电脑信息技术的质量.ppt

Its About Time: Quality in Information Technology Services,Christopher S. Peebles Associate Vice President & Dean for Information Technology Indiana University,Paper Presented at the Shanghai Quality Control Association and the China-America Networking Symposium Shanghai, CHINA August 2002,现在是时候了: 电脑信息技术的质量,Christopher S. Peebles 印第安那大学 副校长和电脑资讯技术系系主任,Paper Presented at the Shanghai Quality Control Association and the China-America Networking Symposium Shanghai, CHINA August 2002,The IT Paradox: Where is the Value? I.,Computers are not as easy to use as telephones, toasters, or televisions Neither hardware nor software approaches “ Six Sigma” quality. The Internet, Intranets, and especially Local Area Networks are not as reliable as the telephone system. The failure rate of desktop and laptop computers from the most reliable manufacturers can exceed 30 percent per year (Ed Kolinka, Quality International Limited).,这个IT的荒谬理论: 价值在何处? I.,计算机 没有电话，烤面包机，或电视容易用 既非硬件也非软件能接近 “ 六个事业战略” 优质. 这国际网路，内部网路，和尤其本地网路远不及电话系统可靠 每一年从最可靠的制造厂出厂的书桌型和膝盖型电脑 能达到超过百分之30的失败率 (Ed Kolinka, Quality International Limited).,The IT Paradox: Where is the Value? II.,The probability that most major software packages - word processors, spreadsheets, databases - will do something unexpected and perhaps destructive each day is close to 100 percent. The investment of time and effort required to master most major software packages can be in excess of the value they add to any task. In summary, Information Technology has the power to destroy rather than add value.,这个IT的荒谬理论: 价值在何处? II.,每一天最主要软件 - 文字处理，数据处理，资料库 - 这失败的概率或破坏性几乎达到百分之百。 要学会这些主要的电脑软件，所需要的时间和精力，几乎超过他们所带来的价值。 总而言之, 电脑资讯技术带来的负面价值超过正面价值。,The IT Paradox: Where is the Value? III.,IT and Value Creation Its all about time: powers of automation and augmentation IT and Value Destruction Its all about time: wasted time due to poor operating systems, poorly crafted applications, and mysterious, opaque user interfaces IT and Value Protection Its all about time: time spent in support and education,这个IT的荒谬理论: 价值在何处? III.,信息科学创造价值 现在是时候了 : 自动化及加强措施带来力量 信息科学摧毁价值 现在是时候了 : 浪费的时间是因为劣质操作命令系统，劣质技术工人及应用软体，神秘，不流畅的用户沟通 信息科学保护价值 现在是时候了 : 加强支援系统和教育,Delivery of Quality and Value in IT Services: Critical Dimensions,Vendor selection and management of variety in hardware and software User (customer) education Multidimensional support services Measurement of customer perceptions of quality for these three (and all other areas) of IT services. Measurement of “value added” by IT to the enterprise,增加信息科学的质量和价值: 关键的措施,电脑硬件软件的厂商选择和管理 教育用户 多方面地提供协助服务 测量用户对信息科学质量的理解 测量信息科学对整个企业所增加的价值,Information Technology and IT Support at Indiana University,印第安那大学的信息科学及支援设施,IU in Outline,Founded in 1820 $2B Annual Budget 8 campuses 90,000 students 3,900 faculty 878 degree programs; 1,000 majors; 60 programs ranked within top 20 of their type nationally University highly regarded as research and teaching institution,IU的概述,1820年成立 年预算20乙 8个校园 九万多位学生 3,900位教授及行政管理人员 878 不同的学位; 一千多种主修课； 六十多种课程在全国排前二十名 有名气的教学及研究机构,Indiana University-Bloomington in Outline,Original campus of Indiana University A research campus with the full range of graduate and undergraduate programs in the arts, sciences, and professions. Prototypical “Big10” residential campus $795M Annual Budget 36,000 students 1,600 faculty; 4,900 appointed staff,印第安那大学-Bloomington 的概述,印第安那大学最早期的校园 具全艺术，科学，和专业等研究院及大学部的课程 具备 “Big10” 原型的居住大学生活 年度预算七乙九千五百万 三万六千名学生 一千六百位教授; 四千九百位任用人员,IT at IU in Outline,Academic programs in IT through computer science, library and information sciences, engineering and technology, and most notably through new School of Informatics CIO: Vice President Michael A. McRobbie $70M annual budget Technology services offered university-wide UITS comprises 500 FTE staff, organized into crosscutting units (e.g. finance and HR) and