2,000 Greater & Lesser Mysteries

home *** CD-ROM | disk | FTP | other *** search

/ 2,000 Greater & Lesser Mysteries / 2,000 Greater and Lesser Mysteries.iso / govern / fbi / mys00804.txt < prev next >

Wrap

Text File | 1994-06-10 | 11.9 KB | 254 lines

April 1991 POINT OF VIEW A MANAGER'S GUIDE TO COMPUTER PROJECTS By Charles Brennan Inspector Information Systems Division Philadelphia, Pennsylvania, Police Department Increasingly, police managers find themselves placed in charge of computer projects within their departments. Many feel ill-equipped for the task because, although they know the operational side of their agencies very well, the technical aspects remain, in large part, a mystery. It is easy for even the most attentive manager to become lost at meetings, understanding little of the technical jargon and having to make decisions without a full understanding of all the facts. However, this need not be the case. Managers can take a number of steps to help ensure that technical projects will be completed successfully. PROJECT MANAGEMENT A large-scale technical project requires a project manager. This person should be of sufficient rank or standing in the department to make almost any decision independently once the job begins. A full-time manager is best, and many hardware/software vendors suggest that the department assign an individual solely to this task, since the project manager is the primary contact between the vendor and the department. TECHNICAL KNOWLEDGE Those assigned to a computer project who have no technical expertise at all must develop at least a working knowledge of computers. A recommended source is introductory courses at a local university. In addition, there are many books that explain both computer terminology and the operational aspects of the computer. A thorough understanding of the terms is especially important, since project managers must be able to comprehend what is discussed at meetings that they will be required to attend. But no matter what the technical background, it is important to make sure that meetings with vendors operate at the project manager's level of understanding. Vendors want to retain customers, and therefore, will take the time to explain the technical aspects in laymen's terms. If any fail to do so, the best course of action may be to consider another retailer. However, such issues should be dealt with before issuing a contract for products or services. For large and complex projects, however, it is advisable to have some independent technical assistance. If the department has an in-house technical staff, they may provide all the help needed. If not, the city or county may have technical resources available. In any case, the technical team assembled should work closely with vendors providing equipment and software. PROJECT GOALS Every project has goals that must be satisfied, and computer projects are no different. The project manager must understand each one and how they affect separate entities within the department. For example, in large departments, the installation of a computerized records management system must satisfy the specific needs of many departmental units. It is important to realize from the outset that the system eventually put into place may not satisfy everyone's expectations. But, one of the manager's most important duties is to meld all of these seemingly competing needs into what is both practical and possible for the entire department. ADMINISTRATIVE SUPPORT Department administrators must understand and support the project. The head of the agency will certainly be aware of the implementation of a large-scale computerization project, but may not fully understand the impact the project will have on the department. For example, the installation of a computer system may require changes in departmental procedures, personnel allocations, and other fundamental aspects of the department's operation. The chief administrator should be kept aware of the project's progress, as well as what departmental changes will be necessary, through regularly scheduled status meetings. TIME TO PLAN Proper planning is probably the single most important factor to computerize a department successfully. For every hour spent in good planning, 10 hours of aggravation can be avoided. The project manager should take time to enlist the assistance of employees and designate tasks. One way would be to form a committee to guide the project. Another consideration is to assign tasks, responsibilities, and timetables so that everyone knows what jobs must be done and who must do them. Potential repercussions for the agency should be anticipated. For example, the introduction of personal computers (PC's) in an agency goes beyond just buying the machines. Such a purchase raises questions: Who will fix the equipment? What about training? Are there certain procedures governing their use or the information they contain? Other issues regarding specialized programs and additional software must also be addressed eventually. Every computer system needs support that requires resources and personnel. And, while a computer system may reduce the number of people needed for a certain task in one area, it may increase the personnel required in another. RESEARCH In any computerization project, there will invariably be problems encountered and problems to be solved that have the potential to be overwhelming. New software packages particularly are subject to problems. Testing in the "lab" cannot adequately duplicate real life conditions. Therefore, if an agency