strategic concept, pg. 130. Link communications to support

organization rather than being bottle-neck. pg. 132.

W H A T: Pursue Fast paced innovation 11 to 110

W H A T: Local Authority pg. 34; I-7: Innovation requires autonomy, pg. 247.

W H A T: Measure Customer satisfaction pg. 123.

W HAT: Customer Focus pg. 58.

W H A T: Listen C-7: Listen to customers and internal sources; listen systematically,

unsystematically, naively. Customer Information system should be rich and substantial. Do not filter info. pg. 176-8.

Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.

W HAT: Specialize/Create Niches C-1 Create niche markets for fast changing high value added products pg. 64.

W HAT: Differentiate C-1 Use continuous improvement to increase differentiation over time pg. 70. C-

6: M ake uniqueness everyone's business in the organization.

W H A T: Partnership with suppliers Quality pursued jointly with suppliers pg. 105. Link with suppliers to improve

customer responsiveness, pg. 136-138.

W H A T : Customer Focus C:10 pp. 227 - 9.

W H A T : Bias for action In measurement of customer satisfaction pg.126-7. C-7: Take action on feedback,

pg. 182.

W H A T : Communicate Strategy C-6: Everyone in organization can understand and state what company's unique

strategy is. pg. 166.

W H A T: Listen for data and perceptions C-7: Direct contact and good listening skills should provide basis for decisions, pg.

176-80.; P-3: Listen/Celebrate/Recognize, pg. 369.

W H A T: Be an Internationalist C -4 build relationships and learn culture

W H A T : Provide Feedback C-7: Provide feedback from listening to customers, pg. 182.

W H A T: Make manufacturing a marketing tool. C-8: Get manufacturing in touch with customers. Provide service, responsiveness,

quality, innovation, pg. 194.

W H A T : Continuous Improvement pg. 206-8.

W H A T : Numerous small innovations 1-1: Support numerous small innovations, break think big mindset, unpredictability

of innovation defeats excessive planning, pp. 242-246.

W H A T: Pilots 1-3: Encourage pilots of everything, pg. 268.

W H A T : Competitive Analysis 1-4: Practice creative swiping, fight NIH syndrome, pg. 282-6.

W H A T: Support Committed Champions 1-6: The innovator has for enemies all those who have done well under the old

scheme; only the unreasonable champion can succeed, pp. 300-304.

W H A T: Corporate Capacity for Innovation 1-10: Increase ability to accept change, begin a constant search for new ideas, pg.

333-5.

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W HAT: Empower People P-1: Involve everyone in everything; Responsibility, authority, feedback; Eliminate

bureaucracy and increase speed of decisions, pp. 3343-354. P-10: Eliminate bureaucratic rules and humiliating conditions, pg. 453.

W HAT: Self-Managing Teams P-2: pg. 357.

W H A T : Recognition P-3: Recognize the right attitudes, efforts, failures, successes- anything that

supports the culture and strategy, pp. 371-6.

W H AT: Train and Retrain P-5: Invest in human capital; Use training to support and instill strategy and culture,

pg. 386.

W H AT: Turn the Pyramid Upside Down P-9: Management is there to support the "doers", Communication must switch from

vertical to horizontal. Pass on the good news, do not mandate, pp. 444-450.

W H AT: Decentralize control systems S-3: Move control people and systems to front line. pg. 608.

Notes on How's: In sequence of matrix

HO W : Info System How to use the information systems implemented to support the information

resource strategy

HOW : Skills Broader base of technical skills and more in depth knowledge

H OW : Communication Training in communication skills: facilitation, conflict resolution, presentations

HOW : LAN/WAN Local Area Network to link computers for information sharing, including E-Mail,

shared storage, common applications and Wide area networks to link geographically spread sites and to external sources

HOW : Phone System Phone communication including voice mail, beepers and cellular phones

HOW : Conference Systems Tele and video conferencing and conference rooms equipped for team meetings

HO W : Distributed Processing PC’s, workstations, and other resources at user site

HOW : Common Applications Network access to common software applications to facilitate sharing of data

HOW : Shared Storage Common storage devices to facilitate sharing of data and enable protection of data

integrity through system backups and security

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HOW: PIM S Product Information Management System which controls information and

information processes on an enterprise wide basis.

HOW: Business Plan Top Level Management Commitment and Actions

HOW: Info Strategy Statement C lear statement on importance, and role of information in enterprise.

HOW: Info Support Structure Info Strategy Planning sessions, resources to monitor strategy implementation, and

delegated responsibility at all levels for supporting strategy.

HOW: Support Organization Key support elements to facilitate utilization of information by organization

HOW: Network and Hardware Support the network and workstations

HOW: Applications Support user needs for software applications to utilize information

HOW: Integration Integrate information from different sources and facilitate the sharing of information

across organizational boundaries

HOW : Output Devices Printers, Plotters, Modems, Fax's, for moving information

HOW: Expert Consultants Experts to support organization in use of information (Statisticians, Problem

Solvers, Engineers)

Notes on What vs. How Relationships Sorted alphabetically by What

WHAT: autonomous business units HOW: Distributed Processing Control and support to function autonomously

WHAT: autonomous business units HOW: Shared Storage Secure data is controlled but accessible to corporate

WHAT: autonomous business units HOW: Output Devices local control and functionality

WHAT: autonomous business units HOW: PIMS Integrate and control information flow between business units. Facilitate consistent

information processes between units.

W H A T: autonomous business units HOW: Information Support Structure Information strategy to ensure consistent approaches between autonomous units

so that information is useful enterprise resource.

WHAT: Be an Internationalist HOW: LAN/WAN Access to external sources in a time independent mode

WHAT: Be an Internationalist HOW: Network and Hardware Provide WAN and support for people to utilize

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102

W H A T: Bias for action HOW: Expert Consultants Expertise readily available not a hurdle to overcome

WHAT: Competitive Analysis HOW: Expert Consultants Technical ability to measure and analyze effectively

W HAT: Continuous Improvement HOW: Applications Technical support

W HAT: Continuous Improvement HOW: Integration Full information to solve problems and make optimum decisions

WHAT: Continuous Improvement HOW: PIMS Supports design reuse.

W H A T : Corporate Capacity for Innovation HOW: Conference Systems Groups able to meet and share ideas effectively possibly over great distances

WHAT: Corporate Capacity for Innovation HOW: Distributed Processing Increases potential of individuals

WHAT: Corporate Capacity for Innovation HOW: Shared Storage Potential to develop a corporate memory

WHAT: Corporate Capacity for Innovation HOW: Integration W hen information is freely and fully accessible new solutions may become obvious

W H A T: Corporate Capacity for Innovation_____ HOW: PIMS Information memory for product and process supports further innovation by

allowing design reuse resulting in shorter cycle times and higher quality.

W H A T: Corporate Capacity for Innovation_____ HOW: Information Support Structure Innovation requires access to enterprise information and ability to communicate for

implementation. The information strategy needs to put these capabilities in place.

WHAT: Customer Focus HOW: Phone System Provide means for customers (internal and external) to reach you

W H A T: Customer Focus HOW: Applications Focus on customer requirements: response time, follow up, information

accessibility

WHAT: Customer Focus HOW: Integration Customer needs require information from many sources and individual workers

need access to this

WHAT: Customer Focus HOW: Information Support Structure Customer focus needs to be priority in Information strategy.

