Business Forms Management on Corporate Intranets
-
date post
21-Oct-2014 -
Category
Technology
-
view
1.509 -
download
0
description
Transcript of Business Forms Management on Corporate Intranets
Business Forms Management on Corporate Intranets
Craig D. Burma
In Partial Fulfillment
of the Requirements for the Degree of
Masters of Science
Telecommunications
Masters of Arts
Management
Saint Mary’s University of Minnesota
Minneapolis, Minnesota
first draft 9/18/96
1st revision 1/5/97
2nd revision 3/27/97 (Chapter 2 added)
3rd revision 2/5/98 (Chapter 3 added, Chapter 2 changes)
4th Revision 5/9/98 (Chapter 4 & 5 added)
5th Revision 1/11/99 (All Chapters Completed)
6th Revision 6/12/99 (Final Changes Made)
document.doc 2
document.doc 3
document.doc
Table of Contents
Title Page 1
Colloquium Approval Form 2
Thesis Approval Form 3
Dedication 6
Abstract 7
Chapter 1 Introduction 8
Problem Statement 12
Thesis Objectives and Outcomes 12
Significance of Thesis 12
Assumptions 13
Limitations and Scope 13
Overview of Remaining Chapters 14
Definition of Terms 16
Chapter 2 Literature Review 18
History of the Internet 18
Movement Toward Intranets 24
History of Business Forms Management 31
Business Forms Management Functions 35
Convergence of Business Forms and Intranets 41
Technology Trends Affecting Convergence 45
Management Trends Affecting Convergence 54
Literature Review Summary 61
4
document.doc
Chapter 3 Methodology 62
Methodology Issues 63
Method1: Literature Review 63
Method2: Preliminary Interviews 64
Method3: Primer Publication 66
Chapter 4 Results 68
General Demographics 68
Experiences with Intranet Forms Integration 69
Success Factors Identified 71
Intranet Business Trends Identified 72
Educational Issues Identified 75
Chapter 5 Conclusions 79
References 82
Bibliography 88
Appendix 94
5
document.doc
Dedication
Foremost, I wish to thank God and Jesus Christ through whom all things are possible for
allowing me the great opportunity to achieve this goal. I dedicate this thesis to my three sons;
Jason, Brian and Scott. In their eyes I find the constant motivation to achieve great things on
their behalf. I also dedicate this thesis to my wife Brandi who demonstrates the steadfast
determination I wish I possessed. This is truly our accomplishment.
I wish to acknowledge my parents, Orvin and Nancy Burma, for their contribution in making
a college degree a prerequisite not an option. I thank my extended family in South Dakota
including my grandfather, Walter Dale Miller, for teaching me the value of hard work.
Finally, I wish to thank my brother, Lance Burma, for being an example for my academic
pursuits. Lance, when I get my degree, I’m hanging it on the refrigerator!
6
document.doc
Abstract
This research was founded on the premise there is a fundamental need for business forms
and information technology professional to work together to achieve corporate
communication and information processing goals. This thesis examines the origins of
business forms and information technology development and outlines the interdependence of
each discipline in the context of Intranet forms development. The primary research gathers
information for the formation of a primer to educate business forms professionals on key
technical aspects of Intranets and a separate primer to educate technology professionals on
the discipline of business forms management. It is hoped that through the use of these tools
business forms and technology professionals may reduce conflict and facilitate more
productive work to their mutual benefit and to that of their organizations.
7
document.doc
Chapter 1
Introduction
Information technology is advancing the integration of business functions at all levels
within and among organizations. Gleckman (1993) partially attributed recent advances in
productivity of the American workforce to a generation of advancement in information
technology. Historically, corporations require a generation or more to master new paradigms
in technology (Gleckman). For instance, Gleckman stated, U.S. manufacturers began using
electric motors in the 1890s, but productivity did not reflect rapid improvements until the
technology finally dominated factories nearly 30 years later. Now, 40 years after IBM sold
its first commercial mainframe, computer technology is penetrating nearly every part of the
U.S. economy (Gleckman).
