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HD VEST, Inc. IS Assessment Opportunities VIII - PAGE 8 Overall IS Organizational Assessment Successful systems require a partnership between IS, users and management, as well as a clear understanding of the roles and responsibilities of the groups. After a review of HD VESTs systems and IS organizational structure, Arthur Andersen has made the following observations: l Historically, there has not been a long-term IS strategy integrated with, and supportive of the business strategy. IS has developed into a department which tends to concentrate on the day-to-day support of existing applications, putting out fires and addressing new systems development by perceived priorities. l IS is directly involved in transaction processing to support the various business areas. For example, Advisory Services (specifically Vest Flex), Accounting (specifically the Commission system) heavily depend on IS in order to conduct and process business. These backoffice functions are not typically handled by IS. l There does not seem to be a strong business relationship between IS and system users. IS has historically been a reactive, internally focused department with limited user involvement and management of user expectations. l IS projects and associated costs are not allocated or charged-back to user departments, thus lessening the users stake in the evaluation, design and implementation of systems projects. l The priority-setting process has resulted in the greatest user needs not being met. l An overall lack of planning and integration among applications has led to islands of automation. l Several specialty applications, as well as most packaged software applications are not supported or maintained by IS, including the Advent portfolio management system, ABRA payroll system, Macola accounting system, Treasury QA database, Operations Analysis Alpha IV database and National Sales Portfolio Analyst application. Support for packaged software applications in most