four technology divisions (Teaching & Learning Information Technology,Telecommunications, University Information Systems, Research and Academic Computing),IT 在 IU 概述,学术程序在IT遍及电脑科学，图书馆和信息科学, 工程和技术，尤其是新近成立的信息科学学校 信息科学负责人: 副董事长Michael A. McRobbie 7千万左右年度预算 服务整个大学 UITS包括500位全职人员, 分布在不同的部门，(例如 财政及人事部)和四个技术部门(教学和学习信息科学，电讯, 大学信息科学, 研究及学术计算技术),University Information Technology Services Indiana University,Telecommunications Internet, Intranet, Voice, Video, Data, National and International Network Management (TransPAC, Internet2, STARTAP ) Research and Academic Computing High Performance Computing; High Performance Storage Systems Scientific Applications University Information Systems University Business Processes Teaching and Learning Information Technology Student Computing; Classroom Technology; Course Development General IT Support,印第安那大学的信息科学部门,电讯 国际互连网, 公司内部连网, 声音, 录象带, 数据处理, 国内及国际网路管理(TransPAC, Internet2, STARTAP ) 研究及学术计算技术 高性能计算技术; 高性能存储系统，科学研究应用 大学信息科学 处理大学经营管理 教学和学习信息科学 学生计算技术; 课堂学习技术; 课程研制发展 一般信息科学支援设施,Measures of Performance and Success,Do not have measures like EVA and “profit” as a measure for the success of university IT organizations Must draw exemplars from business and benchmarks from wherever they are available Organization performance: IBM “Adaptive Organization” and “Customer Relationship Management” Measurement: “The Balanced Scorecard” and “ Counting What Counts”,性能及成功的测量方法,不要用EVA和“利润”作为大学 IT 部门成功的测量标准 从可供使用事务和水准以例说明 组织性能:IBM “适应机构” and “顾客关系管理” 测量方法: “平衡得分卡” 和 “ 只算实际有效的”,Performance Measures for All Organizations, Including University IT Organizations,Robert Kaplan and David Norton. The Balanced Scorecard. HBS Press, Boston, MA, 1996. Four dimensions of retrospective and prospective measures Financial perspective: deployment (and growth) of revenue, ABC against internal (historical) and external benchmarks Customer perspective: customer satisfaction measures, number of partnerships with faculty in teaching and research, support of university business processes, support of library processes Internal perspective: process measures, classic IT measures of availability, cost-of-poor-quality, speed and depth of development cycles Learning perspective: employee satisfaction, employee development (MSCE, CCNE, etc.), personal alignment of employee goals with position,所有组织的性能及成功的测量方法, 包括大学的信息科学部门,Robert Kaplan and David Norton. The Balanced Scorecard. HBS Press, Boston, MA, 1996. 回顾和预期的四角 从财政状况来看: 利润收益支出的成长, 和内部(历史性)及外部水准来比较 从顾客关系来看: 顾客满意程度, 有几个教学及研究伙伴, 大学经营管理支援系统, 图书馆管理支援设施 从内部来看: 过程测量, 传统IT实用性测量, 劣质带来昂贵耗费, 开发周期的速度和深度 从学习的观点来看 : 员工的满意度, 员工的开发 (MSCE, CCNE, etc.), 员工个人设定的目标与实力地位,University Information Technology Services Performance Measures,Organized on the Basis of Teams and Services Teams Responsible for the Cost and Quality of their Services Investment in renewal of intellectual capital and skills Process mapping Activity Based Costing of all Services Regular measurement of customer satisfaction (some yearly, others daily),大学信息科学部门 成功的测量方法,以团队和服务来分别 负责服务成本和质量的队伍 -投资于更新智慧财产和技术 -过程图 -以服务成本为主的活动 -固定的顾客满意程度的测量 (年度制, 或每日),Activities Based Cost and Management,活动为主的成本和管理,Customer Surveys I,Yearly Survey of All Services Independent Survey Research Center; 2000 faculty, staff, students on the Bloomington Campus; 51 percent return of questionnaire. Demographic data: computer ownership, level of expertise, etc. Proportion who use each service. Each service rated 1=“not at all satisfied”; 5=“very satisfied” Space for written comments.,顾客问卷调查 I,年度的服务问卷调查 -独力的调查研究中心; 2000 教授, 员工, 在 Bloomington 校园的学生; 收回百分之51的问卷. -区域性的资料: 多少人有电脑, 专精的程度, 等等. 多少人用每一个服务. -服务的分数 1=“不满意”; 5=“很满意” -留空间写评语.,Customer Surveys II,Daily Survey of Support Center Customers Sample is 45 randomly selected users. Three questions - to be answered “Yes” or “No.” 1) Did you receive an answer to your question or a solution to your problem? 