This historical pattern of invention, adoption, and implementation is repeating in the
biggest paradigm shift in the use of information technology since the invention of the
personal computer: the Intranet (Erlanger, 1996). The foundation of an Intranet is built on
two key technologies derived from the creation of the Internet: Transmission Control
Protocol/Internet Protocol (TCP/IP) and HyperText Transfer Protocol (HTTP) (Currid,
1996). Gralla (1996) explained how TCP/IP was originally developed in the 1970s for use
with the Advanced Research Projects Administration Network (ARPAnet), a U.S. Defense
Department computer network designed to withstand partial outages in the event of a nuclear
war.
Kobielus (1997) explained the next major improvement that occurred in the use of
the Internet. Although the TCP/IP protocol provided the necessary flexibility to connect
many disparate computer systems, a complicated, text based user interface restricted the
8
document.doc
adoption of this new computer network. In the early 1990s, however, a new applications
layer interface appeared on the Internet called Hypertext. Kobielus described the creation of
Hypertext Transport Protocol (HTTP), developed by CERN The European Particle Physics
Laboratory, enabling text which could be linked to other lines of text through the use of
Hypertext Markup Language (HTML). Kobielus stated that this format, along with various
additions and extensions, has become the standard for communications on the World Wide
Web (WWW) (Kobielus, 1997).
As the Internet has grown in numbers of users and servers storing accessible HTML
files called home pages, information technology professionals have begun to discover the
value of this computer technology in providing information within their organizations,
according to Bradner (1995). Bradner, a research consultant with Harvard University’s
Office of Information Technology, first articulated the concept of an Intranet in the media.
Although no one has ever taken direct credit for the actual term Intranet, Bradner provided a
vivid description of “web-based systems used to access personnel records, configure routers,
update time cards, and look up phone numbers” (p. 25). Bradner concluded by stating his
belief that “web technology can be used productively within an organization for a wide range
of applications” (p. 25).
In less than two years, Intranets have evolved from an interesting idea to a multi-
billion dollar industry shaping the fundamental structure of corporate computing into the
next century (Heskett, 1996). Utilizing the open standards of HTTP and TCP/IP developed
for the Internet, Intranet development is projected to dominate the information technology
market at five times the rate of Internet investment, according to a study by Zona research
(Welch, 1996). Several companies have already achieved significant, quantifiable cost
9
document.doc
savings resulting from the adoption of Intranet technology. One example of this success is
Silicon Graphics, Inc. (SGI), in Mountain View California. According to a study
commissioned by Silicon Graphics and conducted by Claremont Technology Group, SGI’s
Intranet initiative saves the human resources division $16,500 per month on training and
$73,000 per year in employee benefit administration (Welch, 1996). This is only one
example from hundreds of cases of companies streamlining operations with Intranet
technology.
With the growth of Intranets, a definition of the word “Intranet” has been discussed
in many research studies and industry articles. Two basic definitions, however, seem to have
become common in the industry. The simple definition of an Intranet is: a local or wide area
TCP/IP private network supporting HTTP server based applications and information (Caron,
1996). A more descriptive definition by Claremont Research (1996) is stated as follows:
An Intranet is the integration of an organization’s information assets and
communications facilities into a single, widely accessible networked
environment using Internet-based technologies, such as e-mail, news groups,
file transfer protocol (FTP), and World Wide Web technologies. Web-based
technologies provide a common user interface across disparate platforms,
enabling the development of cross-platform applications, the integration of
existing legacy applications and databases, enhanced communications and
information sharing among the Intranet users. (p.1)
Both of these definitions emphasize the importance of the access to and integration of
information systems on the Intranet.
10
document.doc
In contrast to the chaotic evolution of new Intranet technologies, business forms
management is a science which has a long and regimented history. Forms management is
defined as the systematic process of increasing productivity and minimizing errors in
information capture, transmission, and recovery through the use of workflow analysis and
graphic design techniques; reducing the cost to procure, store, distribute, and manage forms
through standardization: and ensuring the business and legal adequacy, of all historical
business records (Welch, 1996).
Forms management as a discipline was first formulated shortly after World War II.