WHAT: Decentralize control systems HOW: Output Devices Feedback and information directly to user.

WHAT: Decentralize control systems HOW: Network and Hardware Develop control systems and facilitate use

WHAT: Decentralize control systems HOW: PIMS PIM S is a decentralized control system. Information process controls are definable

at all levels.

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103

W HAT: Decentralize control systems HOW : Information Support Structure Central strategy to facilitate decentralized implementations.

W HAT: Differentiate HOW: Expert Consultants Competitive advantage

WHAT: Empower People HOW: Distributed Processing Processing capability to analyze data and make decisions

W HAT: Empower People HOW: Shared Storage M akes information available and facilitates decision making with accurate up to

date information

W HAT: Empower People HOW: Output Devices Allow users to get information in most usable format: printout, plot, electronic file,..

W HAT: Empower People HOW: Network and Hardware Aid users in getting maximum benefit from network capabilities

W HAT: Empower People HOW: Applications Provide functionality to accomplish tasks effectively: Statistics, project

management, graphics, CAD, CAM, CAE, Office Automation

WHAT: Empower People HOW: Integration Link information and technology to support cross-functional efforts

W HAT: Empower People HOW: PIM S Information is shared with everyone while being secure.

WHAT: Empower People HOW: Information Support Structure Information strategy to support empowerment.

W H A T : Extraordinary responsiveness HOW : Phone System Must be in touch to be responsive

WHAT: Extraordinary responsiveness HOW: Network and Hardware Minimize effort to respond

W HAT: Extraordinary responsiveness HOW : Applications Exception Reporting, and intelligent distribution

W HAT: Extraordinary responsiveness HOW : Integration Coordinate action and share information

W HAT: Extraordinary responsiveness HOW : Information Support Structure Information is key to responsiveness. If it is not at the right place, right time, right

format, etc. you will not be responsive.

W H A T : Flat HOW: Distributed Processing Individuals have their own processing capability not a function in the hierarchy

W HAT: Flat HOW: Common Applications Need variety of applications because individuals perform many functions with less

specialization

W HAT: Flat HOW: Integration Reduce layers of management required to coordinate efforts and communicate

information

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W H A T: Flat HOW: PIMS Information process control within PIMS can provide control and reduce

management requirements.

W H A T: Listen for data and perceptions HOW: Network and Hardware Facilitate information sharing and accessibility

W H A T: Listen for data and perceptions HOW: Information Support Structure Information support structure needs to be built two-way: listen and distribute.

W H A T: Local Authority HOW: Shared Storage Information available locally

W H A T: Local Authority HOW: Output Devices Information available at point of need

W H A T: Local Authority HOW: PIMS Customizable security and process control.

W H A T: Make mfa a marketing tool. HOW: Common Applications Manufacturing and marketing can share information or presentations through

common applications

W H A T: Make mfa a marketing tool. HOW: Network and Hardware Develop network capabilities to link manufacturing and marketing

W H A T: Make mfa a marketing tool. HOW: PIMS PIMS configuration management enhances manufacturing potential for marketing

products.

W H A T: Measure HOW: Applications Data collection and analysis

W H A T : Measure HOW: Expert Consultants Techniques and equipment to accurately measure

W H A T : Measure HOW: Information Support Structure Strategy to collect data for appropriate metrics.

W H A T: Multi-functional teams HOW: Phone System Facilitate communication between team members in different departments

W H A T : Multi-functional teams HOW: Common Applications Members from different groups can work together with common applications

W H A T : Multi-functional teams HOW: Shared Storage All team members have access

W H AT: Multi-functional teams HOW : Network and Hardware Link the functions into a working unit

W H A T: Multi-functional teams HOW : PIMS Information process control provides structure and communication for team project

development.

W H A T: Numerous small innovations HOW: Network and Hardware Provide resources and communication to investigate many innovations, track

changes, and facilitate implementation

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WHAT: Partnership with suppliers HOW : Common Applications If you haven't standardized in house your vendors can't select appropriate tools

WHAT: Partnership with suppliers HOW: Network and Hardware External communications supported by including Vendors on network or providing

EDI

WHAT: Partnership with suppliers HOW : PIMS Vendor inclusion in PIMS can be accomplished by including vendor information for

internal use and including the vendors as system users providing: EDI, notification, redlining, CE team membership.

WHAT: Partnership with suppliers HOW : Information Support Structure Information strategy needs to account for external customers (vendors)

WHAT: Pilots HOW: Network and Hardware Platform for pilots

WHAT: Pilots HOW: Applications Development support

WHAT: Provide Feedback HOW: Common Applications Simplifies communication by sharing data through applications

WHAT: Provide Feedback HOW: Network and Hardware Provide means for wide distribution of information and support for individual

access

WHAT: Provide Feedback HOW: Applications Exception reporting, intelligent distribution, process automation

WHAT: Pursue Fast paced innovation HOW: Output Devices Users must be able to get information in appropriate form A SAP

WHAT: Pursue Fast paced innovation HOW: PIMS P IM S reduces design and manufacturing cycle times.

WHAT: Recognition HOW: Information Support Structure Measure performance and communicate excellence

WHAT: Recognition HOW: Skills Provide additional training for people who are motivated.

W H A T: Recognition HOW: Expert Consultants Promote super users and high performers to expert roles.

W HAT: Self-Managing Teams HOW: Applications Tools to support team functions, and specific tasks

WHAT: Self-Managing Teams HOW: Integration Bring the information from multiple sources to team

WHAT: Specialize/Create Niches HOW: Common Applications Common tool set used without retraining as groups spin-off and change

WHAT: Specialize/Create Niches HOW: Expert Consultants Expertise to respond to different challenges effectively

WHAT: Superior Service HOW: Phone System Response time and availability are critical factors

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W H A T : Superior Service HOW: Shared Storage History is available

WHAT: Superior Service HOW: Network and Hardware Ability to respond rapidly and bring many resources to bear

W H A T : Superior Service HOW: Applications communication, queries, follow up, planning,

WHAT: Support Committed Champions HO W : Applications Broad technical functionality

WHAT: T od Perceived QualitvHOW: Shared Storage Product quality information from all sources is available so that action is not limited

to where problem is discovered

WHAT: T op Perceived QualitvHOW: Applications SP C , DOE, data collection, change control, CAE

WHAT: T op Perceived QualitvHOW: Integration Quality is achieved by total process control and improvement.

WHAT: Train and Retrain HOW: Conference Systems Facilities for training meetings

WHAT: Train and Retrain HOW: Common Applications Minimizes training to learn different packages that perform the same function (i.e.

word processing)

WHAT: Train and Retrain HOW: Expert Consultants In-house training

WHAT: Turn the Pyramid Upside Down HOW : Conference Systems Support peer to peer meetings, decisions made at group level not individual up the

hierarchy

WHAT: Turn the Pyramid Upside Down HOW : Shared Storage Information is collected and made accessible not hoarded

WHAT: Turn the Pyramid Upside Down HOW : Applications Provide workers with technical capabilities previously limited to staff specialists:

statistics, accounting, planning, querying

WHAT: Turn the Pyramid Upside Down HOW : Expert Consultants Provide support to operators to augment their knowledge

W HAT: Turn the Pyramid Upside Down H OW : PIMS Information security and control permits all users access to information without risk

of corruption.

