Information Technology And Quality Customer Service :: essays research papers

selective information Technology and quality customer service How is this achieved at the County of San Bernardino?In measure past quality service was not important to managers and staff that worked for the County of San Bernardino. yet due to the proliferation of corruption and mismanagement taxpayers are demanding more for their dollar. It is a cognise fact that when local government is run efficiently more stack brush off be put to work. The money saved from this can in turn be used to benefit the local cities. Civic improvements can be made instead of paying for people to sit at home. To create this quality service information technology needed to be implemented. This where the BAS or (Business Applications and Support) division enters the picture. The mission of BAS is to provide quality computer software package support through a customer service oriented methodology.A while back, before ITSD, there were ASU (Automated Systems Unit) analysts who lead and coordinated auto mation projects. They would cumulate up the requests from the different SSG divisions/departments, do a preliminary analytic thinking, write a work order stating the request and/or problem that was to be work out through automation. The work order would then find its way to ISD (Information function Department) where it would be assigned to a programmer analyst who would do an in-depth analysis with the help of the ASU analyst and define the requirements for the automation project. The programming would begin and soon, a new program was created and deployed. The requests and problems soon began to multiply and expand until it was like a virtual snowstorm of requests, too many for one small social unit to keep under control.Help arrived around 1990 in the form of the mechanization Project decision maker the first of the Automation Coordination Specialists gathered together to usurp some of the burden falling on ASU. The Automation Project Administrator soon gathered in a han dful of Automation Coordination Specialists who took on much of the job of the initial analysis of automation requests and problem definition. They met with the users, delimit the problem, wrote the initial work order, which then went to ASU to forward to ISD, and often worked with the ISD programmers. The two units, ASU and ACU, lay down themselves still unable to keep up with the many automation requests, oddly since ASU had years before branched out into computer hardware requisition form and maintenance. Then came Information Technology and Support Division (ITSD).