Since that time, the elements of forms and their effects on productivity in the workplace have
been extensively documented. Professionals and researchers in business forms management
identify critical patterns in the analysis, design, and editing of business forms. This research
enables corporations to use intelligent forms tailored to the thought processes unique to
human development. Business forms managers, however, report difficulty gaining the
respect of other managers for their function as a positive contributor to business operations
(Jacobs, 1991). Their ability to improve the communications process of individuals in and
among companies has been hindered by a lack of interest on the part of managers to analyze
the effectiveness of business forms. Some information technology managers have apparently
ignored the need to utilize business forms management practices in the development of forms
content for their company Intranets. This lack of consultation with business forms managers
has created numerous problems for Intranet managers caused by poor design of Intranet
forms. As corporate managers realize the benefits of Intranet based information, many also
have discovered the need for a comprehensive strategy for managing many business forms,
both electronic and paper.
11
document.doc
Problem Statement
For Intranets to succeed as an effective method for business communication and
collaboration, information technology managers need an understanding of the discipline of
business forms management. Likewise, for forms management professionals to maintain and
expand their input into the workflow process design of corporations, it is important for them
to understand the synergistic nature of corporate Intranets. Therefore, there is a need for
business forms and technology professionals to establish a mutually agreeable framework for
business forms management on corporate Intranets.
Thesis Objectives and Outcomes
The first objective of this thesis is to describe the current trends in Intranet
technology and business forms development through a literature review. This review
provides a base of knowledge from which readers can understand the research. The second
objective is presented in two pieces. The first piece is to provide a short primer introducing
the discipline of modern business forms management to information technology managers.
The second piece will be the creation of a primer introducing business forms professionals to
the technology factors affecting the implementation of business forms management on
Intranets.
Significance of the Thesis
One of the unique benefits of Intranet technology is the low cost of implementation
(Callahan, 1996). Technology managers often cite this benefit as their main motivation for
implementation. Unfortunately, this low-cost barrier to entry is also the main reason
technology managers do not develop the comprehensive implementation strategies normally
associated with more expensive client/server installations (Gralla, 1996). This same low-cost
12
document.doc
mentality is associated with a decline in traditional business forms analysis and design for
forms distributed on corporate Intranets (Baker, 1996). This thesis focuses on combining the
disciplined structure of business forms management to the synergy of Intranet technology.
Assumptions
Readers of this thesis are assumed to have a basic understanding of information
technology infrastructure including personal computer networking concepts, Internet
technology, and server implementations in a Local Area Network (LAN) environment. It is
assumed readers understand the basic concepts of business forms and the use of forms in
corporate workflow. Readers may be business managers, currently using paper forms,
interested in understanding the benefits of Intranet technology in their workflow.
Conversely, readers may be technology managers interested in learning the discipline of
business forms management in business communications. Although readers are not expected
to have primary knowledge of the process of business forms analysis and design or computer
network configuration, they are assumed to understand the process of these systems in
organizational development.
Limitations and Scope
The scope of this thesis is limited to the business benefits of Intranet deployment in
corporations having 30 or more computer workstations at locations in the United States. This
research is limited to the analysis of concepts and decisions made in the formation of policies
for business forms management on corporate Intranets. Business forms are considered to
include all generic documents completed by employees, customers or suppliers of a
corporation to communicate common information in the normal course of business
13
document.doc
operations. These forms may be contained on paper, in digital files created in computer
based information systems, as well those forms digitized from paper.
Overview of the Remaining Chapters
The research includes a review of related magazine and journal articles and books on
the subject of business forms management and Intranets in general. The few articles written
on the specific subject of business forms management on Intranets were also reviewed. This
information is provided in Chapter Two as an overview of current developments in business
forms management and Intranet technologies. This review includes emphasis on a few
dominant business and technology trends necessary to understand the implications of the
convergence of Intranet technology and business forms management.
Chapter Three describes the methodology used for this research. The research was
conducted in two phases. The first phase involved information gathering through interviews
with professionals in both business forms management and information technology
development. These professionals were identified by their active involvement in business
forms management or Intranet technology development. Interviews were used to identify the
necessary components to be included in two primers, one for each group, to educate these
professionals on the issues surrounding the formation and implementation of business forms
on corporate Intranets.