Notes on How Interactions Sorted alphabetically by left most How in matrix.

HOW: Applications HOW: Integration Need to coordinate activities so that integrated functions have the applications to

be successful

HOW: Applications HOW: Expert Consultants Mutual support especially when interacting with users

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107

HOW : Common Applications HOW : Output Devices Applications need to be configured to use various output devices. To be supported

these devices need to be shared and consistent.

HOW: Common Applications HOW : Applications Only a limited number of applications can be supported, so redundant applications

are a drain on limited resources.

HOW : Common Applications HOW : Integration With functional boundaries being crossed if different functions(groups, etc.) used

applications they had selected independently information sharing would be very difficult.

HOW : Communication HOW : Conference Systems Communication skills are important for effective meetings and more so when using

a conference system where lack of face to face interaction and feedback makes communication more challenging.

HOW : Communication HOW : Integration Good communication skills are very important in an environment where cross

function interaction is the norm

HOW : Communication HOW : Expert Consultants Experts in problem solving and facilitation can reinforce these skills

HOW : Communication HOW : PIMS PIM S ties to communication systems such as e-mail and includes internal

communications functionality to maintain information process control.

HOW: Conference Systems HOW : Expert Consultants Expert can provide support to more users over larger area.

HOW : Distributed Processing HOW: Common Applications Processing can occur on a specialized/dedicated resource and result distributed to

the user through terminal orX-window

HOW : Distributed Processing HOW : Shared Storage Client server architecture supports more cost effective storage with better security

and reliability. (PIMS, optical, disk arrays, redundancy)

HOW : Distributed Processing HOW : Output Devices Utilize a wide variety of output devices anywhere on the net.

HOW : Distributed Processing HOW : Network and Hardware Network reliability is critical. As processing is distributed the "computer" becomes

all processors on the network.

HOW : Information Strategy Statement HOW: Information Support Structure Strategy stmt justifies and creates support structure

HOW : Information Strategy Statement HOW: Information System Strategy needed to support and justify training in use of information system.

HOW : Information Strategy Statement HOW: LANA/VAN Strategy Statement may be key to justifying LAN

HOW: Information Strategy Statement HOW: Conference Systems Conference system reflect vision and attitude of enterprise toward information

sharing

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108

HOW : Information Strategy Statement HOW: Integration The strategy will drive the level of integration and integration is key to fulfillment of

an information sharing strategy

H O W : Information Strategy Statement HOW : Expert Consultants Support for experts is necessary at top level budgeting processes

H O W : Information Support Structure H O W : Expert Consultants The support structure will identify the areas experts are needed in and the experts

are a critical resource for the support structure.

H O W : Information Support Structure HOW : Integration Support structure will facilitate and implement integration

HO W : Information Support Structure HOW : Common Applications Support structure will need to reinforce need for common applications and apply

pressure to gain cooperation

HOW : Information Support Structure HOW : Conference Systems Support both the development of a conference system and its utilization in every

day business

H O W : Information Support Structure HOW : Phone System Basic phones are a given but advances in cellular technology, voice mail, data

lines, etc. need the support for implementation

HOW : Information Support Structure HOW : LANA/VAN EDI is essential to the support structure keeping in touch with and influencing the

organization at large and the LAN needs to take on strategic importance ( a given like phones)

HOW : Information Support Structure HOW : PIMS PIMS needs to be the cornerstone of an enterprise strategy.

HOW : Information System HOW: Skills Competition for limited resources (money, and employees time) to learn the

information system and job skills.

HOW : Information System HOW: Communication Competition for resources

HOW : Information System HOW: LAN/WAN Effective use of the LAN requires train people

H O W : Information System HOW: Shared Storage Understanding use of Information system will make utilization of shared storage

practical.

H O W : Information System HOW: Network and Hardware Support for network reinforces Information System training and insures people can

put their training to use.

HOW : Information System HOW: Integration Understanding the Information System: how to communicate between groups and

share information makes integration more practical and acceptable.

HOW : Information System HOW: Output Devices Using the Information system is necessity to access the various output devices

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109

HOW: Integration HOW: Expert Consultants Experts need to provide technical support for how integration needs to be carried

out (key issues, priorities, risk analysis)

HOW: LAN/WAN HOW: Integration LAN is essential to communication across a diverse and changing group of people

working together

HOW: LAN/WAN HOW: Applications LAN provides conduit to support users and troubleshoot problems without being

physically in the same location.

HOW: LAN/WAN HOW: Network and Hardware Each person needs LAN connection and when there is a disruption of service they

are effectively out of touch with the rest of the organization

HOW: LAN/WAN HOW: Output Devices Access to Output devices is through the LAN. Sharing them on the LAN makes

higher quality peripherals practical for everyone in the organization. Individual printers and plotters are hard to support, costly, and limiting.

HOW: LAN/WAN HOW: Shared Storage Shared storages are practical because of the LAN and they make the LAN more

valuable by making more information available (Information not available without the LAN)

HOW: LAN/WAN HOW: Common Applications LAN supports distribution of the applications and concurrent user licensing which

makes a wider selection of applications available to more users for less cost.

HOW: LAN/WAN HOW: Distributed Processing Greater processing power is available for specialized applications by sharing

applications servers that individual users could not justify

HOW : LAN/WAN HOW: PIMS PIMS requires a reliable network to function effectively and gain user acceptance.

HOW: Phone System HOW : Integration Speed of communication and ability to stay in touch is important as the scope of

the work arena expands with cross-functional teams

HOW: Phone System HOW: Expert Consultants Gives users greater access to expert resources

HOW: PIMS HOW: Common Applications PIMS can be integrated with applications.

HOW: PIMS HOW: Shared Storage PIMS controls storages providing a single logical vault for physically separate

storages. Storage locations can be made redundant and synced. Without shared storages PIMS will not provide an enterprise wide view.

HOW: PIMS HOW: Network and Hardware Without an extensive reliable network PIMS can only be partially implemented.

HOW: PIMS HOW: Integration PIMS provides a central hub for integration.

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110

HOW: Shared Storage HOW: Integration Information must be available on a much wider basis without the overhead of

searching many locations or getting authorization from local control for access.

HOW: Shared Storaae HOW: Network and Hardware Network reliability is critical because loss of access to data can shut an operation

down and provide an incentive to keep data locally.

HOW: Skills HOW: Expert Consultants Expert consultants provide the support to apply the skills that have been taught

and the classes generate the demand for consultant's services.

HOW: Skills HOW: Integration Skills need to be improved to work in cross-functional groups indicative of

integration

HOW: Skills HOW: Applications Applications support the improved skills and training in skills is necessary to utilize

applications

HOW: Skills HOW: Common Applications Skills are tied to the application learned to support them. To maintain a level of

proficiency retraining on an application type needs to be avoided as a person changes groups or works with someone from a different function.

HOW: Skills HOW: Communication Competition for same resources

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112

Notes

The following notes were made in the QFD software during the generation of the

Information Resource Strategy model. These are working notes for reference during analysis or

updating of the model.

Notes on What's

Daily Communication E-Mail

9 respondents directly specified e-mail and enhanced e-mail and others mentioned it indirectly as part of the delivery of other information

Embedded Action items w/ F/U. Include action items in e-mail with a mechanism to follow up on the response from

the addressee. Include audit trail.

