National Bureau

of Standards

Computer Science

and Technology

NBS Special Publication 500-128

Starting and Operating

A IViicrocomputer

Support Center

Ted Landberg and Stanley Winkler

1985

NBS

PUBLICATIONS
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Computer Science

and Technology

KATIONAL BUBEAD OF STAHDAfiDS

tlBRAJlY

NBS Special Publication 500-128

Starting and Operating

A Microconnputer

Support Center

Ted Landberg and Stanley Winkler

Center for Programming Science and Technology

Institute for Computer Sciences and Technology

National Bureau of Standards

Gaithersburg, MD 20899

Issued October 1985

U.S. DEPARTMENT OF COMMERCE

Malcolm Baldrige, Secretary

National Bureau of Standards

Ernest Ambler, Director
Reports on Computer Science and Technology

The National Bureau of Standards has a special responsibility within the Federal

Government for computer science and technology activities. The programs of the

NBS Institute for Computer Sciences and Technology are designed to provide ADP

standards, guidelines, and technical advisory services to improve the effectiveness

of computer utilization in the Federal sector, and to perform appropriate research

and development efforts as foundation for such activities and programs. This

publication series will report these NBS efforts to the Federal computer community as

well as to interested specialists in the academic and private sectors. Those wishing

to receive notices of publications in this series should complete and return the form

at the end of this publication.

Library of Congress Catalog Card Number: 85-600595

National Bureau of Standards Special Publication 500-128

Natl. Bur. Stand. (U.S.), Spec. Publ. 500-128, 40 pages (Oct. 1985)

CODEN: XNBSAV

U.S. GOVERNMENT PRINTING OFFICE

WASHINGTON: 1985

For sale by Ihe Suoerintendent of Documenls. U.S. Government Printing Ollice. Washington. DC 20402
STARTING AMD OPERATING A MICROCOMPUTER SUPPORT CKHTKR

TABLE OF CONTENTS

Executive Summary 1

1. Introduction 3

1 . 1 Definition of a Microcomputer Support Center 4

1.2 Background and Historical Perspectives 4

2. Starting the Center 6

2.1 Planning 7

2.1.1 Funding tlie Center 7

2.1.2 Center Objectives 7

2.1.3 Responsibilities 8

2.2 Organizational Placement 8

2.3 Staffing 10

2.3.1 Level of Staffing 10

2.3.2 Staff Skills 11

2.3.3 Sources for Staff 12

2.4 Facilities 14

2.4.1 Space 14

2.4.2 Equipment 15

2.4.3 Software 16

3. Operating tlie Center 18

3.1 Center Services 18

3.1.1 Introduction of Micro-based

Teclinology 18

3.1.2 Application of Micro-based

Teclinology 19

3.1.3 Support of Micro-based

Technology 19

3.1.4 Selection of Technology 20

iii
3.2 Operational Management 20

3.2.1 Maintaining Qualified Staff 21

3.2.2 Maintaining Equipment and Software 21

3.2.3 Policy 22

3 . 3 Measurement 23

3.3.1 Self Assessment 23

3.3.2 Quantitative Measures 23

3.3.3 Qualitative Measures 24

3.3.4 Evaluating the Data 25

4. Concluding Remarks 26

References and Related Reading 27

Appendices

A. Sources for Additional Information A-1

iv
EXECUTIVE SUMMARY

This report identifies and discusses the management issues

and resources associated with establishing a microcomputer

support center. For managers contemplating the establishment

of such a center, this report provides information on

requirements for staffing, space, equipment, software and

operating policies. The information presented is derived

from reviews of operational experiences of existing installations in the Federal Government and private sector.

This report recommends an incentive based strategy for

supporting end user computing. This strategy has been

incorporated into the mission planning, assembling of

requisite resources and operating a microcomputer support

center

This report provides a number of observations about microcomputer support centers. In summary the following observations are made:

Microcomputer support centers can vary in size and

complexity from formal, autonomous units to informal

ad hoc arrangements [Section 1.1].

The services offered by the center depend on the organization's level of computer literacy and historical use

of advanced technologies. Centers established in

organizations using advanced technologies will require

more knowledgeable and sophisticated support staffs to

be successful [Section 2.0].

Centers may be initially funded from a central source,

but should implement a chargeback system for recovering

costs from end user departments [Section 2.1.1].

Planning for centers should include explicitly stated

objectives and clearly defined roles and responsibilities for managing microcomputer acquisitions, training

programs, developing end user applications and specifying hardware and software standards [Section 2.1.3].

Policies must be established for computer equipment

compatibility, end user developed applications, and

microcomputer security and data integrity [Section

3.2.3]

The microcomputer support center should report to a senior level manager within the information resource

management function [Section 2.2].

1
A mature center should have at least four staff members

to achieve long-term success. Staff members should, have

people-oriented personalities with good coaching skills.

The process of recruiting staff may require tapping

unusual sources such as former end users, hobbyists or

technically oriented trainers [Section 2.3.1].

Many centers are using knowledgeable end users to

supplement staffs. Outside contractors are also

available to help establish centers and provide training

[ Section 2.3.3].

Turn-over impacts continuity of services more adversely

in centers with small staffs. Staffing practices must

emphasize cross training and regular rotation of

assignments [Section 3.2.1].

The center should be equipped with the latest generation

of microcomputers and peripheral devices. Generally,

from seven to ten units are needed for demonstration,

training, and staff use. Good quality, sturdy furniture

is cost effective and promotes increased use and

productivity. The space should be attractively furnished to encourage end users to return [Section 2.4].

An extensive library of software for demonstration and

evaluation purposes is recommended. Educational

versions of popular software are very cost effective.

Public domain software can be useful but requires

considerable staff time to evaluate and maintain

[Section 2.4.3]

Control of an organization's inventory of hardware and

software is important to ensure application compatibility and operability [Section 3.2.].

Most centers provide demonstrations and training in

microcomputer-based technologies. These services

promote the effective and efficient introduction of new

technology into the organization. End user assistance

in developing new applications and solving problems is

another important activity in the center. Newsletters

are an excellent way to leverage staff resources

[ Section 3.1].

Successful centers all have established performance

measurement systems. Most use a mix of statistics,

narrative success stories and customer satisfaction

surveys to justify continued existence Periodic

self -appraisals of the center should examine performance

against stated objectives and the effectiveness of

services offered [Section 3.3].

2
STARTING AND OPERATING A MICROCOMPUTER SUPPORT CENTER

1. INTRODUCTION

Direct access to computing resources by end users is a major

requirement in many organizations. This requirement is a

result of tlie need to improve productivity in the office and

the awareness that microcomputers can contribute to personal

productivity by providing new tools to solve many problems

effectively.