During the second phase, two individuals participated in reviewing the draft
guidebook. After a 15 day review period, these professionals were again interviewed, to gain
their input on revisions to the primers to more accurately represent their respective concerns.
In Chapter Four, the results of the interviews are compared and contrasted with the
initial recommendations of the professionals and information from the literature review.
14
document.doc
From this data, a primer for the formation and implementation of an Intranet based business
forms management policies was revised. It is presented in the appendix as the final outcome
of the research.
In Chapter Five, the results of this research is interpreted and synthesized. The
writer’s opinions are expressed and conclusions are stated in the course of discussing
recommendations for the reader and for further research. The final section of the chapter
examines the initial objectives and outcomes of this research and the relevance of the
research in future business development.
15
document.doc
Definitions of Terms
The applications layer is the top layer of the Open Systems Interconnection model. It
provides the interface to end user processes and standard services to applications.
Business forms management is the process of controlling the creation, distribution
and revision of standard documents used by companies to communicate common
information.
Client/Server is a strategy in information technology involving the use of applications
installed on a server and accessed by personal computers through a local area network
utilizing client software.
A Common Gateway Interface (CGI) is a linking mechanism for connecting database
information to Web pages on an Internet or Intranet server.
Content is the raw information, applications, and forms which are formatted and
placed on corporate Intranets.
Dynamic Host Control Protocol (DHCP) is a unique network addressing scheme
which dynamically assigns addresses to workstations requesting access to services.
Document management is the process of capturing, editing, indexing, and retrieving
business information in various forms including paper, digital, audio, video, and
photographic.
A firewall is a barrier set up to contain designated local area network traffic within a
specified area and to deny access to unauthorized users.
HyperText Markup Language (HTML) is software that allows users to explore and
create their own paths through written, visual, and audio information. Capabilities include
being able to jump from topic to topic at any time and follow cross references easily.
16
document.doc
HyperText Transfer Protocol (HTTP) is the standard session protocol used in Web
communications to transfer HTML based information.
The Internet is a public computer network which joins many government, university,
and private computers together communicating by a common protocol (TCP/IP) over a
variety of telecommunications services.
Interoperatability is the ability to operate software and exchange information in a
heterogeneous network.
An Intranet is a local or wide area TCP/IP network supporting HTTP server based
applications, information, and communications.
A Local Area Network (LAN) is a short distance data communications network used
to link computers and peripheral devices under some sort of standard control protocol.
Open Database Connectivity (ODBC) is Microsoft’s strategic interface for accessing
data in a heterogeneous environment of relational and non-relational database management
systems.
Open Systems Interconnection (OSI) is the only internationally accepted framework
of standards for communication among different systems made by different vendors.
A server is a shared computer on the local area network that can be used for a variety
of centralized services such as file storage and retrieval.
The World Wide Web (WWW) is a network of computers utilizing hypertext pages,
enabling users to browse information graphically when using the Internet and Intranets.
A web browser is a generic term describing the user interface software used by
personal computer users to view pages of hypertext markup language.
17
document.doc
Chapter 2
Literature Review
In order to understand the environment surrounding the integration of business forms
on Intranets, the reader needs to have a basic understanding of the enabling technologies and
trends affecting each area of expertise. The literature review begins with a discussion of the
technologies of the Internet and the factors which led to the rapid acceptance of these
technologies by corporations. This section explains how this acceptance created an overload
of the Internet. This section contrasts Intranets and the Internet concluding with an
exploration of Intranet growth trends in statistics and technologies.
The literature review also presents a thorough description of the history of business
forms management. The chapter points out the importance of business forms management in
statistics and trends. The methods of business forms management are also explained as they
relate to traditional, desktop and electronic forms. The final section of this literature review
explores the effects of convergence on these two information processing systems. The
obstacles to the acceptance of business forms are described along with the effects Intranet
technologies have on those obstacles. Current technological and management trends are
defined as to their impact on this convergence.
