We believe that the client can solve the lack or inadequacy of program documentation by minimizing departmental programmer turnover, filling vacant positions, providing adequate training for programmers, and utilizing the network support personnel of the client’s division to relieve the burden of many of the microcomputer and network questions that currently distract them. There is just not enough time or well trained programmers to get the documentation completed and maintained on a current basis. The documentation issue appears to be related to turnover, staffing, and training. Programmer documentation of the client’s financial system appears to be minimal. The turnover issue appears to be related to salary levels, difficulty in attracting and retaining programmers, the long hours necessary to meet all system requirements, and the need for ongoing technical training that is not occurring. The client’s programmer turnover has been categorized as approximately 50% - a significant turnover rate. It appears to be continuing this year, and we expect it will continue in the future. The client was already starting to experience programmer turnover when the area was first reviewed the previous year. The systems are well documented, and there is enough redundancy and cross-training/education of staff that the department can effectively handle the contingencies related to occasional turnover, vacation, sick leave, and disaster recovery. In a large, stable IS department, each of these jobs is assigned to different departments or operational areas. If these people also have additional responsibilities such as network, database, and microcomputer support, the situation gets even worse. Problems are further worsened if the system is constantly being changed or new subsystems are being added, and the system maintenance people must perform those tasks also.
This usually means that none of the new people may ever understand the complete system, and the problem is compounded if they keep leaving. It is even worse if they are not familiar with the client’s network, database and programming language. The client’s problem revolves around the fact that a major application could be maintained by someone who was part of the original development team, but it usually requires several people to perform the same maintenance if they are not familiar with the application. We believe that programmer turnover is a significant issue that will make support for the client’s financial system more difficult in the future. Summary and Management Response sections are included at the bottom of this page. Suggested Controls for a Financial System Network.Divisional and Departmental Future Plans.Observations from this review fall into three categories: Many of these users would like to do more, but they all seem to feel that the system has improved their ability to do their work.
Based on an informal survey, It appears that users are satisfied with the financial system.
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We also had some suggestions that we felt would help the client manage what was essentially a smaller version of a normal IS department - with all of the inherent problems associated with computer operations, ongoing system development and maintenance, and the continuing need to upgrade operating system and programming language software.
At the end of the review, we complimented the client on the controls that had been implemented. Novell Netware's Financial System Review Novell Netware's Financial System ReviewĪ critical financial system running on a Novell Network was recently reviewed.