Integrated file attachments Integrate e-mail with applications so that files can be mailed from the application

and the file can be viewed without the multiple step: save attachment, start application, find file, view file.

Team Distribution Distribution to teams that are listed as "users" by the post office and maintained by

the team.

Integrated Applications Project Management, D.B.'s, Word Processors, Spreadsheets, graphics, Electronic

Vault(ADCS), ASK,

Word Processing Functionality Full word processing functionality: spell check, fonts, formatting, G U I, cut/paste,

file access,

Inter-site functionality Complete functionality between sites: attachments, graphics exchange, distribution

lists, address search

Content Interpretation Evaluation of e-mail content for action items, suggestions, directives, questions,

expected F/U, timing/deadlines, commitments - for both sender and receiver, Auto Indexing.

Fax Several respondents mentioned fax as a routine way of communicating. The

desire is to have it integrated with other daily communications (electronic format).

Electronic Format Receive faxes electronically for viewing, distribution, and mark-up

Redistribution and Markup Redistribute electronically with markups attached

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OCR Optical Character Recognition of faxes for use with e-mail, word processing, etc.

O CR 90+ percent effective.

Mail The mixed paper and electronic environment requires a mail system. Mail

between sites has been slow and unreliable.

Inter Abbott Site Mail Quick (2-3 day between sites) and reliable (gets to addressee)

External Mail Service Ability to send mail externally with minimum effort.

Phone

Improved Phone System Increased Functionality- Speed Dial, Conference Calls,..

Integrate Voice Mail Integrate Voice Mail with electronic info systems: ADCS, e-mail, elD

Video Phone/Conferencina Video technology integrated with phone or computer for personal conferencing

Computing Mobility Able to tie to computing resources when offsite using phone system.

EDI Using modems or digital lines provide for electronic data interchange

Scheduling Support scheduling function of: meeting and training rooms, interviews, meetings,

training classes

Scheduling Application Schedule people and rooms automatically- consult calendars for conflicts and

notify through e-mail integration

Calendars Calendars for rooms and individual employees

Product Document Management "Paperless" environment: Control of information and process in electronic

environment

Vault Security and Access to electronic info sources

On-Line Access to Drawings

Viewing and Markup of documents Viewable images of info in vault with capability to redline CAD, graphic, or text

info.

Distribution of Documents Automated distribution of documents to appropriate people dependent on step in

life cycle

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Printing of Documents Ability to make hard copy of viewable images in the vault

Access to Document History Track history of document development: previous revisions, associated redlines,

approval audit trails.

Archival and Disaster Recovery Secure storage of info with procedures in place to respond to hardware failures or

other disasters.

Process Control Control of flow, distribution, histories of info sources

Automation of Business Processes Automated Operating Procedures with regard to distribution, access, approvals,

control, audit trails, required documents

Audit Trails Automate to eliminate need for manual audits

Process Metrics Measurements of processes - cycle times, statues, document counts, percent of

completion. Eventually integrate to project management.

Common Process Definitions Use of common operating procedures across manufacturing units.

Reporting Reporting of process metrics, baselines, etc.

ECN Process Specific info process for most commonly used info control tool.

Automate ECN Process Paperless ECN process with automated control, distribution, documentation per OP

D201.

ECN Tracking Control and Status of ECN in process for project planning.

Markups for ECN Redline function so ECN is paperless. Markups are associated with ECN for

auditing and historic info.

Electronic Approvals Electronic routing and signatures

Configuration Management Manage product and document structure

Version Control Find correct version based on date (current or on a specified day)

Effectivitv Control Control effectivity of parts and documents in conjunction with ECN process.

Handle date or serial number effectivity.

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Part and Document Configuration Associate documents with parts and know what the correct set of documents and

parts are for a specific item.

Control document generation Verify that the necessary documents (per OP's) exist and have appropriate

approvals prior to promotion of parts, i.e. Build PAR book in parallel with instrument development and control PAR book components (design reviews, action items, hazard analysis, etc.) are completed at each step.

Electronic Sianoff Provide for FDA acceptable means of electronically signing documents

Electronic Signature Methods for people to electronically record approvals and signatures on

documents.

FDA Compliant elD's compliant with FDA guidelines and approved by Abbott regulatory. Validation

of systems with reasonable amount of effort.

Computer Support Infrastructure

Network LAN and WAN connectivity throughout Abbott

Integration Provide Integration between applications and data sources

Internet Connectivity to external resources

Shared Printers. Storage Network access to printers and plotters and network storage area

Training and Meeting Rooms Network access in training and meeting rooms

Applications Application Programs Needed

Project Management Project management application integrated to information environment: e-mail,

A D CS, action items, audit tracking

Shared -X Conference calling over the network with concurrent viewing of a display

CAD Tools Mechanical design with 3D modeling, electrical design , technical publishing, CASE

Simulation Finite element analysis, electronic PCB simulation, manufacturing system,

computer networks

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Data Visualization Graphical analysis and presentation, animation, artistic support

Office Automation Word Processing, spread sheet, graphics, calendaring, authoring/publishing,

screen capture, forms generation: integrated

Statistical Analysis Tools to support data analysis, statistical analysis, DOE, and SPC.

Systems

MRP

MES Manufacturing Execution Systems for production data collection, instrument data

packs, manufacturing process control

Instrument History tracking Audit trail of as built to as maintained configuration through field service, refurb,

etc.

Quality Tracking Integrated system for tracking quality problems and corrective actions.

Audit Tracking System to track audit items and follow up actions.

Knowledge Base Information available to all employees

External Sources Information from non-Abbott sources

Benchmark Data Access to benchmark database

Vendor Data Ability to search for vendors based on selected attributes or products

Literature Search Access to public information from journals, government, news, etc.

Reference Information

Policies and Procedures Abbott policy and procedures on corporate, division, site, and department levels

Customer Knowledge Base Information on customer requirements, problems, business processes

Project Information Current projects, past research, technology, resources available,

Data Dictionary Central for finding what information is available and where. Functionality to hook

user to that information.

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Strategic Plans. Goals. Objectives Corporate, Division, department level goals and objectives. Coordinate all levels

of direction.

Audit Info. Responses and Status Library of past and current audits (self, internal, FDA, etc.) with responses and

status of open items.

Product Information Information on life cycle of products. Quality performance, configuration

Quality Info in Real Time Collect quality information on production in "real time" (up to date within a minute)

Data Packs

PCA’s. NCR's. N C M R 's ... Reporting and tracking of quality reports

Field Service History As maintained configuration, trouble shooting history by serial number, FSE

qualification and training

Reporting Access to information via reports.

On-Line Reports Electronic reports available without paper distribution. Updated at time of request.

Customizable format by user. Frequency and date of report based on user.

Ad-hoc Querying User specified reports on demand

Exception Reporting Reports driven by exceptions to parameters defined by user. Distribution to

appropriate users.

Metrics and rolling history Standard metrics maintained for various site functions and data presented with 12

month rolling histories.

H.R. Information Human resource information for career development, evaluations, recruitment

HR Info On-Line Personnel files on-line with appropriate security. Support concurrent access by

employees and manager for evaluation process and on-going planning.