History of the Internet
Any discussion of Intranet development must begin with a brief history of enabling
technologies leading to the growth of the Internet. Although the Internet supports hundreds
of standards and protocols, there are four basic technological advances, which define the
modern Internet: Transmission Control Protocol/Internet Protocol (TCP/IP), HyperText
Markup Language (HTML), HyperText Transfer Protocol (HTTP), and browser clients.
18
document.doc
TCP/IP. In the late 1960s, Garner (1997) stated, the U.S. Department of Defense
feared the effects of a nuclear strike on the nation’s communications systems. To safeguard
against a complete collapse of military communications, Feit (1993) explained, the
Advanced Research Projects Administration (ARPA) began a relationship with universities
and other research facilities in the United States to investigate new data communications
technologies. Together the participants invented ARPANET, the first packet switching
network in 1968. Garner (1997) described a packet switching network as a system using a
myriad of routes for getting messages through, so that if a particular center is offline, many
alternate routes can be used to deliver the information. An experimental four-node version of
ARPANET went into operation in 1969 (p. 20). Gralla (1996) stated Vinton G. Cerf and
Robert Kahn proposed the design for a new more reliable set of protocols in an academic
publication. These new protocols were named Transmission Control Protocol/Internet
Protocol (TCP/IP). These two protocols were at the center of all future developments of the
Internet and Intranets.
The TCP/IP protocols were designed to be independent of host hardware or operating
system (Feit, 1993). Feit described the protocols as robust in nature, surviving high network
error rates and supporting many routing alternatives from delivering information to the
destination (p. 6). As Gralla (1996) pointed out, however, TCP/IP are separate protocols
although they are tightly integrated to allow for the most efficient communications. These
two protocols perform complex functions in a way that appears deceptively easy (p. 9).
TCP/IP breaks data down into sections called packets, delivers those packets to the proper
destinations on the Internet, and after they have been delivered, the same protocol
reassembles the packets into their original form so that they can be viewed and used by the
19
document.doc
recipient (p. 9). Transmission Control Protocol, Feit continued, performs the work of
separating the data into packets and reassembling it, while Internet Protocol is responsible
for making sure that the packets are sent to the right destination (p. 10).
Bernard (1996) described how, using TCP/IP, communications reliability improved
and the model of an “internetwork” of links between computers was invented. The invention
of the World Wide Web (WWW), however, did not occur until 1989. Then Tim Berners-
Lee, an unknown researcher at the European Particle Research Center (CERN) was writing
proposals about a new method people could use to transform information between computers
using “HyperText” (p. 54). Garner (1997) pointed out that, at the same time in 1990, the
federal government removed a long-standing ban on commercial and public use of the
Internet. This event empowered businesses and information technology specialists to begin
setting up servers to provide email and message services using the publicly accessible
Internet.
HTML. As messaging developed on the Internet, at the application level, two
fundamental components for Internet growth were being invented: HyperText Markup
Language (HTML) and HyperText Transfer Protocol (HTTP). Siwicki (1997) defined
HTML as an interpretive computer language that tells a computer how to display material
inside a document, or page. HTML is a language that codes and arranges text, pictures,
sounds and video so a web browser software client can integrate and display them on a
screen (p. 53). Bernard (1996) claimed HTML, first proposed by Ted Nelson at Xerox
PARC in 1965, was appropriately named because it is a good way of dealing with
“hyperactive” readers. It can be read in a linear fashion like a book, or readers can “jump
around reading it in bits and pieces like a puzzle” (p. 54). Key concepts are highlighted in
20
document.doc
such a way that when the reader clicks on the highlighted concept, it automatically jumps to
another document where the concept is discussed in greater detail.
Singh (1996) described the history of HTML dating back to 1990. At first, HTML
existed as a set of informally documented capabilities that mainly addressed control of
character formatting, headings, lists, links, and image elements. HTML continued to evolve,
eventually coalescing into version 2.0. HTML 2.0 clarified and formalized HTML features
and added commands for menus and interactive programs (p. 120). Welch (1996) described
HTML 2.0 as the basic component found in every server on the World Wide Web. HTML
“pages” are simple text files, which contain tags that control formatting, image display, and
links to programs that perform specialized functions. Word processors, spreadsheets, and
databases can be adapted to create HTML-tagged files from existing data. Links to external
databases and other systems can be created using a range of programming languages (P. 25).
