Our way of working
Engineering in Information Systems is a topic that often leads to confusion and, therefore, to discussion. A lot of people argue that the term System is the same as Computing , or even that Software . In the same way, it confuses the tasks performed by a systems professional with those performed by a computer or computing professional. Now, if a systems professional does not perform computing or computer tasks, then what is our work?
If we refer to a formal definition we can say that:
Our work, as consultants in systems and information technology, is to organize business functions, involving different areas, in such a way as to satisfy the needs of the people in charge of making the managerial decisions of a company.
The Systemic Approach has its origin in the manifest inability of science to deal with problems complex. We say that it is a Paradigm ( a way of organizing ideas about a complex real phenomenon ). It allows address problems that occur in conditions of uncertainty. The systemic vision allows to work with those elements that they are related to the objective of the system in question, placing limits on reality.
A company is basically an idea, and it begins to exist in reality as the people involved invest. money to acquire raw materials, machinery, facilities, etc .; and begins to develop its activities. The fundamental need of a company is to subsist over time.
The expansion of a company is given by three variables:
- Market: it is an exogenous variable. It can not be manipulated directly.
- Administration: endogenous variable that studies, analyzes and decides based on the market. Represents the decision making of the company.
- Organization: endogenous variable oriented to the efficiency of operations. It represents the operation of the company.
Since the company has a real existence and during the first periods, the growth rate depends exclusively on the informal organization. With the passage of time, informal tasks are falling and the growth of the company is stabilized. It is at that moment, an operational ceiling is reached. We call operational ceiling a limit on the company's growth capacity, which occurs because the company has limited decision-making capacity; In other words, levels of informality are such that many operational activities require the intervention of superiors, distracting them from their administrative functions.
To overcome this operational ceiling it is necessary to apply formal organization. Once a formal organization project has begun, the company's growth rate decreases, because the project must be financed and employees must get used to the new organization. Once this project is finished, the company is faced with a new possibility of growth, which will be limited to an operational ceiling greater than the current one, given that this change frees the administrators of the operative and routine tasks, giving them more time to make decisions. about the future of the company.
So, our job is to perform tasks of organic adaptation on those business functions that are related to the need of the administrator. To do this, we study the organization of the company, applying a systemic approach, and defining a new work model (system) that improves the way to carry out the most selected tasks of the business functions in question. As a result, we can note that applying this type of project in a company:
- Add quality in the processes.
- Makes the tasks more independent of the people who perform them.
- They allow to accumulate experience.