Organization and management of computer centers

The organization is the part of management that involves the establishment of a

intended structure of the roles that individuals will have to perform in a
company. The purpose of an organizational structure is to contribute to the creation of a
favorable environment for human performance.

2.1 Organizational Structure

The organizational structure of the computer center should reflect who will perform which tasks.
tasks and who will be responsible for what results. The internal structure of a center of
computer science is based on the functions that the department has regarding the service
of information that must be provided to the entire company, therefore, it will depend
also of the nature of the company that uses it.

2.1.1 Functions of the staff

Within a company, the Data Processing Center or Computing Center fulfills

various functions that justify the established job positions that exist in it,
which are encompassed through the following departments:

Exploitation of systems or applications.

The exploitation or operation of a computer system or application consists of

the use and utilization of the developed system. It consists of date forecasts
execution of work, overall operation of the system, control and management of supports,
system security, job supervision, etc.

Technical support for users.

Support, both for users and for the system itself, is responsible for selecting,
install and maintain the appropriate operating system, of the design and control of the structure
from the database, the management of teleprocessing teams, the study and evaluation of
the needs and performance of the system and, finally, direct assistance to users.

Management and administration of the Data Processing Center itself.

The management and administration functions of a Data Processing Center
they encompass operations of supervision, planning and project control, security and
project control, general safety of facilities and equipment, financial management and
management of one's own human resources.

[Link] Management area

The management area performs, at a high level, the functions of planning, organizing,
personnel management and control; in addition to coordinating the activities of the areas
that depend on it, is responsible for planning and controlling the information resources of a
organism.

A computing center is a unit that provides services to the entire organization and
Your management area is the main link between the other areas and the center itself.

It is in this area where it is decided whether some applications are feasible to carry out,
considering the cost-benefit relationship and once the projects are established, that is
they are responsible for assigning tasks to the necessary technical staff.

Its entire function focuses on meeting the organization's objectives through decision-making.
appropriate decisions for the automation of projects.

The person in charge of this area must possess not only technical knowledge,
management capacity combined with the administrative skill that a manager requires and must
understand the purposes and goals as well as the computing needs of the organization and
tenor capacity to supervise highly qualified personnel.

[Link] Department or area of operations

This area is responsible for providing the required services for the data processing, such as
are the preparation of the necessary data and supplies for the computer room, manage the
peripheral devices and monitor that the system elements function properly.
Essentially, the operational area staff is responsible for inputting data into the computer.
operate the necessary hardware and obtain the resulting information from the data process.

Operators.
Computer operators prepare and clean all the equipment used in the
data processing, maintain and monitor the logs and reports of the computer, set up
and dismantle discs and tapes during the processes and place the continuous forms for the
printing.

They also document daily activities, the supplies used, and any
abnormal condition that occurs.

The role of operators is very important due to the great responsibility of operating.
the central processing unit and the associated peripheral equipment in the computing center.

A computer operator requires technical knowledge for which there are available
two-year programs of theoretical training, but the practice and experience is
generally what you need to occupy the position.

[Link] Production and Control Department or Area

Both Production and Quality Control are part of the functions of

this Department.

Functions:

Build comprehensive solutions (applications) to information needs

the users.
Use the techniques of information system construction oriented
purely to the productivity of the staff and the satisfaction of the user plan.
Build work teams with the participation of users and technical staff.
according to established methodologies.
Keep users and their collaborators informed about the progress,
delays and problems that occur routinely and when necessary to
through formally established means, such as the use of email,
flash messages
Maintain training programs for technical staff and users.

[Link] Department or area of systems analysis

Analysts have the role of establishing an efficient flow of information through
the whole organization.

The projects assigned to the analysts do not necessarily require a computer.

rather they need enough time to conduct the study and the proposal of
solutions to the problems, proposing different alternatives.

The implementation of any of the solutions can take several weeks or months.
depending on the complexity of the problem.

Typical systems projects may involve report design, evaluation of

the work carried out by the staff of the user departments, the supervision of
team changes the preparation of the budget in the computing area.

Analysts can be graduates from different fields and basically the requirements
for these are: formal professional education and practical experience, the latter only
achieves after having worked in the programming area. There are different titles
from analysts: Junior Analyst, Systems Apprentice, and Senior Analyst indicating different
degrees of experience, training, and education. In turn, these can still have
more classifications depending on the size of the organization, or there may be
programmers who perform both the role of analysts and that of
programmers, this indicates a double responsibility. Moreover, the analysts can be
grouped into teams whose functions are coordinated by lead analysts or heads of
analysis.

[Link] Programming department or area

The programming group is responsible for developing the programs that are executed.
in computers, they modify the existing ones and monitor that all processes are executed
correctly. Programmers take the specifications of the systems made
by the analysts and transform them into efficient and well-documented programs for the
computers.

Just like analysts, programmers can be classified as: 'Junior programmers'

the "Programming Apprentices" who are recent graduates, staff of
operation that shows interest in programming or graduates of technical schools
computing, "Senior Programmers" are those who already have several years of experience in
large projects.

It is common for large organizations to group programmers together and there is a

lead programmer or programming leader who directs the work of each group as well
to establish and report the group's work.

System programmers must have sufficient knowledge of hardware.

to optimize the use of the equipment.

Their role is extremely technical and specialized as they must select,

modify and maintain the complex software of the operating system.

