[IffiRASffiS
HD2S
.M414
no. 1596-
M.I.T.
84
1984 V>
Upo^'Es"
APR 02 1990
A SURVEY OF CURRENT TRENDS
INTHEUSEOF
EXECUTIVE SUPPORT SYSTEMS
David W. De Long
John F. Rockart
90s:
85-004
A SURVEY OF CURRENT TRENDS
INTHEUSEOF
EXECUTIVE SUPPORT SYSTEMS
David W. De Long
John F. Rockart
90s:
85-004
November, 1984
CISRWP#121
Sloan
®
WP
#1596-84
Massachusetts Institute of Technology
Management in the 1990s
Sloan Scnool of Management
Massachusetts Institute of Technology
n.-:?:
"'"3
APR
o,::
1390
\
Management
in the 1990s is an industry and governmental agency supported
research program. Its aim is to develop a better understanding of the managerial
issues of the 1990s and how to deal most effectively with them, particularly as these
issues revolve around anticipated advances in Information Technology.
Assisting the
work of the Sloan School
working partners
in
scholars with financial support
and
as
research are:
American Express Travel Related Services Company
Arthur Young and Company
British Petroleum Company, p. I.e.
BellSouth Corporation
Equipment Corporation
Eastman Kodak Company
General Motors Corporation
International Computers, Ltd.
MCI Communications Corporation
United States Internal Revenue Service
Digital
The conclusions or opinions expressed in this paper are those of the author(s) and
do not necessarily reflect the opinion of Massachussetts Institute of Technology,
Management
in
the 1990s Research Program, or
its
sponsoring organizations.
-
-
1
Introduction
Since 1979 there has been
the
evolution
executive
of
but growing amount of research done on
small
a
support
systems
These
(ESS).
systems
have
been
defined as "terminal -based computer systems designed to aid senior executives
in the management of the firm"
Rockart/Treacy,
Levinson]
1981;
Virtually all
[Levinson].
has
been
ESS research [e.g.,
attempt
an
develop
to
an
understanding of what executive support systems are, how they are implemented,
The authors have drawn conclusions about ESS
and how they are actually used.
from
a
relatively
limited
companies
of
set
that
have
pioneered
in
the
development of systems to support top management.
Partly
because of
the
much argumentation exists as to
limited evidence,
Rockart and Treacy
the efficacy and future path of executive support systems.
observed
[Dearden,
in
1980
Naylor,
that
Kiechel,
senior executive
using
that
very
only
a
few
ESS
the
a
phenomenon
Mollis]
have
since
computer terminal
unusual
top
was
suggested
makes
managers will
that
little,
have
however,
Others,
growing.
if
them
the
any,
on
idea
of
sense
their
a
and
desks.
Despite these negative predictions, the management literature and the popular
business
press
continues
to
report
on
an
increasing
number
of
senior
executives who are making use of computer terminals [Perham, Whiteside, Nulty,
Steinhart,
Verespej,
Davis].
What has been missing up to
this
point
is
any
evidence concerning
the
actual
prevalence and
of
use
ESS
In
organizations.
How many top executives are using computers to help manage their businesses?
And, what is the impact of ESS?
What are they using the terminals for?
The
purpose
of
the
study
reported
here was
to
some
gain
insights
Into
these questions, by providing data from which to draw rough conclusions about
A second objective was to identify some of
the proliferation and use of ESS.
the
emerging
issues
and
concerns
that
could
be
focus
the
of
future
ESS
research.
This survey is just one part of
of executive
support systems.
a
multistage study into the current state
The objective of this
research is to
descriptive understanding of the systems now in existence
ESS are being used,
the systems.
their strengths and weaknesses,
In the end, we
and
—
gain
a
the ways in which
the users'
views
of
hope this analysis will produce conclusions about
senior management's use of computers which will
be of value both in designing
future ESS and in understanding the impact of the technology on the ways
in
which senior executives will manage their organizations in the future.
Methodology
The 50 corporations chosen for this
sample of the 1984 Fortune
500 list.
In
study
represent
a
10
percent random
each case, we contacted either the
computer
senior
executive
or
corporation,
the
in
person capable of providing the best overview of the
area
computer-based
of
\nterview,
telephone
they
would
sent
be
Interviews were conducted between July
responding and
The
1
that
copy
a
activity
outset
the
their
of
the
in
the
of
each
responses
were
final
report.
and September 15 1984, with 45 firms
choosing not to participate.