The use of computing power by non-data processing professionals is a new phenomenon. Some predict that by 1990 over

half of the white collar work force will be using a computer

terminal. Most professionals and their support staff will

need an understanding of how to operate a microcomputer; and

access to a microcomputer will be a necessity.

Throughout this report, two terms will be used: end users

and end user computing.

End user - one who requires access to computing

resources in the pursuit of his activities.

This term has been used to refer to those who use

personal computers. The nature or location of the

computing resource does not affect who is an end

user. Wherever the computing resource ezists -- desk top, departmental minicomputer or a central

mainframe computer — an end user is one who uses

computing power directly, i.e., without a data

processing professional acting as a surrogate

between the user and the computer.

End user computing - Use of computing resources by

individuals to achieve a solution without the

immediate intervention of data processing professionals . Sometimes the term personal computing is used

interchangeably with end user computing. In a

sense, personal computing does not necessarily

imply the use of personal computers.

A major factor in the rapid growth of end user computing has

been the emergence of software which takes advantage of

special characteristics of microcomputers. The applications

3
developed on these microcomputers have become an integral

part of the daily operations of many organizations and are

vital to their success. A new strategy was needed to support

these computing resources which due to their nature were

dispersed within the organization. Traditionally, data

processing allocated scarce computing resources by using

economic justifications and mission sensitive priority

schemes. Inexpensive microcomputer hardware and software

have diminished the rationale for this approach. In its place

is an end user computing support strategy based on incentives

to adopt microcomputer hardware and software that are

organizationally supported with acquisition, training,

updates and problem resolution services. An emerging

solution to managing end user computing has been a strategy

which deploys this support in facilities apart from data

processing mainframe centers and development staffs. The

microcomputer support center is one example [LEHM85]

1 . 1 Definition of a Microcomputer Support Center

A microcomputer support center is a service organization

assisting those using microcomputer based technologies. Some

organizations use the title "information center" to identify

this kind of end user support activity. Often these centers

will provide mainframe based end user computing services as

well. Most centers provide a core of services, including

technology demonstrations, competency training, consulting

and support, and limited access to computing resources. The

services are not fixed and often change as the center

matures

A major strength of microcomputer support centers is their

flexibility and their responsiveness to varying needs. The

variance in size and complexity of microcomputer support

centers ranges from formal, autonomous units to informal,

ad-hoc arrangements. Established centers operate from fixed

locations, equipped with training and maintenance facilities,

with reference libraries and with a permanent staff. Ad-hoc

centers are characterized by a loosely connected network of

experienced professionals already in the organization, who

can assist end users. They are also characterized by a small

amount of hardware available for common use. Irrespective of

structure, each center should select those services suited to

its own end user community.

1.2 Background and Historical Perspectives

During the mid-1970s the processing of data had become an

essential part of commercial and industrial activity rather

than just a desirable aspect [VANE81]. The perceived need

for data processing services was expanding rapidly. At the

same time, complaints about the services provided by data

4
processing centers began to increase. There were often

unreasonable delays between the request for an application

and its delivery. Managers struggled to improve efficiency

and service, yet customers and clients complained that data

processing services were too slow, inadequate, unreliable and

non-responsive

In 1976, IBM Canada proposed a simple yet elegant solution,

namely: assisting end users to do their own computing. The

organization providing the assistance was called the information center. As a strategy, the information center concept

was very successful and became very popular aniong data

processing managers. Large productivity gains were reported.

End users found that they could do their jobs in a timely

fashion and management observed that costs were contained.

The information center concept was successful because

it provided access to computing power for end users without

straining the resources of the data processing function. The

information center provided end users with an advocate and

the data processing department with a spokesman. The scarce

resource of programmers and analysts could be applied to the

essential and difficult tasks. The simple and routine jobs

were being handled by the end users, who, since they

understood best what they wanted to accomplish, could

actually perform the jobs better.

As more professionals who were not computer experts began to

use the computer to solve their problems, the desire to do

more personal computing grew. At the same time, the microcomputer, which had been considered a gadget or a toy,

emerged as a tool for the professional. It was possible at

reasonable cost to place significant computing power on the

desk of every professional, however a new set of problems now

appeared.

The end user found that the purchase of microcomputer

hardware was the least of his problems and the smallest

portion of the cost. There was a bewildering spectrum of

choices: software systems, utilities, peripherals, furniture,

training, on-line aids, etc., in seemingly endless variety.

The end user again called for help.

Also, management realized that, while the cost of each

personal computer was reasonably small, the aggregate initial

investment and the cost of upgrading, maintaining, and

supporting this new resource was not small. The microcomputer support center has been created to assist end

users cope with this new computing environment

5
2. STARTING THE CENTER

In many cases, establishing a microcomputer support center is

prompted by one of the following conditions:

A sizeable group of end users ezists without

adequate support for microcomputer acquisitions,

training, installation and repair, and resolution

of hardware and software problems

Existing technology support and training organizations are not equipped to handle new responsibilities for microcomputer technologies.

Management wants to consolidate and coordinate

"ad hoc" microcomputer support activities already

in existence.

The services offered by a new microcomputer support center

will largely depend on the acceptance and use of advanced

electronic technologies and the level of computer literacy in

the organization. For example, end users familiar with

mainframe-based decision support software or timesharing

services will demand fairly sophisticated consulting and

training services from a microcomputer support center. Other

organizations with little computer-related experience will

need to concentrate center services on demonstrations and

training

In some instances, a support function is formed in an ad hoc

fashion by knowledgeable end users as a collateral duty. As

their existence and usefulness becomes visible to management,

these groups may become the basis for a formal organizational

entity.

The recommended approach to avoid confusion and overcome the

difficulties surrounding the formation of a microcomputer

support center is to start slowly and proceed in planned

phases. It is always necessary to balance needs against

available resources, but a systematic procedure will achieve

fully operational status faster than offering all services

and functions at once. Introduce new services and functions

sequentially, establishing one solidly before adding another.

Offer services only when there are adequate resources to

support them successfully. A risk aversion strategy is

suggested to assure a "good start" for a new microcomputer

support center. A discussion of some of the more common

services and activities is found in section 3.1.

6
2 . 1 Planning

Planning for a microcomputer support center should start by

interviewing end users who would benefit most from the

ezistence of the center. The role that the center will play

in supporting end user computing is dependent on whether the

right mix of resources can be assembled to address the

problems end users are experiencing using microcomputer-based

technologies

The plan for a microcomputer support center should give due

consideration to its impact on other segments of the organization, upon whose backing and cooperation it depends.