Resource Development Support Training opportunities, career paths, resources and funding planning, management

support of development plans.

Job Posting system

Automated H.R. Procedures Automate distribution and approvals for H.R. procedures (similar to automating

ECN process)

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Streamline Hiring Process Interviewing, hiring, internal release and transfer

Format and Function

Electronic Information Information maintained and transmitted in electronic format.

Secure Environment Data cannot be corrupted, users receive most up to date information, and access

to sensitive information can be restricted.

Integrated Knowledge base looks like single entity to users even though it is made up of many

data sources. Functionality to collect data from any of these sources and present to user in logical format

Accurate and Consistent Knowledge base is accurate and information is internally and referential^

consistent. Eliminate redundant data input.

Analvzable and Complete Data in format that the users can analyze for their needs. "Meta data" such as

precedent relationships in a project plan cannot be lost. The information value may therefore be related to the analysis application.

Graphical Presentation Data must be directly available in visual formats.

Training Courses

Knowledge Base What is in the Abbott Knowledge Base and How to make the best use of it in your

job.

Communication Systems How to use phone, e-mail, conferencing systems. Introduce new paradigms that

are more productive when using this new technology.

Applications Training in howto use the various applications including combining applications for

more effective data analysis and presentation.

Facilities

Computer Eouipped Rooms Training rooms equipped with the computers that are commonly used so that

people can learn in a familiar environment.

Video Conference Rooms Video conference rooms so that classes can be offered simultaneously at multiple

sites. Be able to take advantage to satellite classes from local colleges.

Interactive Training Self paced interactive computer training

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Notes on How's

E-Mail Electronic Mail Communication Packages in use.

Microsoft Mail Dallas Based E-Mail.

PROFS Chicago Based E-Mail.

cc:Mail Lotus Notes Part of Team Technology Project. Multiple platform support: Windows. OS/2, Mac,

possibly Motif. Provides a consistent G.U.I. with integration potential for systems under development.

LAN Local Area Network connecting PC's and workstations together throughout Abbott.

LAN/WAN Physical Network: twisted pair and fiber optics with connections via T1 lines.

Fax Facsimile Machines and Services

Fax Machines Physical Machines located throughout the site.

EMA Workstation Fax Electronic Fax Capabilities available through the EMA UNIX Network.

MIS Fax Queue Print to a fax machine from a PC application.

Mail Physical Mail services.

Inter-Office Mail Abbott Internal Mail System

Federal Express Overnight commercial service used between Abbott sites and externally.

Phones Telephone services.

Meetings and Training Organizations and facilities for training classes and meetings.

Scheduling Books Schedule Books are kept by various people for the meeting and training rooms in

each building.

Video Conferencing Permanent division video conference room and 2 "portable" video conferencing

set-ups for projects.

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Computer Training Curriculum On-site courses for the LAN and applications.

Training Rooms Training rooms equipped with computers (both PC's and workstations)

Team Technology Project in development and testing to facilitate communication and concurrent

engineering in product development process.

Lotus Notes Application that aides through use of forms and databases various information and

communication processes.

Acrobat Document viewer that provides text and graphics capabilities using the .pdf file

format.

Electronic Forms Standardize forms for collecting information in electronic format.

Distribution Automated and ad hoc electronic distribution of information.

Electronic Responses Add responses to distributed documents. Maintain audit trail and associations.

ADCS Product document management system.

Electronic Vault Phase I of ADCS that provides control and security for electronic documents.

View and Mark-up Facilitates the "paperless" environment by providing means of viewing and

redlining a variety of graphic formats. Integration provides for control of mark-up layers with original documents.

Product Structure Provides configuration management of parts and documents by relating records to

each other with various references.

Process Automation Provide for creation of records, distribution, control, approvals/signatures,

promotion, security, and tracking of information and documents as defined by operating procedures.

DCS Legacy ECN tracking system which be replaced by ADCS.

Site Systems Systems in place at the Dallas site to perform specific information functions.

CAS: Corrective Action System Quality system to track PACAR's.

NCMR DB Database of NCMR information

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HR Kiosk Human Resource information system making job postings available.

CSC Verity Customer Service Information is kept on-line and queried using Verity engine.

ASK: M RP MRP package that has been customized. 4 software upgrades behind current

technology.

Individual Applications Various software applications used by individuals to solved their problems.

Division Systems Systems provided at the division level for various information functions.

Field Watch Field Service Tracking and Reporting

IRL/IRLM Track serial number and customer site of each instrument.

Accounting/Financial Systems Systems to collect budget and performance data.

Notes on What I How Relationship Sorted by What's

W H A T: Access to Document History HOW: Electronic Vault Audit trail of promotions and approvals. Dependent on level of process automation

and release procedure development.

WHAT: Access to Document History HOW: View and Mark-up Access to markups leading up to changes. Documents thought process and

changes not implemented.

WHAT: Access to Document History HOW: Process Automation Defines the process a document went through including reviews, approvals,

relations with other documents, and access.

WHAT: Access to Document History HOW: DCS List of ECN's affecting document.

WHAT: Ad-hoc Querying HOW: Lotus Notes SQL queries of available databases.

W H A T: Ad-hoc Querying HOW: Electronic Vault Forms based query of vault.

W H A T: Applications HOW: Computer Training Curriculum Training for specific supported applications.

WHAT: Archival and Disaster Recovery HOW: Lotus Notes Networked with nightly back-ups.

W H A T: Archival and Disaster Recovery HOW: Electronic Vault Full disaster recovery plan in addition to previous versions and revisions.

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W HAT: Archival and Disaster Recovery HOW: LAN/WAN Provides for centralized administration and performance of back-ups.

W H A T: Archival and Disaster Recovery HOW: Individual Applications Back-up of local hard drives on floppies or tape.

W H A T: Audit Info. Responses and Status HOW: CAS: Corrective Action System Current responses are included but history is not available due to recent

implementation.

W HAT: Audit Tracking HOW: CAS: Corrective Action System List of audit items and responses.

W H A T : Audit Trails HOW: Lotus Notes Signatures provide some document history.

W H A T : Audit Trails HOW: Electronic Responses Relates responses to initial documents.

W H A T: Audit Trails HOW: Electronic Vault Tracks all steps and approvals through the process. Transaction log provides other

actions.

W H A T : Audit Trails HOW: Process Automation Defines steps in process where histories are kept.

W H A T : Automate ECN Process HOW : DCS Tracks paper ECN's.

W H A T : Automate ECN Process HOW : Process Automation A "best in class" ECN process is available through PCS.

W H A T : Automate ECN Process HOW : Product Structure Product structure is a major information requirement in the ECN process.

W H A T : Automate ECN Process HOW : View and Mark-up Informal changes and comments must be included electronically.

W H A T : Automate ECN Process HOW : Electronic Vault This is the foundation. Must be able to track and control documents, parts,

signatures, etc.

W HAT: Automated H.R. Procedures HOW : HR Kiosk Sign-up for job openings.

W H A T : Automation of Business Processes HOW: LAN/WAN Electronic communication backbone tying the enterprise together. Provides

electronic communication necessary for automation.

W H A T: Automation of Business Processes HOW: Lotus Notes Build applications using databases and API's.

W H A T : Automation of Business Processes HOW: Electronic Forms Building block of business process in manual mode. Support transition to

automated processes.