5
problems
with
telephone
interviews
shown here must be treated with care.
In
told
firm's
At
systems.
were
interviewees
the
that
and
confidential
support
executive
systems
information
the
addition, several
are
However,
known,
well
and
the
results
some interesting data emerged.
qualitative themes were noted time and time again, and we
believe they are worth reporting.
The
interviews
amount of ESS activity
subject
talk
to
from
ranged
about
in
the
interview took 20 minutes.
but not every
the
5
30 minutes
to
firm and
respondent's
applications
their
and
depending
on
the
the willingness
of
the
length,
in
impacts.
The
average
The questions used came from an interview outline,
question was covered
each
in
interview because of
interviewee
time constraints and reluctance to discuss particular items.
The qualifying question used at the
your
company
have
computer-based
interviewer read the following:
systems'
The
as the routine use
users
reporting
are
either
directly
to
the
him
outset of each interview was:
executive
support
"For this study, we define
(or
or
a
member
her).
of
Then,
the
'executive support
for any business function.
of a computer terminal
CEO
systems?"
"Does
the
Executive
implemented at the corporate and/or divisional level."
senior
support
management
systems
can
team
be
is that
One of the problems with any study of "executive support systems"
there
information
What one
computer."
ways,
our
systems
discount
would
another
really constitutes
great confusion about what
still
is
as
executive might
electronic
"just
define
as
mail"
such
a
system.
"executive
support",
"just
personal
or
a
Because this concept is evolving so fast and in so many different
objective
was
executives
had
first
corporation's
top
simply
to
terminals
on
whether
determine
their desks.
not
or
Then,
we
a
could
begin to determine the system's capabilities, degree of use and Impact on the
organization.
Findings
Three significant findings emerged from the interviews:
About two-thirds of the companies had some activity going on in the area
of computer-based executive support.
The type of use and expected organizational
impact varied widely.
three
as
companies
was
ESS
usage
described
"high."
Another
In
only
fourteen
reported "moderate" use.
Several
key
issues
appeared
repeatedly
throughout
the
interviews.
point the way to critical areas for further research in the ESS area.
Most
5
-
Widespread and Diverse Activity
In
30 corporations out of
executive,
at
either
the 45
corporate
the
responding in our survey,
or
As Exhibit
terminal on his or her desk.
divisional
I
level,
systems
—
terminals
or office-wide applications.
essentially
status access,
offer capabilities from
"Office
as
terminal
the
electronic
designed
where
number of
executives
systems
with
as
have
different
mail,
three
and
classifications
query
and
of
analysis.
capabilities:
Often,
specific
office
systems
combination of the three classifications.
generally
means
calendaring
and
terminal -based
word
access
to
The
processing.
functions
executive's
usually networked to others in the company,
although in four of
executives were using
stand-alone personal
twelve firms
computers
a
automation"
is
the corporation,
)
are
automation,
computer
a
(Note the total
— exceeds the number of corporations
— 30 — because some firms have multiple
There
such
in
39
capabilities.
had
shows, in most cases (29), computer
terminals are appearing on the desks of "a few users"
opposed to individual
at least one
(See
to
capabilities.
this category
in
Exhibit
make
the
II).
Office
executive more
automation
efficient,
applications
and
do
not
are
provide
generally
analytic
Although unreported in previous research (e.g., Rockart/Treacy,
1981), the use of terminals for communication purposes (e.g., electronic mail)
appears now to be
a
significant factor in the evolution of ESS.
- 6
access"
"Status
give
applications
manager
a
predetermined and preformatted set of reports through
used
generate
to
depending
the
on
status
reports
access
particular
system,
may
be
access
to
hourly
updated
quarterly
or
thing
a
The data
terminal.
a
significant
the
but
ability
the
these
about
reports is that their formats are static and the numbers of reports available
is
Unlike reports generated by query-based systems,
finite.
the data cannot
be manipulated or broken down further.
"Query
analysis"
and
ability
the
is
to
tools which access corporate or divisional
are
provided
capabilities
the
not be linked to corporate data bases.
in
this
packages.