[Link] Implementation department or area

This area is responsible for implementing new applications, ensuring both their quality.
as their adaptation to the needs of the users.

Some general main functions performed by this area are:

Coordinate with the systems and users areas the implementation of the applications.
Design the quality plans for the applications and ensure their compliance.
Validate the new procedures and policies to follow for the implementations of
the released projects.
Test the products and services to be implemented before being released to the user
final.
Develop jointly with the Programming or Development area, the plans of
training of new users.
Coordinate the presentation of the new applications to the users.
Supervise the compliance of the systems with the established regulations.

[Link] Support department or area

Area responsible for the management of hardware and software within the facilities of
Computer Center, understanding management as: strategy, planning, installation and
maintenance.

Some general main functions performed by this area are:

Plan the modification and installation of new software and hardware.

Evaluate the new software packages and new hardware products.
Provide the necessary technical support for the development of new projects, evaluating
the impact of new projects on the installed system.
Ensure the availability of the system, and the necessary coordination for the
resolution of technical problems in your area.
Coordinate with the provider's technicians in order to resolve the
technical problems and ensuring the installation of the products.
Propose the technical notes and recommendations for the optimal use of the systems
installed.
Participate in the design of System Architecture.

[Link] Department or area of teleinformatics

It is who is responsible for providing maintenance, repair and

installation of voice, data, video equipment.

Install and configure software and computer network equipment

telecommunications.

Install, configure, and ensure the security of the servers, through the
The Computing Services Department provides various services to
users and individuals.
Design and install voice, data, and video networks.
Ensure the operability of voice, data, and videoconferencing networks 24/7
hours of the day the 365 days of the year.
Plan the growth and upgrade of network infrastructure and
telecommunications.
Apply tools and procedures that ensure safety.
information stored in email and Internet servers.
 Monitor technological changes in hardware, software, and networks
computers, documenting the results obtained.
Conduct market studies regarding components and parts for equipment
in computing and telecommunications, which allow for guaranteeing advantages in
as for price and quality.
Provide technical advice for the acquisition of computer equipment, systems
operational and security software.
Supervise the operation of the power supply equipment, systems of
cooling, backup power systems, and grounding in the different
facilities of the Computer Services Directorate.
Schedule preventive maintenance, and request and coordinate maintenance
preventive and corrective maintenance of the power plants in the rooms of
telecommunications equipment from the different facilities of the Directorate of
Computing Services.
Notify the computer lab managers and server administrators
about software vulnerability and security gaps, through the issuance of
bulletins and the update of the virus page.
Manage modem access to the network.
Make valid the warranties for computer equipment and telecommunications before
service centers.
Install connections via modem for external and internal users.
Manage the telephone service for.
Propose to the department the decommissioning of computing and telecommunications equipment.
for being irreparable.
Develop usage statistics and network infrastructure.
Generate and publish information on the use and performance of the Operations Center
the Network.

Develop the other functions inherent to your area of competence.

2.1.2 Delimitation of responsibilities of personnel from different areas

The objective of a Job Analysis and Description (JAD) is to define a

clearly and simply the tasks that will be carried out in a certain position and the
factors that are necessary for carrying them out successfully.
Its importance is such that it should be considered a fundamental and basic method.
for any organization, however, it is considered as a 'non-procedure'
important,” or at least “not as necessary,” as other tools used.

Companies are concerned about issues such as: selection policies,

promotion, remuneration, etc. and yet they forget or leave in the background the foundation
of all these processes: The Analysis and Job Description (ADP).

DEFINITION OF RESPONSIBILITIES

PERSONNEL FROM DIFFERENT AREAS

The objective of a Job Analysis and Job Description (ADP) is to define a

clearly and simply the tasks that will be carried out in a certain position and the
factors that are necessary to carry them out successfully.

Its importance is such that it should be considered a fundamental and basic method.
for any organization, however it is considered as a procedure 'not
important” or at least “not as necessary” as other tools used.

Companies are concerned about issues such as: selection policies,

promotion, compensation, etc. and yet they forget or leave in the background the foundation
of all these processes: The Job Analysis and Description (ADP).

MANAGER

In charge of directing and managing the Data Processing area, as well as

relate to the other areas of the computer center. Formulate and manage everything
processing of the information managed by the Computing Center.

Area Head

As a manager, your duties will include, among others: supervising the programmers, checking and
analyze the programs before putting them into use within the company

SUPERVISORS

Supervises the data entry activities of documents. Prepares work shifts.

based on the established workload.
Capturers

Data capture specialists are the first to handle and convert data from its form
original in a format accessible to the computer. This type of personnel can operate
different keyboard devices to provide the data directly to the
computer. However, the importance of the work of data preparers is
education does not require formal technical training, a competent typist can
acquire the skills necessary for specialized instruction in a few hours
data preparation.

Librarian

The librarians are the ones who:

They establish alliances with other institutions similar to the one they belong to in order to
form larger groups to have greater bargaining power and control the
price increases of the collections or facing insufficient budgets.

They are the ones who have the bargaining power with the service providers.
electronics and demand that they change their policies to make them more advantageous
for the clients.

They analyze the contracts offered by service providers and raise awareness among their
authorities on what is being invested, since in most cases the contracts
they are about leasing the information and not about acquiring it.

