IBM 1130 User Manual page 3

READER'S GUIDE
INTRODUCTION
This section is intended as a guide to help you get
the most out of this manual. Because of the magni-
tude of the manual and the differing needs of various
readers, such a guide, or "road map", is particu-
larly important.
For purposes of the guide, readers will be
divided into three groups:
1. Top management, who want an overview of
the system.
2. Data processing management, who have
direct responsibility for the installation and man-
agement of the 1130 System.
:3.
Programmers and systems analysts, who will
actually set up the system, determine the methods
to be used , and/or code the programs.
Groups 2 and 3 are subdivided into those con-
cerned with "pure" scientific applications, and
those working in a commercial or mixed scientific-
commercial atmosphere.
Figure 01.1 shows a general outline of the man-
ual and suggests which sections should be read by
each group. However, the top manager who wants
a more detailed view of the 1130 will find much of
the data processing management material to be
relevant; the data processing manager may want to
read more than Figure 01. 1 indicates; etc.
The effectiveness of this Guide depends entirely
on the responsible manager in your installation.
The Guide contains possible paths to a successful
installation. Since the installation of data process-
ing equipment is a disciplined venture that involves
decisions concerning the selection of the best paths,
your management's responsibility is clearly delin-
eated. This responsibility began with the creation
of realistic objectives. Control is exercised through
timely reviews in which progress is related to
checkpoints and corrective action is undertaken.
A WORD TO TOP MANAGEMENT
Within the last several years, your company may
have increased its plant capacity to meet growing
needs. Before this new resource became fully
operational, though, many things had to be done.
Management was chosen, an organization chart
drawn up, a plan for startup formulated,a date
picked for the start of production, etc.
Just recently you may have added a new product
or scrvice. The introduction of this product or
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service involved many considerations. Its need was
studied, its function determined, an announcement
date selected, etc.
In both cases, management:
• Defined its objectives
• Made a plan
• Established checkpoints
• Assigned responsibilities
Timely reviews determined whether your plans
were being followed, your objectives met, etc. On
the basis of these reviews, modifications and adjust-
ments were made to ensure that the operation was a
success.
Now you are adding another resource to your
organization - an IBM 1130 Computing System. As
before, there are many things that you, as manage-
ment, must do if your 1130 installation is to meet
its planned objectives.
Should the installation of a new data processing
system be any less subject to management control
than a new plant, or a new product? The answer is
no. Data processing capability is a resource, just
like the new plant or new product. In fact, a data
processing system is a unique type of resource; it is
one that extends management's ability to control
other resources. '
Your 1130 system may be used to maintain a per-
sonnel skills inventory or to schedule plant opera-
tions. It may be assigned to keep a close watch on
cash flow or to determine reorder points for your
inventory. In each case, data processing is a re-
source being used to control other resources.
In this light, the IBM 1130 Computing System that
you are about to install should take on an added impor-
tance. Objectives, checkpoints, and the mechanics
for review should be established for this resource,
just as for any other resource available to you.
The 1130 Computing System, through its stored-
program power and random access disk capability,
embodies a new technology. The maximum value
will be derived from this technology only if the sys-
tem is oriented toward your objectives and its in-
stallation is closely monitored to see that those
objectives are achieved. It is through this type of
involvement that the philosophies and policies of a
manager can be manifested.
The 1130 User's Guide has been designed with
these thoughts in mind. First, it deals with all the
considerations that lead to a successful installation.
Second, it is so organized as to lend itself to the
control and review process. The cornerstone of