The
the
by
ability
do
to
ad
querying
hoc
support
systems,"
problems
developing
in
mainframes,
still
include
this
for
is
and
relatively
difficulties
rare
for
as
nine of the fourteen systems
in
the
spreadsheet
using
extensive
discuss
production
effective
access
data
corporate
"executive
Reasons
executive level.
aggregating
in
software
the
at
such
and which may or may
microcomputers
stand-alone
are
computers,
fact,
In
spreadsheet packages
which is what many writers have in mind when they
bases,
cited
category
unstructured
Also included in this
data bases.
Lotus 1-2-3, which are available on personal
found
random and
One means of doing this is through analytical
"what if" and other analysis.
category
perform
bases,
data
to
data
on
ramifications of providing such access for top
the political
management.
companies
Of
the
30
desks,
the
most
common
where
user
executives
is,
as
have
expected,
computer
the
chief
terminals
financial
on
their
officer
7
(37%),
followed closely
group
the
by
chairman of the board (30%).
vice
presidents
and
(33%)
company or another,
one
In
-
CEO
the
or
terminals are found
on the desks of virtually all types of functional vice presidents at the
corporate
level.
management
team,
noting,
worth
It
is
at
either
the
however,
corporate
ESS
that
use
divisional
or
entire
an
by
level,
is
still
relatively rare.
Limited Use
The most obvious finding in terms of the "Degree of Use"
as illustrated in Exhibit III,
the
of computer terminals
use
number of the
only
six
systems get
systems
fell
is
that only in a very few cases
considered
"Moderate"
into the
of the
"Low"
(i.e.
"High"
(daily
several
times a week)
(infrequent or no use)
of 39)
(3
A
use).
systems,
is
significant
use.
category,
While
it
is
also likely that a majority of the "Don't know/Didn't comment" responses would
fall
into the
"Low"
not know or do
use category.
not feel
Our guess
is
I/S managers
that if key
informed enough to comment on use,
do
then the systems
probably are not very active.
As might be expected, there is a very strong correlation
identical
except for one company)
"Impact of Use"
(Exhibit IV)
(the figures are
between the interviewer's impression of the
and the
"Degree of Use"
(Exhibit
Exhibit IV shows that executive computer use is not yet having
direct
impact
on
the
way
most
organizations
are
managed.
III).
a
Data
in
significant
Instead,
there
- 8 -
variability in
appears to be tremendous
ranging
from
"no
discernible
impact"
to
and
with comments
Impact,
both
use
"the
system has changed the
way
he
does business."
Emerging Issues
Although a telephone survey is
issues
were
raised
a
consistently
so
limited research instrument,
by
those
issue
is
interviewed
that
a
series of
they
deserve
special mention and further attention.
Political
The
Implications
first
most
and
critical
implications
political
the
increasing access for senior managers to unfiltered operations data.
corporation,
the
divisions
taken 20 days
executives
two
to
days
get
now
after
the
on-line access
have
the
same
monthly
books
information.
to
operational
"Our ESS
reports
Previously,
close.
has
In
made
the
it
of
one
from
had
division
The feedback
people aware that they are under far more scrutiny than before.
comes much faster," said the corporation's I/S executive.
At this company,
on
seen data on the screen,
off
to
financial
VPs
at
several
occasions
the
run off a hard-copy,
division
level,
vice president
red-penciled it,
demanding
of
finance
has
and mailed it
explanations
for
certain
- 9 -
numbers.
VPs were taken aback at how fast the corporate level
The divivional
could
now react to
their
paper
asked
that
the
formats
the
ESS
in
be
—
numbers
Subsequently,
divisions.
the
installed
at
before
even
sometimes
their
level,
seen
divisions
the
could
they
so
were
they
In
have
anticipate
questions from corporate management.
This
situation
is
typical
the
of
kinds
problems
of
organizations are going to face as ESS technology spreads.
more
more
and
"Who controls the
The question is who gets what data and when,"
data is the key issue in ESS.
said one I/S manager in a natural resources corporation.
To
deal
with
this
issue,
the
manager of electronic office systems
telecommunications company said his firm had appointed
at the executive
level
to
address
manages access to corporate data.
organization
own
the
financial
a
data?
We
a
"data base manager"
questions of data ownership.
"We had to ask:
in
This
person
does the controller in the
decided
the
data
belongs
to
the
company, not the function," he said.
Data ownership and data
actual
to
data "reported"
access
in the corporation.
review data and launder it,"
manufacturing company.
issues can have significant impact on the
"Now
the
"The staff used to have more time
said the manager of
VP
sees
raw
data."
