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Key Findings <br /> <br />General <br />· Overall the ITS displays a high degree of professionalism, high espirit, and is well <br /> regarded by it's customer base. <br />· ITS is losing productivity of skilled workers through interruptions which should <br /> be reduced by enhancing the capabilities of the Help Desk function. <br />· ITS has a good core technology infrastructure in place, with some skills in many <br /> of the newer technologies. It recognizes that retraining will be required to <br /> assimilate legacy skilled personnel into a productive Client/Server environment. <br /> However, training has been seriously impacted by vacancies. <br />· A lack of training may place the July 1, 1999 new system cut-over in jeopardy. <br />· Most users and ITS employees feel the present dual leadership, is functioning <br /> effectively, but the pending loss of the IS Systems Manager puts this organization <br /> in jeopardy. <br />· The present vacancy generated workload has caused the user liaison/planning <br /> function to deteriorate and is affecting the normal interdepartmental <br /> communications flow. This is occurring during a technology transition period <br /> when greater communications are needed. <br />· Job descriptions are based on older mainframe skills and need to be revised to <br /> reflect Client/Server tasks and skill requirements. <br /> <br />~ I I I I I I t ] I I <br /> <br />f <br /> <br /> <br />