4. They generate cost-benefit analysis of the contracted resources, in order to have

with indicators that allow them to make decisions.

They have a comprehensive view of the services in order to facilitate their consultation.

They have optimal information search strategies, such as the

infopragmatics

They generate, adopt, or adapt policies, norms, and international standards for their
processes or services.
8. It is not necessary for librarians to be experts in telecommunications, networks of
computation, programming, etc. We must remember that there are various professionals who
those techniques dominate and can be valuable allies.

9. Considering that knowledge is not universal, that is to say, it is not possible for everyone
Let's understand everything, the librarian should focus their efforts on the community of
users for which the library was created. This is applicable to both libraries
digital as for the traditional ones.

10. Professionals from other fields who may be related to this profession
they are seen as enemies and not as allies, so it is important to change this
perception.

[Link] Manager
Managers are the employees or highest-ranking individuals in charge of a
organization, who due to the responsibility of their position and their knowledge, must
make decisions within the parameters.

From their work, decisions that have a significant impact on evolution and the
results of the organization in general.

MANAGER FUNCTIONS:

Interpersonal

Ensure the representation of the company abroad.

Direct the subordinates.

Ensure the link between the audiences.

Informational

Act as a spokesperson.
Communicate the organization's objectives.

Control the implementation of the strategy.

Decisional

Start the change in the organization.

Solve problems when they arise.

Assign the resources of the company.

Negotiate with the public

Delimitations:

Authority can be dispersed within the organization.

It has the advantage of clearly defining the areas of action for each party.
What is the function of the Manager, apart from the command and coordination of the entire company? The
Manager seeks to surround himself with the best professionals in his company, leveraging capital.
human, foster a participative company culture, encourage innovation and
maintain and increase knowledge within your company.

The authority can focus on the manager:

Of unique authority, characterized by a manager who is very unfriendly, of 'I order and command'
to delegate, who wants to control everything and everyone and is accustomed to bypassing their
executives and management.

In general, with this system the company goes along with what its Manager dictates, for better or for worse.
for worse, with all its consequences. Administrative controls.

Preliminary control, this type of control takes place before operations begin.
and includes the creation of policies, procedures, and rules designed to ensure that the
planned activities will be executed properly. Instead of waiting for the results and
comparing them with the objectives, it is possible to exert a controlling influence by limiting the
activities in advance.
Concurrent control, this type of control takes place during the action phase.
execute the plans and include the direction, oversight, and synchronization of the activities
as they occur, in other words, they can help ensure that the plan will be carried out
cable at the specific time and under the required conditions.

Feedback control, this type of control focuses on the use of the

information on previous results to correct possible future deviations from
acceptable standard.

[Link] MANAGER

In charge of directing and managing the data processing area, as well as

relate to the other areas of the computer center. Formulate and manage all the
processing of the information handled by the computer center.

Area Head

As a supervisor, your duties will include, among others: supervising the programmers, checking and
analyze the programs before putting them into use within the company.

[Link] Supervisors

Supervises the data entry activities of documents. Prepares work shifts.

based on the established workload.

"LOOKING FROM ABOVE". A key element within any organization. It depends on it.
quality of work, performance, and the development of good attitudes by the
workers. The supervisor directs and evaluates the work of the employees.

Characteristics:

Knowledge of the job: It implies that one must know the technology of the function that
supervises.
knowledge of their responsibilities: It implies that they must to know the policies,
company regulations and customs.

ability to instruct: Needs to train its staff to obtain results

optimal.

skills to lead: You must lead your staff, leading it with confidence and
conviction to achieve credibility.

Functions:

A supervisor has 4 main functions:

PROJECT: One should schedule or plan the day's work, establish the priority and
the order, taking into account the resources and the time to do it.

decisions, what it implies

DIRECTING: It involves the delegation of authority and decision-making.
that must start good human relationships, ensuring that their instructions are
clear, specific, concise, and comprehensive.

He/she is imposed the responsibility to improve. constantly to their staff,

developing their skills at work.

CONTROL: It means to raise awareness among your collaborators. let each one be
they themselves are in control of their management.

Administrative controls:

To carry out the control of all activities, one must based on operational manuals and
administrative.

Check that the facilities are in good condition to the realization of the
activities.

[Link] Capturers
Data capturers are the first to handle and convert data from its form.
original in a computer-accessible format.

This type of personnel can operate different keyboard devices to provide

the data directly to the computer. However, the importance of the work of the
data preparers their education does not require formal technical training, a
A competent typist can acquire in a few hours of specialized instruction the
necessary skills for data preparation.*10

Functions of a data entry clerk

He is responsible for covering the data capture quotas assigned by the supervisor.

Keep track of the source documents assigned to you to remove them or originate
omissions that capture or duplication

Verify the individual quality of each source document by capture and, if applicable, it
report to the supervisor when you do not understand your reading and there is a high risk of captures
erroneous

You must take special care in the capture to avoid reprocessing that cause
rescheduling of commitment times

He must cover during the assigned capture quota times.

Adjust the intensity of your Terminal to allow for better visibility in the menus.
of capture.

Report to the supervisor any failures detected in the Terminal that hinder speed.