I/S planning for a
In
large
other organizations,
however, the "laundering" process has merely been speeded up because the data
still moves up through the management hierarchy.
10
-
Influencing Computer Use
top
having
Once
organizations.
of
them
their
on
executives
desks,
use
the
computers
of
of
or
terminals,
using
begin
benefit
chief
"The
significantly.
increases
to the proliferation of terminals at the
however,
There is another side,
by
subordinates
their
use
executives'
the
least
at
of
computers is that they make it easier for subordinates to buy systems because
now the boss understands the
corporation,
I
a
are
said one
I/S
executive.
another
In
senior executive forced his staff to get terminals saying,
message,
send an electronic mail
systems
benefits,"
regularly
used
being
expect
I
top
by
a
response."
management
to
In
"If
cases where the
performance
monitor
data, lower level managers are demanding access to the system so they can see
their superiors are getting.
the data
"If you're not
on
the
system,
you're
not in the ball game," commented one interviewee.
Data Management Difficulties
The politics of increased data access for top management are not, however,
the
managing
proving
with
barrier
only
to
production
to
be
the
aggregating
making
data
bases
biggest
in
a
physical
non-compatible
Aggregating,
available.
data
data
accessing
corporation with multiple
roadblock
bases
to
and
ESS
divisions
development.
inconsistent
data
and
is
Problems
elements,
n
frequent
with
combined
resistance
and
outright
refusal
make
to
data
this
available to top management, make data access a major issue that will
have to
be addressed if executive support systems are to be effective.
Implementation Problems
Another major barrier to the effective development of ESS is the lack of a
well -understood implementation process.
Unlike the processes for implementing
more traditional transaction processing or decision support systems, which are
well
executive
documented,
support
implementation
methodologies
not yet
are
well understood.
Four reasons for implementation problems were frequently mentioned. First,
ESS
is
scarce.
relatively
a
Second,
new
concept,
and
literature
subject
is
still
each system must be designed to meet different needs,
fit a
on
the
unique culture, and draw from differently structured data bases.
Third,
system
requires
is
shaped
significant
time
actually
learning
upon
I/S
old
implementing
by
the
management
investment
to
use
the
from
that
us
user
of
user
the
during
Finally,
system.
the
there
is
and
design
a
stage
tendency
and
to
a
in
draw
development processes, which are actually counterproductive for
ESS.
Evidence
of
the
implementation
comments made during the interviews:
tell
style
each
what they
really
need."
"The
problems
can
"We hope management will
CFO
likes
the
system we
says he wants 'more'. But he hasn't told us what 'more' means."
be
found
in
come back and
gave
him
and
12 -
-
"It's not resistance.
It's just that executives don't know yet how to use
use
but
it,
wildfire."
get
people
once
developed a
"We
Right now they are reluctant to
get out of it.
the system and what they can
used
system,
system,
the
to
but
the
will
it
executives
like
spread
don't use
it
imjch."
Why? "There are some cultural problems."
All
exists
systems.
develop
around
I/S
implementation
the
people,
information
management has
evidence of the confusion or ignorance that
statements are
of these
not
for
the
systems
most part,
from
thoroughly
process
have
senior
a
needed
previously been
management
what
considered
not
support
executive
for
asked
And
top
provide
the
perspective.
information
will
to
most leverage for managing and thinking about the business.
One
implementation
(Rockart/Treacy,
Levinson)
numbers are small
by
the
Only
executives
one-third of
hypothesis
presented
previous
in
received some backing in the
survey.
studies
Although the
and the data subjective, 87 percent of the systems initiated
themselves
the
receive
systems
"sold"
"moderate"
to
top
to
"high"
management
by
use
I/S
(Exhibit
V).
were
the
in
"moderate" category. None received a "high" degree of use.
Hardware and Software Capabilities
Another barrier to ESS is
needed to handle the special
the
lack
of
hardware and
requirements of an ESS.
software capabilities
Vendors will
often claim
13 -
-
their
that
software
meet
can
the
specs
designed
systems
of
management, but user experience suggests otherwise.
to
support
top
System components for an
hard to find and respondents' comments illustrate the
acceptable ESS are still
problem:
don't have
"We
hand
and
a
delivery
executive
the
the
synthesize and summarize
system that can
information
he
Finding
needs.
software
data
packages
that can integrate data from many data bases is the biggest barrier to ESS."