2.1.1 Funding the Center

Initially, the microcomputer support center may be funded

from a central source. As the center matures, a chargeback

system should be established to allocate the costs of support

services provided to end user departments. A pre-authorization scheme is desirable to minimize the amount of paperwork

needed to initiate service. Training should be directly

charged to the end user's department. The center may

provide training by using either in-house staff or contracting with an outside organization. Other services which are

candidates for departmental chargebacks are: application

system development (labor), equipment loaners (rental), and

software (purchase price) . These fees may be easier to

establish because end users have traditionally been charged

for those services by the data processing function. If only

a few departments use the center, then allocating a fixed

percentage of the center budget to each user department may

be an acceptable way of funding.

2.1.2 Center Objectives

It is important to the long-term survival of a microcomputer

support center that its mission and objectives be understood

and agreed to by management . Centers which have started

informally should appraise their objectives during the

planning process.

Most centers have a core set of common objectives which

include: support of end-user computing; increased staff

productivity and use of shareable resources; and improved

control of common activities involving microcomputers such as

purchasing, training, and maintenance. Management's expectations for the center to achieve these goals should be documented and a measurement system established to record

progress. Section 3.3 discusses this subject.

7
2=1.3 Responsibilities

During the planning, a clear definition of roles and responsibilities for supporting end user computing must be developed. Responsibility should be clearly assigned for

managing microcomputer acquisitions, training programs, end

user developed applications, and specification of standard

hardware and software configurations. In addition, the level

of support to be provided by the microcomputer support center

must be specified.

Before the planning can be completed, there are three major

issues to be addressed. They are: organizational placement

of the microcomputer support center, staffing of the center,

and required facilities.

2.2 OrganizationsLl Placement

There are three options for placement of the center within

the organization. It can be placed within the data processing function as a part of its customer service activity; it

can be a separate but equal group reporting to the same

manager as the data processing function; or it can be

independent and separate from the data processing function.

Option 1 - Within Data Processing

Placing the center within the data processing function has

certain advantages. It is easier to staff a center within

the data processing function. This function has a pool of

skilled personnel with experience operating computer resources and the existence of career paths remove the objection some professionals have to working in a center.

In addition, the data processing function has a large amount

of resources including main frame computers, high speed

printers and a variety of peripheral equipment . This

environment makes possible additional services by connecting

the microcomputers to the mainframes.

Finally, the data processing function has established

standard services for procurement, supply, facility management and maintenance

The main disadvantage of placing the center within the data

processing function is that this function traditionally has

been more attuned toward controlling the use of computers,

than it has been toward encouraging hands-on use of computing

resources by non-computer professionals. Data processing

managers, with their large computer orientation, are sometimes antagonistic towards the idea of microcomputers.

8
A second disadvantage is that the data processing professionals may be so mainframe oriented that they do not have a

clear understanding of small system technology or how to

exploit it

Option 2 - Within the Information Resource Management

Function

The information management function manages office systems,

data processing, telecommunications, data communications, and

personal computers [NBS125] . Placing the microcomputer

support center outside the data processing function, but

reporting to a higher level within the Information Resource

Management function, enables the center to participate in

policy formulation and can assist in coordinating support

services such as procurement and supplies. Recruitment of

staff from the data processing function would still be

possible. Autonomy from data processing would allow the

newly established center to pursue new activities and ways of

supporting end users.

Option 3 - Independent of Information Resource Management

Function

In some private sector organizations where an Information

Resource Management function has not been established,

management may elect to place the center in an independent

function. End users often favor this arrangement because

they believe they can more easily influence the kind and the

quality of service they receive. Separating the support

center from other computing activities means there is less

likelihood that competing priorities of other data processing

projects will divert center resources. Effectiveness may be

more easily measured in an independent center, although

measurements are difficult in any case. However, counterbalancing these advantages are the problems of staffing,

funding and all else that goes along with setting up a new

independent operation.

Ideally, the microcomputer support center should be placed

within the information resource management function.

However, it should be noted that microcomputer support

centers are currently operating successfully in each of the

three situations described above.

9
2 . 3 Staffing

The microcomputer support center is a service organization

that requires a versatile, people-oriented staff who can

react positively to unfamiliar individuals, empathize with

the problems of others, and cheerfully share knowledge and

experiences. Since the initial center staff will probably be

small, the staff members will have to be skilled in training,

marketing, and the assembling of hardware, and must also be

knowledgeable about several of the most widely used microcomputer software program packages.

Early success in communicating the center's services and in

establishing a reputation for handling end user requests is

essential for the long term viability of the center. It is

also essential to establish a good relationship with other

groups within the organization that perform similiar functions. This is particularly true of the data processing

function

The key staffing questions to be answered are:

How many people will be needed to handle the work

load?

What skills and what level of experience will be

required?

Where can the individuals who can support the end

user population be found?

2.3.1 Level of Staffing

The number of staff members required to operate a center

depends on the specific role assigned to it by management

Some broad guidelines allow for estimating the size of the

staff needed. A study of several mature microcomputer

support centers found a range of 1 staff member per 50

microcomputers to 1 for every 125 microcomputers. The

variation appears to be related to the amount of training and

problem solving support that end users require [GART85].

Computer literate end users require less support

Many mature microcomputer support centers have at least four

people. Experience indicates that this minimum staffing

level is required to acheive the critical mass needed to

insure operational stability. Each staff person in a

minimally staffed center must be able to fill several roles,

including those of a hardware and software specialist , and trainer.

10
Although some microcomputer support centers start with less

than four individuals, these centers sometimes encounter one

or more of the following problems: badly overworked staff,

incomplete or inadequate service to end users, and workload

pressures not allowing for staff training or development.

The Gartner Group Service studied information center

workloads and found that routine support activities required

sixty-one staff days per month (or the equivalent of three

full time individuals) to support 100-200 personal computers.

Some staff growth can be expected as the center matures and

furnishes additional support. For organizations with more

than one thousand microcomputers or with geographically

dispersed populations of end users, decentralization of

centers may be appropriate [GART85]

2.3.2 Staff Skills

Perhaps the most important characteristic desirable in a

staff member of a microcomputer support center is a native

intelligence, a natural ability to learn quickly, and a

capacity to absorb new material and ideas. In other words,

the microcomputer support center staff should have personality profiles appropriate to their people-oriented work.

The following summarizes the technical, interpersonal and

business skills desirable in a microcomputer support center

staff

Technical

Knowledge of hardware and software in use by end

user organization. Experience with microcomputer

operating systems, at least one major spreadsheet,

word processing, data base software packages, and

one of the common timesharing services.

Knowledge of communication protocols and software,

Only minimal knowledge of a microcomputer programming language (i.e. , BASIC, Pascal)

Requirement and system analysis skills . Ability

to synthesize system requirements from verbal

discussions with end users, to develop solutions

using off-the-shelf microcomputer software packages, and to comprehend data structures and logic

algorithms while interacting with end users.

Problem solving skills. Problem solving ability,

particularly for those assigned to answer "hot

line" calls from end users.

11
Inter-personal

Oral communication skills. Ability to teach and

demonstrate ideas to others.