Delimitations and responsibilities

Data capturers are the first to handle and convert data from its form.
original in a format accessible to the computer. This type of personnel can operate
different keyboard devices to provide the data directly to the
computer. However, the importance of the work of data preparers is its
education does not require formal technical training, a competent typist can
acquire in a few hours of specialized instruction the skills necessary for the
data preparation.
The responsibility of only capturing the information that was trained beforehand.
to avoid errors in data capture. It can have the activity of entering or verifying the
information, based on the experience and accuracy of data capture. Control
administrative of the data entry clerk

The holder of this position is responsible for performing information capture tasks.
agreement to the documentation that will be provided in the systems indicated.

• carry out a historical accumulation process for its update.

report issuance.

to have an order of the data that is captured daily.

Request information and coordinate activities

Consult information and send it.

Keep a log of all activities.

Weekly, monthly, or annual reports of activities.

Internal coordination:

With the systems manager.

For:

Receive instructions, provide information, and coordinate activities.

A data entry clerk is a person responsible for obtaining and entering data into databases.
that will be used by end users or input those same data into the structures
internal data of the programs that will be used by end users.

[Link] Librarian
They establish alliances with other institutions similar to the one they belong to in order to
form larger groups to have greater negotiating power and control the
price increases of the collections or face insufficient budgets.

They are those who have the bargaining power with the service providers.
electronics and demand that they change their policies to be more advantageous
for the clients.

They analyze the contracts offered by service providers and raise awareness among their
authorities on what is being invested, since in most cases the contracts
they are about leasing the information and not in acquiring it.

4. They generate cost-benefit analyses of the contracted resources, in order to have

with indicators that allow them to make decisions.

They have a comprehensive view of the services in order to facilitate their consultation.

They have optimal information search strategies, such as the

infopragmatics

They generate, adopt, or adapt policies, norms, and international standards for their
processes or services.

8. It is not necessary for librarians to be experts in telecommunications, networks of

computation, programming, etc. We must remember that there are various professionals who
Those techniques dominate and can be valuable allies.

9. Considering that knowledge is not universal, that is to say, it is not possible for everyone
let's understand everything, the librarian should focus their efforts on the community of
users for which the library was created. This applies to both libraries
digital as for the traditional ones.

10. Professionals from other fields that may be related to this profession
they are seen as enemies and not as allies, so it is important to change this
perception.

2.2 Administrative Controls

The administrative control has the central function of measuring the results achieved in the
execution stage, compare these results with the standards derived from the
objectives defined in the planning function and evaluate to take corrective actions,
if necessary.

Types of Control

Yes or no control. In which the execution process is halted and made dependent on its
continuation of the decision made. Quality control by inspection is of this
nature.

Post-action control. In this case, we wait for the execution to finish before proceeding to
apply the normal control process. Budgetary control is an example of this type
of control.

Prospective control. In this, the results are predicted before it ends.

execution, then the deviation between the projected result and the
standard and corrective measures are taken in advance. This class belongs to the
strategic control.

Control systems

Exception control system. According to the Pareto principle, 'in a set of

elements that are going to be controlled, a small percentage in terms of causes is
equivalent to a large percentage in terms of effect.

Preventive control system. This system aims to apply corrective measures beforehand.
that the performance period ends. It consists of a forecast of the result
likely followed by an evaluation and respective correction.

Information and control system. The information system is essential in the

decision-making process; but especially in the planning processes and
control.

Business control system. A business control system is understood as

set of all the company's controls and their interrelationships. This system has
various functions such as:
Ensure that people do not orient their behavior towards their personal goals in
to the detriment of organizational objectives.

Coordinate the efforts of the different parts of the organization, including a

analysis of information systems for the integration of
company.

Ensure the achievement of the organization's objectives, which can be accomplished.

through the establishment of strategic objectives, which would drive all other goals.

Finally, the system must provide feedback for identification.

problems. In this regard, a continuous operation of the systems is required.
information

2.2.1 Development and implementation of work procedures

Once the preliminary elements to carry out the manual have been gathered, it is necessary to prepare the
departure document to finalize it, which must be integrated by:

Technical proposal, (which must include):

Background: a recount of all manuals or similar efforts prepared with

anteriority.

Nature: type of manual that is intended to be made.

Justification: demonstration of the need to carry it out based on the advantages that
Hello will report to the organization.

Objectives: achievements that are intended to be reached.

Actions: initiatives or activities necessary for its achievement.

Results: benefits that are expected to be obtained in terms of improving the functioning of
the organization, its products and/or services, organizational climate, and relationships with the
environment.
Scope: area of application that covers the study in terms of location in the
organic and/or territorial structure.

-Resources: human, material, and technological requirements necessary to

develop it.

Cost: global and specific estimate of the financial resources required for its execution.

Strategy: fundamental route necessary to guide the resources of action and allocation
of resources.

Additional information: materials and research that can serve as

support elements.

c) WORKING PROGRAM

name of the manual.

unit or group that will be in charge of implementing the manual.

Area(s): universe under study.

Key: progressive number of the estimated activities.

-Activities: specific steps that need to be taken to capture the information.

Phases: definition of the sequential order to carry out the activities.

Calendar: assigned dates for the start and end of each phase.

Graphical representation: description of the program in boxes and images.

Format: presentation and safeguarding of the work program.

Progress reports: monitoring of actions.

Periodicity: time frame arranged to report progress.