HTTP. HyperText Transfer Protocol (HTTP) is an application layer protocol
employed when HTML files are transferred between host and client (Stanszak, 1996).
Although a simple request/response protocol, HTTP has become the largest consumer of
bandwidth on the World Wide Web (p. 3). Siwicki (1996) described how, at the lowest level
of the Internet communications model, TCP/IP creates a common language between
computers. Based on that language, HTTP requests and builds a link by which files are
transferred back and forth. HTTP protocols work in conjunction with other protocols to
transfer HTML information from a host computer, the server, to a workstation or personal
computer, the client (p. 53).
Browsers. Even with HTML and HTTP technology, until 1993, the Internet was used
almost exclusively for email according to Garner (1997). Then a group of students at the
21
document.doc
University of Illinois invented something called a “browser” (Bernard, 1996). This new
technology enabled the Internet client to “browse” the information found on disparate
servers on the Internet, which used Hyper Text Markup Language (HTML) to publish its
information (p.1). The World Wide Web quickly adopted this client/server architecture
(Gralla, 1996). The browser allows users access to pages coded in HTML on HTTP-based
servers communicating using TCP/IP (p. 33). A browser, Siwicki (1997) noted, works in
conjunction with a web server to request and display HTML-coded documents from the
Internet. Gralla (1996) added, a browser is programmed to communicate in HTTP and
recognize and interpret HTML. The browser software resides on the client computer. A
browser initiates a “discussion” with a web server located somewhere on the Internet.
Siwicki (1997) summarized the process explaining the two computers, client and server,
make a connection using the combination of HTTP and TCP/IP to communicate, passing
digital information between each other until the client disconnects from the server.
Internet growth leads to problems. Bernard (1996) described how soon after the
invention of advanced graphical browsers like Mosaic and Netscape in 1994, businesses and
their customers started moving information onto the Internet. The early web servers,
however, were quite basic; the only function the servers could perform was serving text in
limited formats (p. 6). Still, the Internet grew at a startling pace. The number of users
jumped 700% in 1995 and by the same amount in 1996 (Coy, 1996). Bernard (1996)
attributed this growth to the advent of these new technologies along with the removal of the
commercial restrictions. This combination of factors, Bernard claimed, created massive
growth in the Internet server market as well. Registered Internet sites grew from 17,000 in
1994 to more than 70,000 in 1995 and currently advance at the rate of 150 new sites per day
22
document.doc
(p. 8). Garner (1997) identified one of the unique characteristics of a web browser that fueled
this rapid growth was the relative ease of use. Anyone with a personal computer, a modem
and a telephone can browse the Internet anywhere at anytime.
The Internet it seems is a victim of its success (Cortese, 1996). The volume of
information on the World Wide Web is staggering, and search engines and other devices
bring little order to the chaos (p. 97). As for web sites, slow response times to browser
requests cripple the effectiveness of using the web. As reality sets in, hundreds of sites are
attempting to limit access to better serve the requests of qualified users. At this rate the Web
could collapse under its own weight (p. 95). Garner (1996) found three startling facts to
exemplify the magnitude of this hyper growth. First, the total number of e-mail messages
now exceeds the number of U.S. Postal service mail deliveries every day. Second, the
telephone bandwidth dedicated to data communications now exceeds that for voice
communications. Third, the number of computers dedicated to data communications now
exceeds those used for computation (p. 6).
Dvorak (1996) showed the result of this rapid growth has been the increasing
frequency of major disruptions of Internet access for thousands of individuals and
organizations. In July 1996, there were two major Internet breakdowns. A single line of
faulty code in a computer program crashed Net-com On-Line Communications, the nation's
biggest Internet direct-access network. Some 400,000 homes and businesses were unable to
access the Internet for an entire evening. Meanwhile, 5.5 million users of America Online
(AOL) were unable to transmit E-mail for one hour on a week-day afternoon because of a
software glitch (Brown, 1996). Coy (1996) described how, for 19 hours on August 7, 1996,
the world’s biggest online company and its 6 million customers were unable to access the
23
document.doc
Internet. Technicians tracked down what they described as two crippling problems: a faulty
roadmap of Internet addresses and a problem in the software of a powerful switching
computer called a router.