Internal and External Contacts . Sensitivity to

management styles, familiarity and affiliation with

professional organizations and acquaintance with

knowledgeable contacts who may help to provide

answers to questions that may arise.

Coaching Skills. The ability to help others,

without actually doing the work for them, and to

effectively impart knowledge in one-on-one problem

solving situations.

General Business

Or ganizational

Knowledge of organizational

policies, procedures, product lines, and mission;

and an understanding of ways the microcomputer

support center can assist in improving productivity.

Management and planning skills. A general knowledge of current management practices and the

ability to plan small projects.

Small microcomputer support centers will need to select

individuals with at least minimal competency in several

facets of the operation. Managers will find that job

segmentation is not always possible given the fluctuating

workloads, staff turnover, and fractional workload of many

jobs. For example, the manager may need to consult, teach

courses and write a newsletter as well as supervise all

activities of the center.

2.3.3 Sources for Staff

Recruiting individuals for microcomputer support centers may

require tapping unusual sources and choosing staff members

from less traditional business backgrounds. Many centers are

staffed with former end users, microcomputer hobbyists, or

technically oriented training professionals. Each organization will implement end user computing support differently,

based on its own culture, availability of talent and the

relationships among other technology support groups. In

addition to the microcomputer support center staff, there are

two other sources for extending the level of staffing:

contractors and end users.

12
Using Contraotors

If existing staff lack specific skills in new or specialized

technologies or if there is a temporary large increase in the

workload, the use of outside consultants may be cost-effective. Consultants may be used effectively to train center

staff, customize software packages and provide end user

training for large groups.

Outside contractors may provide a preferred alternative to

in-house staff microcomputer training where the number of end

users requiring training is large. A small external group

may succeed where the same size internal group will fail. A

rule of thumb is that one instructor can teach about ten days

per month. The members of the center staff assigned to

training duties have to be allowed time away from other

duties for course development and revision, something

difficult to achieve with a small staff.

Many attempts at in-house training fail because the staff

assigned to training duties never reaches a critical mass,

and because of interference from other duties assigned. The

resultant overload of the staff severely degrades the quality

of training furnished. The center staff may also lack the

training orientation, the patience, and the specialized

skills required to train others.

Another area where outside contractors can be used is in

actually operating the microcomputer support center. Several

companies now specialize in performing requirements studies,

recruiting staffs, and specifying hardware, software,

furniture and floor layouts for new centers. They may also

continue to operate the center in much the same way the

contractors have operated large mainframe installations for

several years.

End Users

In every organization there are individuals who become

experts on using a particular software package or a specific

piece of hardware. Frequently, these individuals are willing

to share that knowledge. One way a microcomputer support

center can facilitate the dissemination of this in-house

expertise is to sponsor internal user groups. A user group

is an informal organization of individuals with a common

interest in a particular subject area. They meet regularly,

develop personal relationships, and share acquired knowledge,

software techniques, and sources of information. By allowing

them to use the center's facilities as a meeting place, a

center manager can encourage their existence and benefit from

their voluntary activities.

13
2.4 FACILITIES

The facility resources allocated to the center are a significant factor in the services that can be offered. Many

centers will start in one room and expand as they develop a

record of accomplishment. The facilities required are: space

(classrooms, demonstration areas, and workshop areas),

equipment (microcomputer systems, projection equipment and

furniture), and software (system, application and training

programs)

Experience has shown that finding suitable facilities, particularly work space, is one of the most difficult problems

to solve in starting a center. Space restrictions very often

influence the choice and quantity of equipment

2.4.1 Space

Whatever space becomes available, access to a microcomputer

support center should be from main hallways to avoid the

need for clients to walk through other operational areas to

use the center. The available space must be divided among

the activities planned, making multiple use of each part of

the center wherever possible. Planning should also include

utilization of existing common areas within the organization.

In some centers, the reception area doubles as a reference

room and a demonstration area. The reception desk is used as

the access control point. If this area is large enough, four

foot high partitions can be used to divide it. For demonstrations, the arrangement should make it easy for small groups

to watch comfortably. Cubicles for prototyping, individual

consulting and hands-on trial use by end users, are desirable.

A workshop area for assembly and repair of systems is

essential. Also needed are places for the safe storage of

equipment, spare parts, and supplies. Access to these areas

must be controlled on a need-to-enter basis in order to avoid

distraction of staff and, on occasion, the loss of "borrowed"

items

Training areas require large (about four hundred square feet)

rooms with special lighting, good ventilation, a whiteboard,

and a projection screen. Such rooms are useful for training

and meetings, and little else. Most centers will not have

their own training rooms, but will need to use existing class

or conference rooms.

14
2.4.2 Equipment

In selecting equipment, avoid custom made items for which

repairs and maintenance parts would be expensive or difficult

to procure. Use reliable vendors and purchase commercially

available products which can be readily upgraded. Good

sources of information about products and vendors are local

user groups, trade publications and other centers. The best

source is frequently the personal experience of individuals

within the organization.

It is important to select a computer configuration which the

center intends to support. This advice may seem obvious, but

there have been instances where, in an attempt to keep

initial costs down, centers have started with surplus

equipment or with minimal system configurations that the

center would not normally recommend for end users. This

tactic reduces the staff to giving advice based on second

hand knowledge instead of direct experience, and lowers the

credibility of the center. A useful methodology for identifying requirements, evaluating alternatives and sources

for equipment and software can be found in a NBS Special

Publication "Selection of Microcomputer Systems", NBS 500-112

[NBS112]

.

A specific list of equipment for a center to start with would

become obsolete very quickly. Generally, a center should

have one microcomputer system for each staff member. This

system should be the latest model fully configured with

periherals commonly available in end user organizations.

Center microcomputers preferably should be compatible with

each other and comply with in-house equipment standards.

In addition to the system for the staff, the center should

have two or three similar systems for demonstrations and

hands-on examination by end users. The center should have

other advanced systems, not necessarily compatible with its

"standard" system, so that its experience, and thinking, are

not limited to a single product line. Thus, it is suggested

that a microcomputer support center begin operations with

seven to ten systems.

The center might have a high speed letter quality printer or

a laser printer if there are available funds. This would

provide professionals access to high quality printing when

required. A good graphics generation capability for charts

and presentations is very useful. Besides demonstrations and

training, this kind of equipment represents a resource which

can be used thoughout the organization. It is customary to

plan a three year life span for computer systems, including

related peripherals, to keep center equipment at or near the

15
state of the art. This policy keeps the staff up to date and

assures that the center can demonstrate the use of current

rather than outdated systems.

Selection of other peripheral and accessory equipment would

depend largely on what is and is not already available within

the organization. Among the items to consider are overhead

projectors, large screen televisions, projection display

units, digitizers, digital pads and tablets, back-up tape

decks, switch boxes, surge protectors, and emergency power.