B) PRESENTATION OF THE PROJECT TO THE COMPETENT AUTHORITIES

a) PARTICIPANTS

To refine the project content, adjust its parameters, and determine its feasibility.
operational, it is advisable to present it to:

Area(s) that will intervene directly in its application, for which they have the
obligation to know the project in detail.
Areas affected by the implementation of the project, as they will have to change or
to adapt.
Area responsible for managing economic resources, to quantify the cost
of the project in a more specific form.

b) RESPONSIBLE FOR YOUR AUTHORIZATION

Likewise, the project must be presented to the head of the organization or unit.
administrative responsible for its execution, for its approval.

Once authorized, the responsible party must inform all levels.

hierarchical the intention that the organization has to create the manual, highlighting the
benefits that will be obtained from this effort, so that everyone provides their support
during the development of the work. Without this requirement, the task of integrating the manual is
it would be seriously hindered.

C) CAPTURE OF INFORMATION

As the first step of this stage, a list of the staff who will participate must be obtained.
in the raising of it, considering the magnitude and specifications of the work.

a) Staff training

Once the working group is integrated, it must be trained, not only regarding what pertains to
management of research methods that will be used for the collection of the
information, but also in the entire process that will be followed to prepare the manual.

Therefore, the participants must be made aware of the objective that is being pursued, as well as the
adopted work methods, scheduling of activities, documents that are
they will use (questionnaires, formats, etc.), project leaders, units
administrative matters involved, inventory of information to be captured and distribution of work
to each person.
When the workgroup is large, it may be advisable to form subgroups.
coordinated each by a person in charge, who must be responsible for reviewing and
homogenize the information.

It is advisable to conduct a study in a pilot area, to then compare and evaluate the
obtained results.

b) Information gathering

Collection efforts should focus on the recording of facts that allow

to know and analyze specific and truly useful information for the manual, as it is
the opposite can lead to misinterpretations, which causes delays and
waste of resources. Likewise, a criterion of discrimination must be applied, based on
in the study objective, and continuously proceed with its review and evaluation to
maintain a uniform line of action.

This activity requires maintaining a constant relationship with the internal issuing sources of
the information, as well as with the areas or organizations with another physical location.

To gather information in an agile and orderly manner, one can use some or a
combination of the following data collection techniques:

Documentary research:

This technique allows for the selection and analysis of those writings that contain data from
interest related to the manual. For this, documents such as bases are studied
legal-administrative, official diaries, meeting minutes, circulars, official letters, and all
those that contain relevant information for the study.

Information systems consultation

Access to computer systems that contain information and support resources for
structure the manual. This mechanism allows collecting internal and/or
external systems linked to the organization through networks.

Survey:
This method involves conducting personal interviews based on a guide
questions prepared in advance. A questionnaire can also be used, in order to
that the interviews have a homogeneous content.

This technique is considered very useful for gathering preliminary information for analysis or
for the purpose of proposing changes or modifications to the current structure of the information.
The survey can be conducted individually or by gathering executives and employees of
a same area or that are involved in the same kind of tasks.

It is also possible to gather information from clients and/or users, service providers and
providers that interact with the organization.

The questionnaires used in the survey, which serve to obtain the information
desired, are constituted by series of written, predefined, sequenced questions and
separated by chapters or specific themes.

This medium allows for saving resources and time; however, the quality of the information
what is obtained depends on its structuring and form of presentation.

In general terms, every questionnaire must state the reason for its preparation,
ensure that the questions are clear and concise, with a logical order and writing
understandable, ease of response and avoid too many questions. Likewise, it can be
include a filling instruction to indicate how to answer it.

The interview basically consists of holding individual or group meetings in the

which are orientedly questioned to the participants to obtain information. This
medium is possibly the most used and the one that can provide the most complete information and
necessary, since the interviewer, by being in contact with the interviewee, in addition to
obtain answers, can perceive attitudes and receive feedback.

For an interview to develop positively, it is advisable to observe these

aspects:

Be clear about the objective: to cover this aspect, it is recommended to prepare in advance a
questionnaire or interview guide that includes the main points to be captured.
This guide can serve as a framework so that, at the end of it,
it can be verified if the required information has been obtained.
2.22 Training and hiring of technical personnel

The background of this problem is well known: there simply are no races.
professionals and techniques in computing designed to fully meet the
true requirements of companies. The teachers and professors who teach
currently the faculty, for the most part, have not worked or held prominent positions in
IT within a company, therefore he does not have the experience of what they should
to teach.

But the real problem is the risk that companies face if they develop systems
efficient and incongruent with their real needs, but if they are companies that cannot
or they do not want to cover the training expenses.

The reality that students and teachers are able to modestly visualize within
the classrooms bear no resemblance to what is experienced in companies, and if that is added to
that, usually, schools do not have the appropriate technical resources to
teaching, the problem worsens. But that is the reality and it is not advisable to ignore it; for
On the contrary, the great effort made in universities and technological institutions is very commendable.
It is necessary to raise the quality of teaching starting from all those shortcomings. This is due to
in the very companies where this educational deficit is being addressed, which has
claimed important additional strategies and budgets to ensure the proper
training and systematic updating of IT staff. But the problem
the latent risks that companies face if they develop systems
efficient and incongruent with their real needs, but if they are companies that do not
they can or do not want to cover the training costs. Either way, it is very
important that the guidelines for hiring technical personnel that follow the
companies be scrupulous and well defined.