is the first to install a package, it may be faced with complex problems to which there are no known solutions. Essentially, the department will be tasked with solving the problems for all departments purchasing the package thereafter. This could prove to be not only inconvenient but also very expensive. There are two conditions, however, in which this general rule may be disregarded: 1) If a vendor offers a substantial discount, or 2) if the software is so unique and innovative that it cannot be purchased or tested elsewhere. USER INPUT One of the biggest mistakes that could be committed in any technical project is not to involve the users in all phases of development. No one understands the job better than those who have been doing it for years. Shortcuts that have been developed over time to "work around" problems could be missed if no one is consulted on "how it is done." And, making changes later to accommodate these procedures could be expensive. Only by involving those who will use the program can project teams be certain to develop a system designed for the job. THE RIGHT VENDOR If planning is the most important facet of a technical project, then choosing the right vendor is next. Although there are no rules for vendor selection, there are certain guidelines that should be followed. * Contact Other Departments Every potential vendor should supply a list of clients who have installed similar systems. The project manager should take the time to contact a random sample of these clients to ask questions regarding the workings of the programs, problems encountered, and advantages and disadvantages of the system. The project manager should prepare a list of questions so that all important points are covered. Most departments are willing to share information about the reliability and performance of vendors. Some vendors may claim that they are "business partners" with a larger computer firm; however, this does not mean that the larger company guarantees the vendor's products or software. * Make on-site visits The best way to see if vendors can do what they promise is to make a site visit. Before selecting a product or service, it is important to see it in operation. If at all possible, the police department using the product or service should be comparable in size to the one considering the purchase. Again, the project manager should plan for any site visits by formulating questions and determining what functions are important. * Judge vendors by the same criteria It is important to judge every software package or product by the same standards. This can be done by creating a matrix with vendors listed down one side of the page and the different criteria listed across the top. By placing an "X" in the column where the vendors meet the criteria, the project manager will have a simple and easy method to evaluate vendors and to determine which ones meet the standards necessary for the project. PROBLEM LOG All problems encountered in completing a major technical project should be relayed to one individual. This individual should record the problem, who reported it, and how, or if, it was resolved. Among other things, a problem log ensures that all issues are communicated to the vendor centrally and in the same format each time. SAFETY NET In a complex project, it is very important to construct a type of safety net that would anticipate upgrades and factors overlooked during initial program development. This is especially true if the project involves the purchase of software. A good safety net for this type of project is to include a provision in the contract that requires the vendor to provide a certain number of programming hours to "enhance" the purchased software. In many cases, the enhancements are changes required due to circumstances not anticipated when the software specifications were given to the vendor. It is imperative to remember that certain manual procedures may not translate easily or cleanly to an automated format. The larger the project, the more likely things will be missed. Unless provisions are made ahead of time, changes to the original specifications may require additional resource outlays. IMPLEMENTATION Once a new system is implemented, there is the impulsive tendency [to] "get it up" and have everyone using it immediately. This tactic usually only confuses the users and breeds frustration. If the system has many different components, it is a good idea to introduce them gradually, to ensure that all users are operating at the same level of understanding before moving forward. If possible, it is also advisable to test the system in a small segment of the department before releasing it for general use. This will allow time to gauge the reactions of a small sample group in a controlled area. It is better to find problems here and correct them before everyone begins using the system. CONCLUSION Technical projects require planning and forward thinking. But, even the most complex projects can be successfully completed if certain guidelines are followed. While some technical background, or at least familiarity with computer terminology, is important, a comprehensive, well-defined approach is invaluable to complete a technical project successfully. --------------- "Point of View" is a forum for law enforcement professionals to suggest recommendations to improve police work. Submissions for this feature should be no more than 750 words, typed, double-spaced, and forwarded to Editor, FBI Law Enforcement Bulletin, Room 7262, 10th & Pennsylvania Ave., NW, Washington, DC 20535.