"Our
first
project
to
is
find
a
software
package
company to get at financial data very flexibly on
"We
won't have an
ESS
Once that software
data.
until
is
we
find
a
a PC
link
to
found and implemented,
that
allow
will
the
or terminal."
our mainframe
financial
our executives will
begin
to use the system for decision support."
Never before
has
the
transparent and so fast.
does exist,
for
a
is
customized
executives.
of
it
As
a
very
issue -- Metaphor,
While much of
the
result,
that
the
can
suit
the
EIS,
be
so
integrated,
so
hardware and software
implement the component pieces
whims
needs
and
of
individual
technology utilized frequently falls far short
The flurry of companies,
Boeing
to
necessary
difficult to find and
system
user expectations.
technology been called on
Pilot Software,
however,
etc.
—
now addressing
this
suggests the presence
of a significant marketplace and a possible solution for this problem.
- 14 -
Management Style
ultimately
separates
applications
and
of
use
from
ESS
the
an
executive
support
which
system.
dictates
It
the
the
is
use
development
management
non-use
and
that
computer
management-oriented
other
all
factor
the
notwithstanding,
"management style" plays 1n the design,
role
is
executives,
individual
problems
technical
and
access
Data
style
of
computer
of
Executives whose personal
terminals and the need for specific applications.
style calls for lots of face-to-face communication, while leaving analysis to
continue to resist ESS.
their staffs, will
who fear being embarrassed by the computer.
several
those who do not type and
So will
executives here who would love to
Said one I/S manager,
have an ESS,
"There are
but they won't move
because of their sensitive egos and fear of criticism."
A respondent at one
little
interest
ESS.
in
high
They
tech corporation
see
no
need
to
"Our top management
said,
become
terminal
operators.
has
At
best they will become casual users."
executive responses to
At another firm,
secretary,"
to
capabilities, but
It
is
only want
"I
I
to
have
to
a
push
new ESS ranged from:
one
button,"
to
"I
"Train my
want
the
don't have time to learn the system."
clear that
a
for many
rational
they be pushed,
said the
large number of senior executives,
reasons, are not turning to terminal
usage.
Nor will
-
I/S
manager
at
products
forest
a
15
company.
"If
think you
you
can
sell
an
executive by jamming the system down his throat, you are very wrong."
User Support
User support is clearly
factor
critical
a
success
the
of
for dealing with management resistance
the technology because it is essential
Asked about the type of support currently provided for executives, 15
to ESS.
of 19
determining
in
respondents
listed
support provided.
"one-on-one"
or
"coaching"
Sometimes this lesson is only
An I/S manager commented,
as
the
primary
type
of
learned through experience.
"We've relied on one executive vice president to use
the computer, giving him very easy software packages. But he has just not used
The support will
the spreadsheets on his own, as we thought he would.
have to
be much more intense."
Security
executive
Once
security.
files
users.
Security
(e.g.,
Some
support
is
strategic
firms
have
a
systems
very
plans,
dealt
big
are
issue
in
because
executive
with
the
place,
of
bonuses)
problem
a
problem
new
the
sensitivity
created
head
and
One
on.
example, has three to five levels of passwords for ESS users.
feeling vaguely uneasy about' the security issue,
about
it.
"Because
we
have
a
centralized
DP
arises
of
accessed
company,
—
the
by
for
Other firms are
but are not sure what to do
operation,
there
are
lots
of
- 16
localized
about
concerns
said
security,"
manufacturer.
the
PC
applications
director
and
resulting
for
computing
corporate
of
the
a
of
questions
major
engine
"There's lots of talk and worry, but no action as yet."
The Future
plans
Future
for
executive
support
systems
corporations
the
in
studied
range from none to extensive. According to our interviews, 23 of the 30 firms
that currently have some executive support systems in place intend to provide
additional ESS capabilities.
In addition,
3 of the 15 firms that are
currently
without any ESS have plans to initiate executive systems (see Exhibit VI).
.
Of the 30 firms that currently have some ESS activity, 18 continue to move
ahead slowly in this area, while
development.
no
plans
companies
to
5
The future plans for
expand
where
their
ESS
current
development
corporations are "charging ahead" with ESS
3
remain
ESS
is
"in
efforts.
surprisingly,
Not
"charging
and 2 companies have
limbo,"
ahead,"
the
in
the
5
received
systems
early and strong top management involvement and direction.