2.2.3 Work Commitments

Directors are expected to have commitment, but increasingly it is expected - and necessary - a
greater commitment from the rest of the employees to the company project. The truth is
what, when trying to achieve, is not always successful. As long as there is a noticeable and
a significant distance between 'us' and 'them' in companies cannot be expected
that the respective commitments are comparable. The smartest companies have
chosen to reduce the distance we were referring to, and try to share the image of the
desired future, so that it constitutes a collective goal. Obviously, this is only possible
from the authenticity, integrity, and example of good leaders, who are
Many. A good manager knows how to gain the support and commitment of their
collaborators, how to achieve their best performance and how to create a climate of
professional satisfaction. It is unnecessary to remind that pursued prosperity goes through the
organizational synergy; but it also seems obvious that some workers
Emotionally separated from the business project, they will not take on a commitment.
intrinsic to collective results.

When talking about the degree to which each of us contributes to the results of the
organization (and even starting from a supposed alignment between the competency profile of
position and the person who occupies it), it seems that we relate it to elements such as
professional satisfaction, motivation, intelligence, talent, knowledge,
diligence and commitment. Although at first glance it may seem that all these
Concepts (and probably others that we haven't mentioned) point in the same direction, some
reservations arise for us. Because talent cannot necessarily be equated with high
performance, nor can it be inferred that a high professional satisfaction coincides
always with an extraordinary motivation or contribution to results, nor do we believe that the
intelligence should always be at the service of the organization, nor does knowledge prevail
always to ignorance, we cannot even ensure that a visible dissatisfaction will generate
always a low performance.

Intrinsic commitment

But commitment (perhaps more than motivation itself) does seem to be an effective catalyst.
of performance; that's why it can't be surprising that it is often highlighted
corporate value in large companies: innovation, customer orientation, commitment
with the results... Obviously, we must be clear, at all times, with whom we
we commit and to what. It is important, of course, to distinguish general levels of commitment:
I get paid, I work; I like my coworkers and my job, and I do it the best I can.
I can; I find it an exciting project and I want to be a part of it... This last one
Reflection is related to what we call "intrinsic commitment." We must
agree that commitment -like motivation- is deeper and more decisive
when it generates intrinsic will (free of 'impurities'), beyond mere compliance.
This feeling must shape our daily effort; it is not just a commitment.
personal with the boss (or bosses), but of the commitment of both -of all- to the project of
company and its daily demands. When we drive our car on the road,
we pay attention to our immediate environment but do not lose sight of the horizon. Correct
Oh no, the analogy, we must attend to the commitment to the short and long term, because
also our performance must be put at the service of the present and the future.

A digression

However musical and celestial our previous words may seem, we do not...
it escapes that both executives and workers can seem very committed to
their companies without this preventing them from legitimately seeking another, in which they enjoy, by
example, of greater power or greater economic benefit. But the leaks can also
logically related to a lack of confidence in the future of the company, or lack
in tune with the Management. If an individual (right or wrong) disagrees with the ideas of the
Management may not feel very comfortable in the organization; in this case, sometimes what
seems that commitment is simply submission or compliance. It is already clear that the management does not
one must not only have good ideas or strategies but also communicate them effectively.
convincing the rest of the organization, if it seeks collective commitment. The
Direction certainly plays a fundamental role in consolidation of
commitment of individuals; it can encourage it and can also block or suffocate it,
even with greater or lesser awareness of it.

Commitment and performance

One cannot expect high performance built on misaligned efforts;

We know that it is not so much about working hard, but about working well in the right direction.
established and generating the desired results: if we were convinced that
our work is good, it is well oriented, contributes to the results and enjoys
recognition, that would reinforce our commitment and our motivation, in
benefit of performance. Obviously, we would also be more satisfied.

One could say that we have just reformulated Douglas McGregor's 'Theory Y' (among whose
students, as the reader will recall, was Warren Bennis, great guru of leadership in the
company). Seen this way, it would seem that, rather than encouraging the commitment of its people, the
well-organized companies should be careful not to discourage it: something like that suggests,
his usual irony, Scott Adams, when he talks to us about motivation. However, and as
On the other hand, Daniel Goleman suggests in 'Working with Emotional Intelligence', the
companies that lack explicit references (vision, mission, values, strategy, etc.)
they leave little space for the transcendent commitment of their people. Indeed, like many
Organizations know well, the intrinsic emotional commitment goes through an attraction.
business project, formulated with authenticity, and open to dialogue; and it also happens
for a rigorous reflection of all of this in everyday acting: the lack of authenticity would give
to the detriment of collective commitment. Let's say that, with its ingredients of loyalty,
proactivity and subordination to collective interests, commitment to results
seems to constitute a key element for improving performance, competitiveness and the
prosperity.

Dimensions of commitment

By delving deeper into the meaning of intrinsic commitment, we believe that this
intrapersonal sentiment generates attitudes and behaviors that can be encompassed in
dimensions such as the following: Spirit of belonging.

Responsibility.

Proactivity.

Desire for improvement.

For both managers and employees, the spirit of belonging implies

submit to the rules of coexistence, share common goals, and subordinate the
own interests to the groups. It also implies an attitude of collaboration with the
others, sharing tasks and knowledge.