W H A T : Automation of Business Processes HOW: Electronic Vault Control documents of business processes. Provides for electronic signatures.

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W H A T : Automation of Business Processes HOW: Process Automation Provides process control, distribution, audit trails, configuration, changes to

processes.

W HAT: CAD Tools HOW: LAN/WAN Necessary for distribution of licenses, software, data, etc.

W HAT: CAD Tools HOW: Electronic Vault Vault is necessary for control of information generated by CAD tools. Otherwise

data can be lost or changed making it unusable.

W HAT: Capture Signature electronically HOW: Lotus Notes Has signature capability with public/private key enciyption.

W HAT: Capture Signature electronically HOW: Electronic Vault Tracks and retains electronic signature with documents.

W HAT: Capture Signature electronically HOW: Process Automation Specify who and when a signature is required.

WHAT: Common Process Definitions HOW: Lotus Notes Documentation of standard process (i.e. CPD) and build DB applications.

W H A T : Common Process Definitions HOW: Electronic Forms Common forms support common processes.

W H A T : Common Process Definitions HOW: Distribution Standardize distribution for each process.

W H A T : Common Process Definitions HOW: Process Automation Single point of process definition and control. Track process status, performance,

history, etc.

WHAT: Communication Systems HOW: Computer Training Curriculum Training for the LAN and E-Mail.

W H A T : Computing Mobility HOW: Lotus Notes Provides for modem hook-up and download of information.

W HAT: Computing Mobility HOW: Individual Applications CarbonCopy.

WHAT: Control document generation HOW: Process Automation Specify and generate documents that are required.

WHAT: Customer Knowledge Base HOW : CSC Verity Some customer information however not widely utilized.

W H A T : Data Dictionary HOW: Electronic Vault Data contained in the vault is defined.

WHAT: Data Dictionary HOW: Lotus Notes Lotus databases are defined. Integration with other sources can be defined.

WHAT: Data Dictionary HOW: Individual Applications Cornerstone has a data navigator.

W H A T : Data Visualization HOW: Acrobat Make visual images available to all users.

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WHAT: Data Visualization HOW: Individual Applications Spreadsheet and graphics packages: Lotus, Always, Excel, Quartro, Harvard,

Powerpoint, Cornerstone.

WHAT: Distribution of Documents HOW: Electronic Vault Ad hoc distribution with in-box and automated distribution to document control and

project managers.

WHAT: Distribution of Documents HOW: View and Mark-uo Can distribute comments with documents.

WHAT: Distribution of Documents HOW: Process Automation Distribution to any users through release procedures based on job class, project,

document type, etc. Dynamic distribution allows for individual changes.

WHAT: ECN Tracking HOW: Electronic Vault Control ECN's.

W H A T : ECN Tracking HOW: Process Automation View status of ECN per a specified release procedure.

WHAT: ECN Tracking HOW: DCS Currently a parallel system to track paper ECN's.

WHAT: EDI HOW: Individual Applications Modems and communication application such as Procomm, Kermit, etc.

W HAT: Effectivity Control HOW: Electronic Vault Maintains date effectivity.

W H A T : Effectivity Control HOW: Product Structure Establishes relationships: instrument, assembly, part, document, etc.

WHAT: Effectivity Control HOW: Process Automation Ties ECN to product structure of parts, documents, etc.

W H A T: Electronic Approvals HOW: Electronic Vault Validated electronic signature process.

WHAT: Electronic Approvals HOW: Process Automation Specify who must sign documents and when during their life cycle.

WHAT: Electronic Format HOW: MIS Fax Queue For distribution only.

W HAT: Electronic Format HOW: EMA Workstation Fax Send and receive electronically.

W HAT: Electronic Information HOW: Accounting/Financial Systems Many reports still on paper.

W HAT: Electronic Information HOW: Individual Applications Generation of work done electronically.

W HAT: Electronic Information HOW: Product Structure BOM would be electronic information from product structure tree rather than list of

parts.

WHAT: Electronic Information HOW: View and Mark-up All mark-ups can be done electronically.

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WHAT: Electronic Information HOW: Electronic Vault Masters documents are now electronic rather than paper copies.

W HAT: Electronic Information HOW: Acrobat Electronic information can be viewed by everyone.

W HAT: Electronic Information HOW: Lotus Notes Generate and control work electronically.

W HAT: Electronic Information HOW: Microsoft Mail E-mail is first step to distributing information electronically.

W H A T : External Mail Service HOW: Federal Express Used extensively for overnight delivery.

W HAT: FDA Compliant HOW: Electronic Vault Validated in Phase II.

W HAT: Field Service History HOW: Field Watch Incomplete history of field service. Does not facilitate queries.

W H A T : Graphical Presentation HOW : Individual Applications Individual spreadsheet and graphics packages: Lotus, Excel, Quartro, Harvard,

Powerpoint, Asterix, Cornerstone.

W H A T : Graphical Presentation HOW : Electronic Vault Future software releases will make use of Motif to present product structure and

process automation in graphical format.

W HAT: HR Info On-Line HOW: HR Kiosk Job posting and other info available at specific PC's in Kiosks.

W HAT: HR Info On-Line HOW: Individual Applications Human Resource Manual on network.

W HAT: Improved Phone System HOW : Phone System Functionality of phone service is increasing but many people are not aware of new

services.

W H A T : Instrument History tracking HOW : Electronic Vault Could be used to track data packs and other information through life cycle. Has

not been implemented and may not be best solution.

W H A T : Instrument History tracking HOW : Field Watch Incomplete information on instruments in the field.

W HAT: Instrument History tracking HOW: IRL/IRLM Customer and location of instrument.

W H A T : Instrument History tracking HOW: Accounting/Financial Systems Billing and depreciation information.

W HAT: Integrated HOW: Electronic Vault Tool integration for check-in and out of information.

W HAT: Integrated HOW: Lotus Notes Data integration and API's for applications.

W H A T : Integrated Applications HOW: c c :M a il Lotus Notes Integrated with Lotus Notes.

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WHAT: Integrated Applications HOW: Process Automation Integrate with E-Mail for distribution and notification.

WHAT: Integration HOW: LANA/VAN Provides backbone necessary for electronic communication required for

integration.

WHAT: Integration HOW: Lotus Notes Tool to integrate data sources. API’s facilitate application integration.

WHAT: Integration HOW: Acrobat View information from multiple applications. Standard format (PD F) is required.

WHAT: Integration HOW: Electronic Vault Common storage and control permitting access and distribution. Integrate tools for

storage and distribution of files.

WHAT: Integration HOW: Individual Applications Windows and window based applications.

WHAT: Inter Abbott Site Mail HOW: Inter-Office Mail Currently Inter-office mail does not meet requirements for speed of delivery and

reliability.

WHAT: Inter-site functionality HOW: Individual Applications A project can choose common applications and transfer files between sites by the

network, modem, or on floppies via the mail.

W H A T: Interactive Training HOW: Computer Training Curriculum Some applications have tutorials.

WHAT: Internet HOW: LAN/WAN Connection to external networks.

WHAT: Job Posting System HOW: HR Kiosk Initial function of Kiosk is job posting system.

W H A T: Literature Search HOW: Individual Applications Teltech.

WHAT: M R P HOW: ASK: MRP System has met past requirements but has not been kept up with technology. May

not meet future user requirements.