2) Did you receive this answer or solution in a timely manner? (Customer defines “timely.) 3) Were you treated with courtesy and respect?,顾客问卷调查 II,顾客中心的每日调查 随机化选45个顾客. 三个可以回答 “是” 或 “不是” 的问题 1) 你的问题得到答案，和问题得到解决吗? 2) 等待时间久吗? (顾客写下 “时间.) 3) 他们对你客气吗?,User demographics: ownership,用户地区 : 所有权,User demographics: time spent using computer per week,用户地区 : 每星期二用在电脑上的时间,Management of Variation: Software Site Licenses, Bloomington Campus, 2000 Quality and Cost Measures,License agreements with Microsoft, Corel, SPSS, Symantec, Oracle, AutoDesk, Sun, IBM, etc. for operating systems, personal productivity applications, database, and statistical analysis applications, security systems, and graphical software, etc. Cost: $2,182,274. Unit cost per application suite: $20.72. User base: 43,000 students, faculty, staff. Percent use: 98 percent. Satisfaction score: 4.3/5.0 Percent satisfied: 95.2 percent.,变化管理 : 软体使用执照协议, Bloomington校园, 2000 质量和成本测量,和 Microsoft, Corel, SPSS, Symantec, Oracle, AutoDesk, Sun, IBM等应用系统，资料库，安全系统，图形，统计和分析等软体有使用执照协议。 -成本: 2,182,274美元.应用系统的单价是20.72美元. -用户: 43,000 学生, 教授, 员工. 百分之98使用率 -满意程度: 4.3/5.0 满意百分比: 95.2 .,Education Program Quality and Cost Measures 2000,Education Certification classes (1 week long) in operating systems configuration and maintenance during 2000. Cost: $64,000. 500 students. Unit cost: $128.00/student. Satisfaction score: 4.27/5.0 Percent satisfied: 95 percent Application-specific classes (90 minutes - 3 hours in length) during 2000. Cost: $443,000. 17,600 students. Unit cost: $25.00/student Satisfaction score: 4.1/5.0 Percent satisfied: 95 percent.,2000年教育编写程序质量和成本测量,2000年教育证书课 (1 周) 集中于操作数据命令系统结构和维修. 成本: $64,000. 500 学生. 单位成本: $128.00/一个学生. 满意得分: 4.27/5.0 满意百分比: 百分之95 2000年应用课(90分钟 - 3小时长). 成本: $443,000. 17,600 学生.单位成本 : $25.00/ 一个学生 满意得分 : 4.1/5.0 满意百分比 : 百分之95.,Support for IT Services,General Support Center Knowledge Base Telephone, E-Mail, Walk-in Specialized Support Statistics and Mathematics Advanced Visualization Unix Database Humanities Teaching and Learning Distributed Support Local Support Providers,IT 服务的支援设施,一般支援设施中心 知识作为基础 电话，电子邮件，无预约 专门技能支援设施 统计和数学 进一步的识别 Unix 数据库 人文主义 教学及学习 分布式支援设施 提供支援本地性,General Support Quality and Cost Measures 2000,KnowledgeBase Cost: $493,000 6,050,000 page accesses Unit cost: $0.08/access Satisfaction score: 3.81/5.0 Percent satisfied: 94 percent Telephone Support Cost: $502,000 71,000 calls answered Unit cost: $7.00/call Satisfaction score: 3.95/5.0 Percent satisfied: 90 percent Walk-in Support Cost: $221,000 60,000 customers served Unit cost: $3.69/contact Satisfaction score: 4.09/5.0 Percent satisfied: 96 percent,2000年一般地支援设施质量和成本测量,知识库 成本: $493,000 存取6,050,000 页 单位成本: $0.08/存取 满意得分 : 3.81/5.0 满意百分比: 百分之 94 -电话提供支援 成本 : $502,000 回答71,000 呼叫 单位成本 : $7.00/呼叫 满意得分 : 3.95/5.0 满意百分比: 百分之 90 -提供支援给没有预约的 成本 : $221,000 60,000 customers served Unit cost: $3.69/contact 满意得分 : 4.09/5.0 满意百分比: 百分之 96,General Support Quality and Cost Measures Daily Support Center Survey Results 2000,Aggregate proportions of daily survey results for 2000 1) “Yes” Got a solution or answer 92.7 percent 2) “Yes” Got it in a timely manner 94.6 percent 3) “Yes” Treated with courtesy and respect 99.5 percent,2000年一般地支援设施质量和成本测量 每日提供支援中心调查结果,2000年每日测量结果的整个比例 proportions of daily survey results for 1) “是的” 有结果或答案是百分之92.7 2) “是的” 很短的时间回答是百分之94.6 3) “是的” 态度很好是百分之99.5,Selected Specialized Support Quality and Cost Measures 2000,Statistics and Mathematics Consulting Cost: $115,000 3,000 contacts Unit cost: $38.00/contact Satisfaction score: 3.87/5.0 Percent satisfied: 86 percent Unix Consulting Support Cost: $411,000 4,000 contacts Unit cost: $103.00 contact Satisfaction score: 4.49/5.0 Percent satisfied: 99 percent Library and Electronic Text Support (Humanities Computing) Cost: $22,000 1,000 contacts Unit costs: $22.00/contact Cost: $71