When talking about responsibility, we try to refer to behaviors characterized

for loyalty, self-discipline, integrity, authenticity, and coherence. This
the dimension of commitment is also desirable in all people of the organization,
although it is essential in the management staff, which is the subject of observation
permanent.

When we talk about proactivity (away from reactivity and beyond preactivity)
As a contribution to the future we seek, we are thinking about attitudes and attributes.
such as initiative, diligence, optimism, perseverance, and anticipation. Everything
this may be more directed at management, but it is equally desirable in all
members of the organization, each from their place of work.

And finally, when we refer to the eagerness for improvement, we see it composed of traits.
such as self-criticism, continuous improvement, lifelong learning, the desire to
achievement and the receptiveness to feedback. Each individual, from their position in the organization, has
to participate in this effort for the collective benefit. Commitment drives us, because
consequently, to personal and professional development, in service of shared goals.

[Link] Evaluation of work requests

The field of computer science has particularities that make it different from other disciplines.
In addition to the technological aspects that make it particularly dynamic, there are
aspects related to the implementation of development and improvement projects, the
intrinsic characteristics of the software structure and its performance, as well as the
utility that computer systems provide to organizations and the community.

The abundance of information generated during productive and evaluative activities

during the development, the installation and operation require selection mechanisms and
simplification that makes it manageable and useful for producers and promoters of the
systems. An evaluation platform can be considered as a mechanism of
help, because it organizes various types of information in a structured way.

A platform for evaluating the quality of information systems provides a

guiding scheme for producers, operators, users, promoters and
evaluators of information systems, to improve decision making.

The proposed platform consists of three dimensions: project, system, and utility.
details of the platform are presented later.

The objective of the research work has been to analyze the evaluation processes in
computer science and propose mechanisms that allow improving decision-making during
the entire lifecycle of the systems. From the early stages of feasibility of the
systems, going through conception and production, to operation in the
organizations that provide services to the community require activities of
evaluation for decision making. A platform for assessing quality of
the systems allow organizing the information gathered during the life cycle of the
systems. The platform is organized hierarchically to facilitate determination
of the required depth level for the evaluation of each of the factors
considered important.

The methodology used has required the study of existing approaches in the area of
quality and evaluation of systems. Direct contact with the industry has served to
establish the applicability of the study. Once the different approaches have been analyzed
existing, and having gathered some data with the industry, a platform has been proposed
evaluation that allows to guide the evaluation process. The use of metrics, applicable
in the different dimensions of the project, system, and utility constitutes an area that
requires additional research work.

2.3 Balanced assignment of work orders

Administrative area. Below are mentioned the activities of each of these

All areas are aimed at fulfilling their functions within a computing center.

Training. Coordinate and develop courses and seminars to prepare staff.

that there may be a better use of the technological and material resources of the center
computation.

Library. Keep the information about existing technological resources up to date.

in the computer center through documentaries, equipment manuals, and magazines
specialized in computing.

Security. Ensure the protection of the personnel working within the organization, thus
how to maintain the integrity of information and equipment.

Personnel control. Select and assign the suitable personnel for each position as well as
to monitor their absence (lack) and compliance with obligations.

Accounting. Keeping track of the financial status of the center in which it is located.
This is to ensure that the allocated budget is distributed and spent as planned.

Budgets. Control the amounts ($) and the resources assigned to each of the items.
that correspond to the computing center.

Warehouses. Control and ensure the availability of different materials and equipment.
supplies used within the computer center.

Maintenance. Keep the facilities, equipment, and software in good condition.

entity.
Transportation. Cover the distribution needs of materials, equipment supply and
information outside the company that requires the computing center.

Organization. Define procedures consistent with the objectives of the computer center to
achieve proper functioning within the organization.

Inventory. Control the allocation of materials to the different areas of the center.
computation.

Communication. Keeping the personnel informed of agreements, determinations, and in

general notices of public interest that are given within the company and that are
directly affects the computing center.

2 Systems Area

Analysis of standards. Define and disseminate the standardization of the involved elements
in the development of systems: design techniques, programming, definition of
files, fields records, lengths and names.

Systems analysis. Define the set of procedures and/or programs that

they constitute each system taking charge of the supervision of its development and
documentation.

Administrative analysis. Maintain direct communication with the user in order to

correctly interpret your needs and propose alternative solutions once,
development of systems has begun, keep him informed about the progress.

Programming. Prepare based on the specifications defined in the system analysis.

the programs that make up the production and development area of the computer center

Studies of new projects. Research on new software applications and

hardware innovations that arise in the market to evaluate to what extent
It would be beneficial for the company to acquire it.

3 Area of operation

Capture. Meet the information gathering needs with the aim of

this can be processed by the computer team.
Library belt. Carry out the control of entry and exit, loan and obsolescence of the
tapes that are used in the computer center.

Reception. Carry out the control of the reception and delivery of jobs to be processed in the
computer.

Operation. It is to handle the different devices of the established computing equipment.

Terminals. Supervise the operation and use of videos, readers, and printers.
remote.

4 Systems programming area

Generate and maintain the operating system.

Control the operational libraries

Control the use of the computer

Carry out computer backups

Elements that constitute a computing center

Human Resources. The quantity and diversity of personnel in a computing center can
vary from one company to another however there is a classification of typical positions
common to the majority of this entity such as:

Head of the unit

Area heads

Analysts

Programmers

Operators

Technical support staff

Data collection and validation staff

Auxiliary services personnel and

Administrative staff.