It appears that, with more than half of the respondents planning some type
of
additional
ESS
activity
in
the
future,
the
use
of
computers
executives will continue to increase in the next few years.
generations of computer applications,
uniform.
however,
the
by
As with earlier
spread of ESS will
Our understanding of these systems is primitive.
senior
not be
Much more needs to
- 17
be learned about issues such as the effects of senior management style on ESS,
the
managerial
comprises
an
significantly
tasks
that
effective
—
are
most
implementation
appropriate
for
methodology,
these
systems,
what
—
perhaps
most
and
the impact of these systems on the organization.
-
18 -
REFERENCES
David "SMR Forum:
Spring 1984.
Davis,
Review
,
Computers and Top Management,"
the Computer
Dearden, John "SMR Forum: Will
1983.
Fall
Management?" Sloan Management Review ,
Mollis, Robert "Real Executives
Systems , July 1984, vol.3 no. 7.
Don't Use
Change
Computers,"
Sloan Management
the
of
Job
Business
Top
Computer
Kiechel, Walter "Why Executives Don't Compute," Fortune , November 14, 1983.
Levinson, Eliot "The Implementation of Executive Support Systems," CISR
Working Paper #119, Center for Information Systems Research, Sloan School of
Management, MIT, Cambridge, MA, October 1984.
Naylor, Thomas
M.I.S.?" Interfaces
"Decision Support Systems
August 1982, vol.12 no. 4.
H.
,
Nulty, Peter "How
September 3, 1984.
Personal
Computers
Change
or
Whatever
Managers'
Happened
Lives,"
to
Fortune,
Perham, John "The Computer and the Top Honcho," Dun's Business Month , May,
1983, vol.121 no. 5.
Rockart, John F. and Treacy, Michael E. "Executive Information Support
Systems," CISR Working Paper #65, Center for Information Systems Research,
Sloan School of Management, MIT, Cambridge, MA, November 1980.
Rockart, John F. and Treacy, Michael E. "The CEO Goes On-Line," CISR
Working Paper #67, Center for Information Systems Research, Sloan School of
Management, MIT, Cambridge, MA, April 1981.
Rockart, John F. and Treacy, Michael
Business Review January-February 1982.
E.
"The
CEO Goes
On-Line,"
Harvard
,
Steinhart, Jim "The Computer and the Boss," Executive , April
1984,
vol.26
no. 4.
Whiteside, David "Computers Invade the Executive Suite,"
Management (European edition), August, 1983, vol.38 no. 8.
International
EXHIBIT
I
CAPABILITIESyOJSERS
RANGES OF USE
ENnf€
.
CORPORATE/
A
DIVISIONS.
FS^
USERS
OFICE
AN
irCIVIDUAL
TOTALS
OFICE
AlTOV\TION
10
STATUS
ACCESS
12
13
i
^
^
QUERY4
/JNALYSIS
10
lU
TOTALS
29
39
EXHIBIT
II
CAPABIUTIES/ARCHITECriJRE
ARCHIT^CTlJg
^erWRJ^D*
OFICE
AOronATION
STATUS
ACCESS
OfPY*
ANALYSIS
TOTALS
8
STAfC
ALONE
EXHIBIT III
DEGREOFUSE
DEGREE USED
HIGH
OFICE
AUTDMATION
"3
STATUS
ACCESS
QUERY &
ANALYSIS
TOTALS
MDERATE
LDW
DON'T WOW/
DIDN'T CCmENT
t
*
EXHIBIT IV
\rPNJ OF USE ON TIE ORGANIZATION
IMPACT
DON;! kjow
OFICE
AuramTioN
^
CO
EXHIBIT V
SYSTEM INITIATOR/DEGREE OF USE
INITIATOR
I/S
GENERATED
HIGH
oo
MODERATE
CO
LOW
TOTALS
MGT-I/S
COMBO
MGT
GENERATED
EXHIBIT VI
FUTURE ESS PLANS
PLANS
CHARGING MOVING AHEAD
AHEAD~
SLOWLY
IN LIMBO
OFFICE
AUTOMATION
^
STATUS
ACCESS
ca
Q.
QUERY &
ANALYSIS
CO
>CO
NO ESS
TOTALS
NO PLANS
INSUFFICIENT
DATA
MIT
LIBRARIES
I'lllli
Ml
3
III
TOAD 00583017
b
Date Due
/
li
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^Oi^§
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