WHAT: O C R HOW: Individual Applications Applications such as Winfax.

WHAT: Office Automation HOW: Microsoft Mail E-mail and attachments.

WHAT: Office Automation HOW: c c:M ail Lotus Notes E-mail, attachments, and some integration with Lotus Notes

WHAT: Office Automation HOW: LAN/WAN Electronic communication Backbone for applications, storage, communication,

integration.

WHAT: Office Automation HOW: Lotus Notes Integrated data and some applications.

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W H A T: Office Automation HOW: Acrobat Viewing using a common format (PDF)

W H A T : Office Automation HOW: Electronic Forms Generate forms for data capture and automation.

W H A T : Office Automation HOW: Individual Applications Windows Compatible Packages, Asterix (UNIX)

W H A T: On-line access to drawings HOW : Electronic Vault Document History, copies of master files, and views available.

W H A T: On-line access to drawings HOW: View and Mark-up Ability to view information without having to use creation C A D software.

W H A T : On-Line Reports HOW: Electronic Vault Standard reports and queries.

W H A T : On-Line Reports HOW: Lotus Notes SQL queries.

W H A T: On-Line Reports HOW: LANA/VAN Access to information for generation and distribution of reports.

W H A T: Part and Document Configuration HOW: ASK: M R P Current revision maintained manually. Accuracy is not controlled.

W H A T: PCA’s. NCR's. NCMR's ... HOW: NCMR DB Includes NCMR's.

W H A T: Policies and Procedures HOW: Individual Applications Human Resource Manual on network.

W H A T: Printing of Documents_____ HOW: Electronic Vault Batch printing of viewable files.

W H A T: Printing of Documents_____ HOW: View and Mark-up Print individual documents that are being viewed.

W H A T: Process Metrics HOW: DCS Some monthly reporting and programmed specific queries.

W H A T: Process Metrics HOW: Process Automation Standard reports available but not yet utilized.

W H A T: Process MetricsHOW: Electronic Vault Standard reports and ad hoc queries.

W H A T: Process MetricsHOW: Lotus Notes SQL queries of databases are available.

W H A T: Project Information HOW: Individual Applications Prior projects the individuals have worked on.

W H A T : Project Management HOW: cc:Mail Lotus Notes Communication channel tied through Lotus Notes to project management

functionality.

W H A T : Project Management HOW: Lotus Notes Store project schedules.

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WHAT: Project Management HOW: Acrobat Display project schedules.

WHAT: Project Management HOW: Process Automation Build project using required documents and levels. Tracking and status is

available and can be automated.

WHAT: Project Management HOW: Electronic Vault View document status for percent completion, milestones, etc.

W HAT: Project Management HOW: Individual Applications SuperProject, Microsoft Project, AutoPlan II.

W HAT: Quality Info in Real Tim e HOW: LAN/WAN LAN provides means to collect and distribute info.

W HAT: Quality Tracking HOW : Field Watch Incomplete history of field problems and maintenance.

W HAT: Quality Tracking_____ HOW: CSC Verity History of customer calls and technical service information.

W HAT: Quality Tracking HOW: NCMR DB History of non-complying material and its disposition.

W HAT: Quality Tracking HOW: CAS: Corrective Action System List of audit items and responses.

W HAT: Redistribution and Markup HOW: Fax Machines Manual.

W HAT: Reporting HOW: DCS List and status of ECN's.

WHAT: Reporting HOW: Lotus Notes Database provides foundation information to query.

W HAT: Reporting HOW: Electronic Vault Standard reports and ad hoc queries.

WHAT: Reporting HOW: Product Structure Relationships between parts, documents, etc. provide structure for reports.

Product structure is frequently the desired structure for reporting information.

WHAT: Reporting HOW: Process Automation Reports can be included in process automation.

W H A T : Reporting HOW: CAS: Corrective Action System Report on specific information in system.

W HAT: Reporting HOW : C SC Verity Strong information and query engine to apply to CSC knowledge base.

W HAT: Reporting HOW: Field Watch Limited capabilities on database that is frequently incomplete or needs to be

correlated with other data.

WHAT: Reporting HOW: Accounting/Financial Systems Standard reports including some specific reports that include information from

other systems. These are individually developed and not flexible.

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WHAT: Reporting HOW: Individual Applications Use of spreadsheet or graphics programs such as Lotus, Excel, Quartro, Harvard,

Powerpoint.

WHAT: Scheduling Application HOW: Scheduling Books Manual Conference Room Scheduling.

WHAT: Scheduling Application HOW : Individual Applications Variety of individual scheduling applications in DOS, Windows, and UNIX.

WHAT: Secure Environment HOW: LAN/WAN Dependable network so that electronic information can be relied upon.

WHAT: Secure Environment HOW: Lotus Notes Control of databases and user verification with public/private key system.

WHAT: Secure Environment HOW: Electronic Vault Maintain data integrity through access control, and back-ups.

WHAT: Shared -X HOW: LAN/WAN Network is mandatory for shared-X communication.

W H A T: Shared Printers. Storage HOW: Lotus Notes Ties users to various information storages.

W H A T: Shared Printers. Storage HOW: Electronic Vault Provides common storage of information and printing capabilities.

WHAT: Simulation HOW: Individual Applications Variety of simulation packages for mechanical and electrical design,

manufacturing, process control, computer networks.

W H A T: Statistical Analysis HOW: Individual Applications Statgraphics, RS/1, Cornerstone.

WHAT: Training and Meeting RoomsHOW: Scheduling Books Schedule meeting rooms manually.

W H A T: Version Control HOW: Product Structure Product structure is the version of the part, instrument, document, assembly, etc.

and is date specific.

W H A T: Version Control HOW: Electronic Vault Maintains version, revision, etc. by date.

W H A T: Video Conference Rooms HOW: Video Conferencing Division and project video conferencing facilities.

W H A T: Video Phone/Conferencing HOW: Phone System Phone can be used in conjunction with shared-X for limited video conferencing.

W H A T: Video Phone/Conferencing HOW: Video Conferencing Facilities are available for group conferences.

W H A T: Viewing and Markup of documents HOW: Electronic Vault Control of original documents and integration of redline files in a controlled

process.

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W H A T : Viewing and Markup of documents HOW: View and Mark-up Markup software capable of viewing various file formats. Concurrent user licensing

makes it available to all users.

W HAT: Word Processing Functionality HOW: Individual Applications Use word processor to compose mail then insert into e-mail.

Notes on H O W Interactions Sorted by left most H O W in matrix. These notes refer to the "roof', the triangular matrix at the top of the QFD chart.

HOW : cc:Mail Lotus Notes HOW: Lotus Notes c c :M a il is integrated with Lotus Notes and the user gains in functionality by using

both.

HOW: C c:M ail Lotus Notes HOW: Distribution cc:Mail is integrated with Lotus Notes which will be the engine for distribution.

HOW : Computer Training Curriculum HOW: Training Rooms Training rooms with the appropriate computers are required for effective training

classes.

HOW: Computer Training Curriculum HOW: Lotus Notes For all Team Technology applications training is required in both the software and

the integration of that software into the Abbott business process.

HOW: Computer Training Curriculum HOW: Electronic Vault Users need to learn both the software and the logic for using it to maintain

document control.