Technological Resources. Regarding technological resources, the center of

computing must have the computing-electronic equipment that meets the
information processing requirements of the company.

Depending on the complexity and needs of the information systems

developed can include a wide variety of components such as:

Computer equipment. Basically consisting of a central processing unit, a

memory unit and different peripherals such as:

Magnetic tape units

Magnetic disk drives

Readers

Video terminals

Data capture reading. In this area, we have drillers and recorders in

different magnetic media such as tapes, disks, cassettes, and floppy disks. As elements
fundamentals for the utilization of these resources include:

Basic operating systems

Application packages

Software for capture devices

Material resources. For adequate organization and functionality of the center

computing must have a series of materials, the most important are:

Stock paper
Special forms

Cintas

Discs

Printing tapes, etc.

On the other hand, it is advisable that they have support machines and furniture such as
such as: de-papering machines, cutters, labelers, a board, racks, corrosion of
transport and storage furniture.

The computing equipment requires a space for its proper functioning.

specially designed to include supplies of:

Electric energy

Equipment for current prevention and interruption

Air conditioning equipment

Fire fighting team

Just like false floors and/or ceilings

Auxiliary areas

Tape deck / disco. To store magnetic devices to protect them from changes
of temperature.

Capture

Warehouse

Reception / delivery of works

Function of the audit

The audit was born out of the concern of institutions to have a
means to review your own performance mainly of the need to review and
evaluate the accounting and financial aspects.

In order to carry out these reviews and evaluations, initially, recourse was made to
the person's role was limited to observing the procedures carried out in the
institution and the study of its potential consequences and the objective of being able to recommend
best courses of action to follow to optimize its operation.

Accounting audit. In this way, the audit in its beginnings was associated with the
accounting and its main function essentially consisted of a review of the statements
financial reports, which were usually entrusted to external auditors to verify the
current situation and thus be able to detect possible errors or fraud.

Administrative audit. Historically, as companies grow, the management has

made it more complicated, achieving greater importance in the application of internal controls and the
periodic review of these due to the need to delegate authority and the
responsibility.

From here, the responsibility to carry out modifications to their method was given.
evaluation giving rise to the emergence of a new branch of auditing.

The administrative audit basically consists of a systematic and in-depth study of the
structure of the company the parts that make it up and the function that each one performs
of these.

What does administrative auditing do:

Conduct a study of the procedures.

Examine the plans

Check the controls

Evaluate that these meet the objectives.

Evaluate the current situation regarding the effectiveness of the different departments.

Express opinions about the conducted study

Internal audit. It is carried out by personnel belonging to the company (internal) and
it is generally preventive, that is to say, it is carried out periodically in order to
keep track and anticipate possible problems.

External audit. It is carried out by personnel outside the company being contracted.
specifically to accounting firms that provide this service and only for the
time in which the company determines.

Although it can also be preventive in nature, it is less common than the audit.
internal and is rather corrective in nature. It is contracted because there exists or is foreseen
financial problems in the company

The audit report. It is the document in which the conclusions are recorded.
auditor, final product of the work done; summarizes the procedure
that was followed in the review.

The scope it had

The problems that were detected

Presenting the conclusions reached

Provide the relevant suggestions for optimizing procedures or

error prevention. The opinion is the most important document of the auditor
systems in which the problems encountered are specified, the place where they originated
and those responsible.

Audit in the computing center

Two fundamental points stand out:

The computing center has been gaining increasing importance, more and more
areas in which it participates and focuses.

The administrative audit is an extremely useful activity for any organization because
provides the necessary elements of judgment to carry out an evaluation of the
effectiveness of the administrative process and its feedback.

The data center as a business has three important characteristics:

The institutional objective, that is, the essence for which it was created, is to provide support to
all areas where they handle information using systems that define the
treatment that will be given to this information.

Information generation

Information gathering

Storage

Processing

Presentation

Distribution and

Delivery

With the aim of ensuring that information is always reliable and timely
accessible.

The technological resources, the fundamental technological resource of the computer center is
Obviously, the computer equipment must have two characteristics.

Processing speed

Great capacity for storing information

This makes it a highly valuable tool for information processing.

Cost of computer equipment, which varies greatly according to the configuration

What they have today with the emergence of microcomputers is possible
talk about equipment for computer centers of around 150,000.00. But the reality
In our country, many computer centers have electronic equipment.
excessive capacity and a series of unjustified peripheral devices.

The level of specialization of the staff in the computing center, a computing center
requires three types of personnel:
Person capable of handling this special tool that is the computer

Personnel capable of designing the information systems developed within the

computing center

Personnel capable of managing the technical and financial human resources that the center
of computing possesses

Computing centers are very young entities, most of them emerge in the
In the last 25 years, it arises from the appearance of a large number of companies that had the
need to expedite information processing.

Logically, when the first computing centers emerged, it did not exist:

Policies for acquiring suitable equipment

Qualified personnel to dedicate themselves to the tasks specific to these teams.

There was no training as it was on the go.

There were no policies or procedures to guide the actions of the computer center.

People who, having studies in other areas, face the challenge of delving into the
computing and computer systems thanks to a course they took, and their commitment and
dedication shaped over time.