Coy (1996) attributed these and other examples of problems in accessing the Internet,
for hindering the acceptance of the Internet by executives in corporations. Bernard (1996)
echoed information technology executive’s three issues, which are slowing the usage of the
Internet by businesses: 1) connection speed 2) security of information and 3) service outages
and breakdowns. Internet skeptics are redirecting their money away from the Internet and
toward private Intranets, where they see a clearer path to cost savings and improved
communications. Coy (1996) described these Intranets as internal networks working like the
Internet and communicating with it but are built for a company’s own employees, big
customers, and suppliers.
Move Toward Intranets
Many authors have attempted to define the Intranet and its components. Caron
(1996), however, presented the most widely accepted of these definitions. An Intranet, Caron
stated, is a local or wide area TCP/IP network supporting Hyper Text Transfer Protocol
(HTTP) server-based applications utilizing Hyper Text Transfer Protocol (HTML) for
presentation of information (p. 8). This definition mentions each of the enabling technologies
which pioneers utilized in the early growth of the Internet. Siwicki (1997) shortened the
definition stating the following: Intranets use Internet protocols and Internet-derived
technologies to communicate information inside a company’s local or wide-area network.
Just as an individual uses a web browser to request and display information stored on Web
servers on the public Internet, Siwicki continued, an Intranet user uses a web browser to
24
document.doc
request and display information stored on web servers on their organization’s private
network(p. 54).
One of the reasons for the “grassroots” nature of Intranet growth is the web
technology which uses open standards and inexpensive tools that are not proprietary property
of a particular company (Coy, 1996). Bernard (1996) characterized this growth as coming
from the “bottom up” not the “top down” in organizational development. Welch (1996)
echoed this unique characteristic of Intranets in attributing the growth of these systems to
their “relative ease in the installation and implementation of web-based services utilizing
shareware and freeware software for relatively little capital outlay” (p. 23).
One early adopter of Intranet development was Ron Griffen, information technology
director for Geffin records. As Barsook (1995) reported, Griffen saw the power of bringing
the technology used to communicate on the Internet inside the organization in early 1995.
Griffen set up a web server with a shareware software program designed to serve files and
data to web browsers such as Netscape Navigator or Microsoft Internet Explorer (Bernard,
1996). Griffen developed applications on the web server, which enabled Geffen employees
to access employee benefit information, lookup internal phone numbers, and marketing
information (Borsook, 1995). When Borsook asked Griffen about his Internet strategy
Griffen defiantly rejected the rush to move information onto the Internet (p. 28). Instead
Griffen stated his intention to “bring cyberspace to the company” (p. 29).
In November of 1995, Scott Bradner wrote one of the first articles in Network World
describing the as yet unnamed concept of an Intranet. Bradner described his encounter with
an Intranet this way:
25
document.doc
I have seen and heard about Web-based systems used to access personnel
records, configure routers, update time cards, register IP addresses look up
phone numbers. It does look like Web technology can be used productively
within an organization for a range of applications. (p. 25)
Erlanger (1995) also identified this emerging trend of setting up internal corporate web sites
to give employees easy access to large amounts of corporate information. In the corporate
Intranet, Erlanger stated, the familiar web browser becomes something close to a universal
client: it can access a variety of files and databases via the internal web server. The following
section highlights the role of the browser as universal client as well as firewalls, LAN and
WAN speeds as unique characteristics defining an Intranet.
The browser as universal client. The usage of a web browser as a universal client is
the critical concept leading to the most important paradigm shift in information technology
since the creation of the personal computer (PC): true thin client computing over the Intranet
(Ziechick, 1996). Before the Intranet, Ziechick explained, the prevailing information
technology strategy was called “Client/Server.” Client/Server development uses application
servers containing the majority of applications functions and stored information. These
servers are accessed by application-specific pieces of software called “clients” (p. 10). Client
software is loaded onto PCs which then use the software in conjunction with the LAN access
to the applications server to perform the function of information input, manipulation and
retrieval (p. 10).