HOW: Computer Training Curriculum HOW: View and Mark-uo The software is very simple however the view and mark-up is key to the ECN

process for which training is required by GMP rules.

HOW: Computer Training Curriculum HOW: Process Automation While process automation will reduce overall training requirements a common set

of ground rules must be established for the system to be effective.

HOW: Computer Training Curriculum HOW: HR Kiosk All employees will receive training on using this HR system.

HOW: Computer Training Curriculum HOW: CSC Verity This is a powerful knowledge base search engine that requires users be trained to

provide customer with timely, accurate, and valuable information.

HOW: Computer Training Curriculum HOW: ASK: MRP ASK is an old application with a complicated command structure that requires a

sequence of courses leading to certification.

HOW: Distribution HOW: CAS: Corrective Action System CAS needs to distribute action items to responsible parties and notify management

of problems or completion.

HOW: Electronic Forms HOW: Electronic Vault ADCS can control electronic forms maintaining their security and integrity.

HOW: Electronic Forms HOW: Process Automation Electronic forms frequently have processes that they specify.

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131

H O W : Electronic FormsHOW: NCM R DB Collection of data for the N CM R DB will be through a number of electronic forms.

H O W : Electronic Responses HOW : CAS: Corrective Action System CAS needs to be able to receive and control responses to action items.

H O W : Electronic Responses HOW : Process Automation Process automation requires a system to make all responses electronically.

H O W : Electronic Vault HOW: View and Mark-up Electronic vault functionality is greatly enhanced when contents can be handled in

all electronic format.

H O W : Electronic Vault HOW: Product Structure In order to maintain a product structure (configuration management) the parts and

documents must be in a controlled environment (i.e. electronic vault).

H O W : Electronic Vault HOW: Process Automation To automate the process the work/information flows must be electronic which

requires a vault to track and control this information.

H O W : EMA Workstation Fax HOW : Phone System FAX relies on the phone system for communication.

H O W : Fax Machines HOW: EM A Workstation Fax FAX machines are redundant for receiving information if you have a computer and

printer. A FAX/Modem provides much more flexibility since the information is received in electronic form and can then be printed, converted to ASCII, distributed as e-mail, red- lined, etc. Faxes can also be sent directly from applications using the print command.

H O W : Fax Machines HOW: M IS Fax Queue Electronic FAX eliminates the need for generating or scanning paper as an interim

mode when Faxing information.

H O W : Fax Machines HOW: Federal Express FAX 'es reduce the amount of FED EX needed.

H O W : Fax Machines HOW: Phone System FAX machines use the phone lines to communicate.

H O W : Fax Machines HOW: View and Mark-up View and Mark-up replaces the FAX ability to transmit drawings and freehand

notes.

H O W : LANA/VAN HOW: Accounting/Financial Systems Currently the financial systems make very little use of the LAN. New Lotus Notes

and other applications will change this dramatically.

H O W : LAN/WAN HOW: Individual Applications The LAN aides in the distribution of applications and the information generated by

them.

H O W : LAN/WAN HOW: ASK: M RP The ASK application uses terminal emulation and most users need to change there

computer link to go from ASK to the LAN making this a difficult process and limiting information transfer.

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132

HOW: LAN/WAN HOW: CSC Verity Network application making use of a common information base and application

software.

HOW: LAN/WAN HOW: HR Kiosk HR Kiosk relies on the LAN for connectivity to HR, etc. Without this the system

would not be viable.

HOW: LANA/VAN HOW: CAS: Corrective Action System CAS uses the LAN as its basic data collection and distribution channel.

HOW: LANA/VAN HOW: Process Automation Process is not practical without a reliable LAN/WAN connecting everyone involved

with the process.

HOW: LAN/WAN HOW: Electronic Vault The vault is built on the LAN with distributed storages connected. The LAN is an

integral part of the vault.

HOW: LAN/WAN HOW: Electronic Responses The LAN is the basic means of making electronic responses.

HOW: LAN/WAN HOW: Distribution Electronic distribution assumes a LAN is in place.

HOW: LAN/WAN HOW: Electronic Forms Primary distribution and collection of electronic forms is over the LAN.

HOW: LANA/VAN HOW: Lotus Notes Lotus Notes is a work group environment. The work group only becomes a "group"

when it is linked with a LAN for Notes purposes.

HOW: LANA/VAN HOW: Inter-Office Mail These two are competitors. LAN is the channel for electronic distribution while Mail

is the channel for paper distribution.

HOW: LAN/WAN HOW: MIS Fax Queue The LAN is used to connect user’s computer to FAX machines.

HOW: LAN/WAN HOW: EMA Workstation Fax The LAN connect workstations to FAX machines.

HOW: Lotus Notes HOW: Accounting/Financial Systems Lotus Notes is beginning to provide applications that integrate data from financial

and other systems which increases the information value for Abbott.

HOW: Lotus Notes HOW: Process Automation Lotus Notes provides Process Automation that can be integrated with ADCS to

reach all users.

HOW: Lotus Notes HOW: Electronic Vault Lotus Notes will utilize the ADCS vault for control and storage of regulate

documentation.

HOW: Microsoft Mail HOW: PROFS These 2 systems do not integrate well. Intercommunication is limited to mail

without attachments through a gateway.

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133

H O W : Microsoft Mail HOW: LAN/WAN Without a reliable network e-mail would be of little value.

HOW : Microsoft Mail HOW: Inter-Office Mail E-Mail has significantly reduced the amount of mail to be distributed.

H O W : Microsoft Mail HOW: Phone System E-Mail is a reliable substitute for phone calls when messages require quick action

but not direct contact, especially if more than one person receives the message.

H O W : Microsoft Mail HOW: Distribution Distribution will rely on existing e-mail in order to reach all users.

H O W : Microsoft Mail HOW: Electronic Vault The vault can use the e-mail system to inform users of events occurring within the

vault.

H O W : Microsoft Mail HOW: Process Automation E-mail can be used to notify participants of actions or approvals required and

status's.

HOW : Microsoft Mail HOW: HR Kiosk E-mail is used to communicate between the kiosk, personnel, employees, and

managers.

H OW : MIS Fax Queue HOW : Phone System FAX relies on the phone system for communication.

H OW : Process Automation HOW : DCS Process automation of the ECN process will obsolete DCS.

HOW : Process Automation HOW : CAS: Corrective Action System Corrective actions frequently are taken on documents within ADCS and these

actions can be specified, automated, and tracked.

HOW : Product Structure HOW : ASK: MRP MRP needs an accurate product structure which will be obtained from ADCS.

HOW : PROFS HOW: c c :M a il Lotus Notes PROFS limits integration and restricts functionality transfers between systems.

HOW : PROFS HOW: Federal Express PROFS does not provide for transmission of attachments so Fed Ex has been

used to distribute at other sites. PROFS however does provide inter-site communication limiting the amount of Fed Ex used.

HOW : PROFS HOW: Phone System Communication between sites is important. Phone and PROFS provide

complementary service depending on the user's immediate needs.

HOW : PROFS HOW: Distribution Team Tech distribution will need to reach all Abbott employees and PROFS is the

most pervasive system today.

H OW : Video Conferencing HOW : Computer Training Curriculum Video Conferencing of training provides greater availability of classes across all

sites.

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