Good quality, sturdy computer tables and printer stands are

cost effective because they protect expensive equipment.

Comfortable chairs encourage productivity. Metal paper bins

or baskets instead of the customary cardboard paper boxes to

feed printers are recommended because they reduce a possible

fire hazard. Assembly, inspection and repair workshops need

bench space, cabinets for spare parts, hand tools, cable

kits, volt-ohm meters, and an oscilloscope. Expensive

diagnostic equipment is not required; nor is the building of

non-standard custom hardware.

2.4.3 Software

The microcomputer support center should acquire a large

collection of software. Copies of various operating systems

and utility programs should be available. Particularly

useful is a good sampling of the various word processing,

spreadsheet, and data base programs, as well as communication

programs. Copies of special purpose software such as slide

generators or statistical analyzers should be available

within the center. End users should be encouraged to use

this special software for projects before procuring their own

copies

Standardization should be encouraged by restricting support

and training to those few software packages the center is

advocating as the "official" software for the organization.

The best way to choose software is through personal tryout.

A center cannot control what packages end users will buy, but

it can help them make informed decisions.

For training purposes, educational versions of most major

software packages are available from the vendors at less cost

than regular copies. These educational versions have copy

protection which eliminate the risk of software piracy.

The center staff should be alert to sources of inexpensive

software in the public domain. These programs are easily

obtained from the local user groups or from those user groups

that have gone "national". Appendix A has a list of professional associations which are excellent sources of informa16
tion. The quality of this software is variable, but generally

the public domain contains some excellent programs. This

software is widely publicized and end users will inquire

about it. The center should be able to discuss and demonstrate it. Because acquiring, evaluating and maintaining a

library of public domain software is time consuming, new

centers may want to defer this service or encourage one of

their end users to maintain the library for them.

17
3.0 OPERATING THE CENTER

Some of the important activities and operating procedures to

be established once the center begins daily operation

include: support services to be offered, staff rotation,

equipment maintenance procedures and policies promoting the

effective use of microcomputers. Publicity such as announcements, newsletters, and an open house, are commonly used to

signal the start of operations. Another way to generate

interest in the opening of the center is to schedule several

demonstrations. The demonstrations are most effective if

planned so that there is at least one for beginners, one for

experienced users and one for experts. Additionally,

marketing the center to end user organizations and a measurement program to document the center's activities for annual

performance and budget reviews are necessary activities.

This section will provide some insights into these topics.

3 . 1 Center Services

In addition to responding to end users' immediate calls for

assistance on equipment and software problems, the center's

services should be designed to help the organization in its

overall use of microcomputer technologies. This section

discusses four categories of services which the center may

provide: the introduction, application, support, and selection of technology.

3.1.1 Introduction of Micro-based Technology

The introduction of micro-based technology is accomplished

mainly through demonstrations, prototyping, small group

sessions, newsletters and direct contacts with end users.

Vendors are usually very interested in providing demonstrations or in lending hardware or software to the center. Many

vendors offer free or inexpensive sample diskettes which

illustrate how their software operates. Prototyping, the

development of a small, limited version of a specific system,

utilizes interactive software and provides end users with

an actual example of the use of a new technology.

Newsletters which provide training schedules , new hardware

and software announcements, and solutions to common problems

are a very effective way to leverage limited staff resources.

Newsletters are also an excellent way to market the center to

non-users. Often personal contact by the center staff with

non-users provides a forum for suggesting ways in which

microcomputer technologies can be productively used in the

organization

18
3.1.2 Application of Micro-based Technology

This set of services includes training and information

exchange activities that increase end user understanding of

the capabilities of the technology.

Training is considered the most important activity of most

microcomputer support centers. Competency in microcomputer

based technologies can be developed by lecture, video

cassette courses, computer based training modules, or courses

where students learn by using the computer in "hands on"

training sessions. The competency acquired in using

microcomputer application software enables end users to

return to their departments and apply this knowledge to

develop new ways of performing their daily activities.

Continuing education of end users is essential in order to

maintain their skills. This is best accomplished by small

workshops, roundtable exchange of solutions and techniques,

internal user groups, electronic bulletin boards, libraries,

and newsletters.

As the center matures, a clearinghouse function can be

started. Regular contact with other centers and local user

groups involved with microcomputers are excellent sources for

training courses, software evaluations, and recommendations

for staffing. A clearinghouse should have vendor catalogs,

user group magazines, and public domain software. Listings

from national bulletin board systems describing software

"bugs" and miscellaneous macro programs are of particular

interest

.

3.1.3 Support of Micro-based Technology

Walk-in support, access to mainframe resident computer data

bases, and assistance in locating external experts all are

ways to aid end users needing help with problems. Support of

technology services includes assistance with installation,

upgrading and repair of hardware and software.

This activity may involve coordinating hardware and software

exchanges to maintain up to date versions of microcomputers

systems. Some centers maintain records of what software has

been purchased, update software and assist end users retire

old equipment and software when no longer needed.

Equipment and software used by the microcomputer support

center for training and demonstration represent a computing

resource that can be made available to end users when not

being used in training. In addition, the center may have

special equipment such as plotters, slide makers, optical

19
character readers, and special telecommunication lines to

central mainframe computers and commercial data bases. End

users may start using the center's equipment prior to or in

lieu of procuring their own.

The center is the place where users can familiarize themselves with and begin use of the technology prior to delivery

of their own systems. Good scheduling and setting limits are

important to protect the microcomputer support center from

becoming captive to a few aggressive departments.

Microcomputer support centers can become gateways to external

computing services. Since a center has trained staff, facilities and operating procedures to handle telecommunication

links, these services can be introduced and experimented with

in a controlled environment before becoming available for

widespread internal use. The center is a logical place to

install such office system applications as electronic mail,

calendaring and correspondence management

3.1.4 Selection of Technology

Microcomputer support centers are often expected to offer

advice and guidance to those wishing to purchase microcomputers and related items. For this purpose they should

maintain vendor catalogs, price lists and delivery schedules.

Centers that are also responsible for preparing purchase

requisitions must track purchase orders and follow up on

misplaced or defective merchandise.

An option chosen by some is to establish a computer store

from which end users can obtain equipment, software, and

supplies as off-the-shelf items based on prior budget

approval. An advantage of a computer store is that it

permits an organization to arrange for employees to purchase

personal computing needs at a discount, serving the dual

purpose of encouraging personal computing and raising morale.

3.2 Operational Management

This section discusses some issues pertinent to day-to-day

operational management. These include maintaining qualified

staffs, equipments, software, and policies relating end user

computing

Additionally, microcomputer support centers must be dynamic.

The staff must keep abreast of a rapidly changing technology

and to be ever aware of end user needs. Stagnation for a

microcomputer support center means the end of its usefulness.

