Corporate systems management: an overview and research perspective

Reviewer: John J. Hirschfelder

The author reports the results of interviews with senior information systems (IS) executives of 30 companies. Each interview treated six topics: organizational structures for IS management, management of end-user computing, IS structure and planning, IS infrastructure effectiveness measurement, management of outside services, and technology management. Clark then identifies topics for additional research in each of the six areas. His principal conclusions are as follows. The primary functions of the central IS organization have shifted from design and development to integration, consultation, and management of the infrastructure for decentralized or dispersed computing. Most end-user computers are procured and controlled by line organizations without regard to corporate standards. Most IS managers felt that it was impossible to manage the proliferation of end-user systems. The focus of IS management is on large transaction processing systems or systems dealing with operational control or production. Few true decision support or executive information systems exist. The problem of infrastructure effectiveness measurement is viewed as virtually impossible to solve. All managers interviewed prefer to purchase rather than develop software. When consultants or contract programmers are used on a project, it is almost impossible to accurately forecast the costs associated with coordinating internal and external activities. Most companies tend to rely on widely available proven technology. The belief that expert systems have merit but that applications have been constrained by the technology available is widespread, however.