20
3.2.1 Maintaining Qualified Staff

Staffing practices need to anticipate staff turnover. Continuity of operation can be preserved by cross training staff

members and rotating staff through various assignments.

In addition to the permanent staff, employees from other

support areas such as data processing, office automation,

training and end user departments, can be assigned to the

center for a fixed period of time as a step in their career

paths

.

The center manager should plan periodic rotation of the

staff into other areas within the organization. Although a

temporary loss, rotations expand skills of staff members and

improve their long term career opportunities. Candidates

will view employement in the center as an opportunity for

advancement in the organization, making recruitment of good

people easier.

3.2.2 Maintaining Equipment and Software

An important task for the manager of the center is to find

funding for new hardware and software. Some centers arrange

to give last year's hardware to new end users who have such a

requirement. New hardware is then funded by budget transfers . Commercial microcomputer software often is revised every

twelve to eighteen months. In addition to the new products

that appear on the market , there are the regular updated

versions of existing software and hardware. Training courses

must then be updated or a workshop held to bring end users

up-to-date with the new products.

Microcomputer based technologies are tending toward full

function word processing packages capable of document

transfer and interchange between hardware of different

manufacturers. Experienced end users are requesting access to

a central computing resource environment for communication

linkages, data base management systems, fourth generation

languages, and the predominant hardware vendor. Compatibility and connectivity with these central computers will be

essential in the future.

The maintenance of equipment of course implies repairs.

Generally, repairs consist of unit or board replacements. The

microcomputer support center will need to make arrangements

with outside vendors to actually repair or replace defective

units

.

21
The portable nature of microcomputers and software makes

the tracking of their location difficult. One way to

regularly inventory software and hardware is to require the

holders to re-register these products before receiving

updates

3.2.3 Policy

Even if the center is not responsible for establishing

policies for microcomputer usage, the services it provides

and the technology it supports represent defacto policy.

Whether responsiblity for issuing standards and procedures on

microcomputer based technologies resides in the data processing function or elsewhere in the organization, the following

areas should be covered by formal policy statements:

Computer equipment connectivity - Explicit

requirement statements are needed for interconnection of microcomputers with departmental and

central mainframe computers. Policy statements on

connectivity often are the basis for qualifying

microcomputer vendors that will meet these requirements and establishing an approved "buy" list of

microcomputer products.

Application portfolio management - Documentation

requirements for end user developed applications

should be established. These would include spreadsheets, data base and data file systems, and other

applications developed by end users. Procedures

for management review and periodic audits by a

"quality control" staff should be included. Portability and potential use by others are possibilities that should be considered.

Security and data integrity - End user responsibilities for physical security of equipment, software,

and data files need to be negotiated and approved.

Requirements for regular archiving of data files,

and organizational procedures to preclude software

piracy must be included. Additional information

can be found on security issues related to microcomputers in "Security of Personal Computer

Systems: A Management Guide," [NBS120]

There are many other policy issues involving microcomputers

that should be addressed by those responsible for managing

end user computing. A more comprehensive discussion of these

issues can be found in "Issues in the Management of Microcomputer Systems" , [NBS125]

22
5 . 3 Measurement

A microcomputer support center, can best be evaluated in

terms of satisfaction of the needs of its clientele.

"Satisfaction" is difficult to quantify. Where there are

competing providers, market forces furnish an effective

measure of satisfaction. In a non-competitive situation,

however, one must be careful not to assume that absence of

complaints implies satisfaction or to rationalize complaints

as uninformed opinion. An alert manager of a center will be

aware of and responsive to end user dissatisfaction [LEIT85]

End user satisfaction provides on important indication that

the center is achieving its objectives and can be used by the

manager to justify center budgets, purchase requests and

staff increases. Supporting evidence is obtained by self

assessment, keeping logs and compiling statistics, and by

polling end users.

3.3.1 Self Assessment

Periodic, critical self-appraisals of the center by its staff

and its manager, if objective, can be valuable. The first

aspect of an evaluation is to examine the performance of the

center against the stated objectives. If the staff has

realistic evidence that it is meeting the objectives of

supporting end user computing in a satisfactory manner, then

the center is probably performing a valuable service.

On the other hand, if not, then remedial actions should be

explored

The second aspect of assessment is a review of the objectives

themselves. Replacing outdated objectives and adding new

ones is an essential part of keeping current and continuing

to satisfy end user needs.

The third aspect of assessment is an evaluation by the

manager and his/her staff of: the adequacy of the staffing

level, the continued suitability of the hardware and software

available within the center, the technical and social skills

of the support staff, the adequacy of the facilities in

relation to their use by staff and end users, and the

workload of the center.

3.3.2 (^antltatlve Measures

Statistics are an effective way to describe the extent of the

activities of a center. For a microcomptuer support center,

numbers are obtained by collecting statistics on the users

and usage of the center. The difficulty lies in deciding

what numbers to collect and in avoiding meaningless or misleading statistics.

23
Each center will, of course, develop its own list, but among

the useful data that can be compiled are the number of: end

users who utilize the center, "hot line" calls that are

answered, individuals who are trained, training courses and

students enrolled, demonstrations given, non-users converted

to end users, software packages provided by the center, end

users whose equipment has been improved or updated on advice

of the center, visitors to the center, staff hours applied

directly to end user support, requests for subscriptions to

the center newsletter, requests for specialized services, and

"house calls" made by the staff [MICH85]

In general, these data points will be gathered manually from

logs the center should keep of visits and telephone calls.

It has been suggested that an interactive "log" at the

entrance to the center be used to gather information about

visitors, such as who they are and the purpose of these

visits. So far there has been no report of extensive use of

the "log". Another suggestion has been the use of an

electronic bulletin board to collect information, but its

reliability and completeness are questionable.

3.3.3 d^alltative Measures

Since the "collectible numbers" give an incomplete picture,

it is necessary to use polls and questionnaires. Polling

can include the entire end user population or a sample.

Questionnaires are hard to create. Not only must the

questions be selected carefully and presented in an orderly

and logical sequence, but also the wording of each question

must be clear and unambiguous. The best way to use questionnaires is to repeat them periodically so that the answers at

different times can be compared.

The specific questions used will vary from center to center,

but the general areas that the questions should explore are:

Who are the end users?

Are the end users satisfied, in general, with the

services provided?

What services can be removed?

What services should be added?

Are the delays in receiving services experienced by

fend users acceptable?

Are the facilities of the center adequate?

24
The questionnaire should solicit negative and positive

feedback. Although hard to evaluate its significance, the

number of end users who take the trouble to reply to a

questionnaire is an important indicator of end user interest

in the center.

3.3.4 Evaluating the Data

Without some evidence to "justify existence" , the management

of the parent organization may not be aware of the quality

and level of effort provided. As one experienced center head

expressed it, "If you don't count your users, it is the sam.e as if you didn't provide the service."

Every manager would like to relate specific actions and

decisions to end user productivity improvements. A recent

study for the Office of the Assistant Seoretary of Defense

concluded that some productivity improvements generally could

not be either measured directly or quantified [NBSIR85].

However, there were a number of subjective observations such

as attitude, morale, quality of decisions, improved control

of process and product, increased flexibility, better

communications, which many managers were willing to accept as

criteria for the success of a center. These managers,

although acknowledging the subjective nature of the observations, were willing to make informed judgements using their

experience and intuition as a guide.

25
4. CONCLUDING REMARKS

The rapid proliferation of microcomputers in organizations

makes it likely that end user computing will dominate the

work place during the next decade The microcomputer support

center is a strategy that organizations are using to manage

end user computing. It is a focal point for controlling

microcomputer based technologies by providing support and

training to those seeking to use that technology to improve

their individual productivity.

Beyond the current wave of microcomputers lie several

emerging technologies such as computerized private telephone

systems, voice and image processing and office systems that

will require the same kinds of end user support activities

that microcomputers have received. The microcomputer support

center is developing the techniques and experience to manage

these new technologies. It or some successor will continue

to play a leading role in supporting end users of new technology, but successful continuation of a center requires both

commitment and attention from the management of the parent

organization. The activities of a center should not be

understated; they are very labor intensive. Nurturing,

hand holding, and responding to queries require considerable

time, effort, and resources. However, the benefit from this

type of assistance has proven worth the effort.

This report has made a number of observations and has

provided specific guidance related to microcomputer support

centers based on reviews of operational experiences of

existing installations in the Federal Government and private

sector. This report has stressed that irrespective of the

scope of a microcomputer support center, it is imperative

that careful planning and requirements analysis of the

organization to be supported be conducted. The success of a

microcomputer support center is predicated on such planning

and the continued review of its operation.

26
REFERENCES AND RELATED READING

[CANN85] Canning, Ricliard G. "Six Top Information Systems

Issues," EDP Analyzer; Vol. 23, No.l, January 1985.

[CROU85] Grouse, Roger L. "Staffing the Information Genter,"

Information Genter; January 1985.

[DIX084] Dixon, Joan M. "Does Ghargeback Belong in the Information Genter?," Information Genter; Preview Edition,

December 1984.

[GARG85] Garcia, B., ed. "The Second Grwth Information Genter

Survey," Grwth News for Better Training; Vol. Ill,

No. 1, 1985.

[GART85] Gartner Group, Inc., "Policies and Strategies for

Personal Computing," (PS-PG) Manual; Stamford, GT,

1985.

[GSA84] U.S. General Services Administration, Office of

Information Resources Management, "End User's Guide to

Buying Small Computers," August 1984.

[GSA83] U.S. General Services Administration, Office of

Information Resources Management, "Managing End User

Computing in the Federal Government," June 1983.

[GUIM84] Guimaraes, Tor. "The Evolution of the Information

Center," Datamation; July 15, 1984.

[IBM81] IBM Canada LTD. Information Systems Division, Information Centre, "Computing Power on Demand to the End

User, " March 1981

.

[IGST83] Institute for Computer Sciences and Technology,

"Summary Report of the Workshop on Organizing For

End-User Support," August 8, 1983.

[IDG83] International Data Corporation, "End User Computing,"

Procurement Information Management Service, Bulletin;

15 March 1983.

[J0HN83] Johnson, J. T. "The Computer Store At The Office, "PC

World; Volume 1, Number 2.

[J0HN84] Johnson, Richard T. "The Infocenter Experience,"

Datamation; January 1984.

27
[KAHN85]

[KART85]

[KELL85]

[KING83]

[LAM085]

[LEHM85]

[LEIT85]

[MAZU85]

[MICH85]

[MUNR85]

[NBS102]

[NBS112]

Kahn, David L. "Supporting decentralized users,"

Information Center; July 1985.

Karten, Naomi. "Info Centers Focusing on User Experience, Concerns ^ Preferences Can Provide the Most

Effective Training," Computerworld; 29 April 1985.

Kelleher, Joanne.

Information Center;

"Talking About

May 1985.

the IC Portfolio,

King, John Leslie. "Organizational Considerations and

Management Options," Centralized versus Decentralized

Computing, Computing Surveys; Vol. 15, No. 4; December

1983.

LaMotta, Toni . "An Information Center as Change Agent,"

Information Center; January 1985.

Lehman, John. "Personal Computing vs. Personal Computers." Wetherbe, James C, ed . ACM Proceedings of

the 21st Annual Computer Personnel Research Conference

co-sponsored with Business Data Processing; 2-3 May

1985

Leitheiser, Robert L. ; Wetherbe, James C. "The Successful Information Center: What Does it Take?" Wetherbe,

James C. , ed . ACM Proceedings of the 21st Annual

Computer Personnel Research Conference co-sponsored

with Business Data Processing; 2-3 May 1985.

Mazursky, Alan D. "New Trends in MicrocomputerSupport," Journal of Information Systems Management;

Summer 1985.

Michtom, Jay "Does your IC measure up?," Information

Centers; August 1985

Munro, Malcolm C. ; Huff, Sid L. "Information Technology

Assessment and Adoption: Understanding the Information

Centre Role." Wetherbe, James C. , ed. ACM Proceedings

of the 21st Annual Computer Personnel Research Conference co-sponsored with Business Data Processing; 2-3

May 1985.

National Bureau of Standards, Special Publication

500-102, "Microcomputers: A Review of Federal Agency

Experiences," Gilbert, Dennis; Parker, Elizabeth; and

Rosenthal, Lynne S.; June 1983.

National Bureau of Standards, Special Publication

500-112, "Selection of Microcomputer Systems," Barkley,

John; Gilbert, Dennis; and Hankinson, Al ; March 1984.

28
[NBS120] National Bureau of Standards, Special Publication

500-120, "Security of Personal Computer Systems: A

Management Guide." Steinauer, Dennis; Jan 1985.

[NBS125] National Bureau of Standards, Special Publication

500-128, "Issues in the Management of Microcomputer

Systems," Barkley, John; Rosenthal, Lynne; Sept 1985.

[NBSIR85] National Bureau of Standard Internal Report 83-3138,

"Metrics and Techniques to Measure Microcomputer

Productivity," 1985.

[PAPP85] Pappas, Cari . "The Resident Expert," Information

Center; March 1985.

[PHIL85] Phillips, David B. "To Code Or Not To Code," Information Center; February 1985.

[PHIL85] Phillips, Jane. "Productivity in Application Development," Information Center; April 1985.

[P0SP85a] Profit Oriented Systems Planning Programs, "Information

Centers- Management, Vol 1," 1985.

[P0SP85b] Profit Oriented Systems Planning Programs, "Information

Centers- Practices, Vol 2," 1985.

[P0SP83] Profit Oriented Systems Planning Programs, "Personal

Computers- Guidelines," POSPP Serial P-23-3.

[PYKE83] Pyke, Thomas N. , Jr. "Information Resource Centers

Organizing to Serve End Users," Proceedings of COMPCON

83, Fall.

[SANT85] Santarelli, Mary-Beth. "The Company Store," Information

Center; February 1985.

[SUMN85] Sumner, Mary. "Organization and Management of the

Information Center: Case Studies." Wetherbe, James C. , ed. ACM Proceedings of the 21st Annual Computer

Personnel Research Conference co-sponsored with

Business Data Processing; 2-3 May 1985.

[TAYL85] Taylor, Lee. "39 Questions to Successful System

Development," Information Center; February 1985.

[VANE81] Vanek, D.H. "The Information Center, A Review Of The

Basics," Document Number SHARE 57-Session M360; August

26, 1981.

29
[WETH85] Wetherbe, James C. ; Leitlieiser, Robert L. "Information

Centers: A Survey of Services, Decisions, Problems, and

Successes," Journal of Information Systems Management;

Summer 1985.

[WINK84] Winkler, Stanley. "The Information Resource Center: A

Strategy for End User Support," Tlie fourth Jerusalem

Conference on Information Technology (JCIT): Next

Decade in Information; May 21-25, 1984.

30
Appendix A

SOURCES FOR ADDITIONAL INFORMATION

Magazines which regularly discuss Information Center topics:

INFORMATION CENTER

Weingarten Publications, Inc.

38 Chauncey Street

Boston, MA 02111

JOURNAL OF INFORMATION SYSTEMS MANAGEMENT

Auerbach Publishers, Inc.

6560 North Park Drive

Pennsauken, NJ 08109

PC WEEK

Ziff-Davis Publishing Co.

One Park Avenue

New York, NY 10016

Professional Associations and User Groups devoted to Information

Centers

Information Centers SIG

Association of Federal Computer Users

c/o Maureen Naley

Graduate School, USDA

600 Maryland Avenue, N.W.

Room 106

Washington, DC 20024

Baltimore/Washington Information Center Association

c/o Anna Doroshaw

6411 Ivy Lane, #612

Greenbelt, MD 20770

California ICMA (Information Center Management Association)

c/o Marilynn Stricklett

Pacific Mutual Life

P. 0. Box 9000

Newport Beach, CA 92658

Information Center Exchange of Chicago

c/o Mike Vuick

GTE Communications

400 N. Wolf Road

North Lake, IL 60164
New York MVMUA (Metropolitan VM Users Association)

c/o Simcha Druck

Teachers Insurance Annuity Association

730 Third Avenue

New York, NY 10017

Federal Agencies with established Information Centers

U. S. Dept. of Agriculture

Information Technology Center

600 Maryland Avenue

Washington, DC 20024

U. S. Dept. of Army

Microcomputer Technology Center

5611 Columbia Pike

Falls Church, VA 22041

U. S. General Services Administration

Microcomputer User Support Group (KGSE)

Room 1209

18th & F Streets, N. W.

Washington, DC 20405

U. S. Geological Survey

810 National Center

12201 Sunrise Valley Drive

Room BCID

Rest on, Va 22092

U. S. Dept of Health & Human Services

Federal Drug Administration

Microcomputer Center

5600 Fishers Lane

Rockville, MD 20857

U. S. House of Representatives

House Information Systems

Demo Center Annex 1, Room 117

Washington, DC 20515

U. S. Department of Interior

Information Technology Center

18th & C Streets, NW

Room 4028

Washington, DC 20240

A - 2
U. S. Department of Labor

Directorate of Technology

200 Constitution Avenue, NW

Washington, DC 20210

U. S. National Technical Information Service

Information Center

5285 Port Royal Road

Room 2018

Springfield, VA 22161

U. S. Department of Navy

Technical Support Department

Navy Microcomputer Research Group

NARDAC-Norfolk

Building V53

Naval Air Station

Norfolk, VA 23511

U. S. Securities S" Exchange Commission

User Support Information Center

450 5th Street, NW

Room 2034

Washington, DC 20549

U. S. Veterans Administration

Information Technology Center (32 A ODMgfT)

810 Vermont Avenue

Room 237

Washington, DC 20420

Local Microcomputer User Groups

Local microcomputer users groups offer an excellent source of

support on software and problem resolution. A complete listing

of such groups can be found on the Institute for Computer

Sciences and Technology electronic bulletin board:

Microcomputer Electronic Information Exchange

(301) 948-5717 or 948-5718

A - 3
NBS-n4A (REV. 2-8C1 U.S. DEPT. OF COMM.

BIBLIOGRAPHIC DATA

SHEET fSee instructions)

1. PUBLICATION OR

REPORT NO.

NBS/SP-500/128

2. Performing Organ. Report No, 3. Publication Date October 1985

4. TITLE AND SUBTITLE

Computer Science and Technology:

Starting and Operating a Microcomputer Support Center

5. AUTHOR(S)

Landberg, A. T. and Stanley Winkler

6. PERFORMING ORGANIZATION (If joint or other than NBS. see instructions)

NATIONAL BUREAU OF STANDARDS

DEPARTMENT OF COMMERCE

Gaithersburg, MP 20899

7. Contract/Grant No,

8. Type of Report & Period Covered

Final

9. SPONSORING ORGANIZATION NAME AND COMPLETE ADDRESS (Street. City, State, ZIP)

Same as item 6.

10. SUPPLEMENTARY NOTES

Library of Congress Catalog Card Number: 85-600595

Document describes a computer program; SF-185, FIPS Software Summary, is attached.

11. ABSTRACT (A 200-word or less factual summary of most si gnificant information. If document includes a significant

bi bliography or literature survey, mention it here)

This report identifies and discusses the management issues and resources needed to

establish a microcomputer support center. For managers contemplating the establ i shmen|t

of such a center, this report provides information on requirements for staffing,

space, equipment, software and operating policies. The information presented is

derived from reviews and operational experiences of existing installations in the

Federal Government and private sector.

12. KEY WORDS (S/x to twelve entries; alphabetical order; capitalize only proper names; and separate key words by semicolons)

end user computing; information center; microcomputer support

13. AVAILABILITY

Unlimited

I I For Official Distribution. Do Not Release to NTIS

Order From Superintendent of Documents, U.S. Government Printing Office, Washington, D.C.

20402.

Order From National Technical Information Service (NTIS), Springfield, VA. 22161

14. NO, OF

PRINTED PAGES

40

15. Price

USCOMM-DC 6043-P80

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