Caldwell (1996) contended, although this computing model is widely accepted in
information technology, its success in terms of return on investment has not been proven in
the many cases. The average desktop PC today has seven to 15 applications – 50 to 100
26
document.doc
software components – each of which have different versions (p. 37). Nye (1996) explained,
with the single universal web client, users do not have to worry which of the 20,000 PCs in a
large organization are configured with the proper driver software for a particular application.
Nye, a long time advocate of Client/Server development openly declared the technology
standard of the early 1990s, “a glaring disappointment” (p. 21). The Standish Group recently
found only 16% of information systems managers said their client-server projects were on
time and on budget (Caldwell, 1996).
Franklin (1997) stated while many consider Web-based applications to be an
extension of the client/server model, in one crucial way they are a dramatic departure:
Virtually all applications and business-rules processing occurs on the server, not the client.
The client systems do all the display work, providing the universal graphic user interface
(GUI) that has become crucial for the acceptance of new computer applications. But the
database, Franklin continued, query engines and business process servers sit at the center of
the enterprise rather than being distributed to the desktop (p. 76). In the classic Client/Server
model, developers have to concern themselves with separate pieces of application software at
the client and at the server (p. 76). In the web based-world, however, the client displays
whatever is sent to it over the network. To change what the user sees, one need simply
change the Web page file. Developers, Franklin concluded, do not have to worry about
keeping versions of client and server software synchronized or wonder if a new version of
client software can communicate properly with the server.
Firewalls. Although many of the technologies found on the public Internet and
private Intranet are identical, the key difference between the two entities is found in the
configuration of the firewall (Gralla, 1996). Siwicki (1997) defined a firewall as a
27
document.doc
combination of hardware and software that separates a company’s internal Local Area
Networks (LAN) and Wide-Area Networks (WAN) from the Internet. Anyone can access
Internet-based data with a web browser, while only authorized individuals can pass through
the security precautions to access Intranet-based information. Bernard (1996) added Intranet
web servers are commonly shielded by the firewall away from the Internet making the
information accessible only to users on the LAN inside an organization or WAN connecting
networks separated by a physical distance.
LANs. In addition to firewalls and browser-based applications, Gralla (1996),
identified another unique characteristic separating the Internet and Intranets: HTTP
transaction and HTML pages delivered at the higher transmission speeds of the company
Local Area Network (LAN) and (Wide Area Networks (WAN). Derfler (1996) defined the
term LAN as a group of computers typically connected by no more than 1,000 feet of cable,
which inter-operate and allow people to share resources. Verity (1996) described LANs as a
natural extension of the early days of computing when “dumb” terminals, consisting of a
screen and keyboard, connected users to powerful processing computers called mainframes.
The invention of the PC caused a revolution in computing power but isolated people from
large pools of data from users. LANs enabled individuals to share information and resources
such as printers and hard disk space (p. 119).
Bernard (1996) estimated the bandwidth of the average LAN is 300 to 700 greater
than the typical modem connection to the Internet. A standard connection by a user to the
Internet is usually made via analog modem operating at 33.6 kilobits per second (Kbps)
(Korzeniowski, 1996). Using a digital Integrated Switched Digital Network (ISDN), a user
can access the Internet at a maximum of 112 Kbps (p.13). Even this relatively high rate of
28
document.doc
transmission, Gralla (1996) contended, is slow in comparison to the standard LAN which
operates at 10 or 100 megabits per second (Mbps). Inside the Intranet, pages and information
requests can be delivered at much higher speeds than those found on the Internet. Ford
(1996) summarized the relationship between LANs and Intranet technology saying LANs are
evolving into enterprise internetworks (small subsets of the Internet). Ford predicted these
internetworks, populated by Intranet servers, will become the communications backbones of
most modern organizations.
WANs. The LAN is a convenient way to connect machines on a single floor, or in a
building. But the need to connect the computer networks in large organization, occupying
several buildings in the same location or across the country led to invention of the Wide-
Area Network (WAN) (Bernard, 1996). Derfler (1993) asserted the importance of WANs in
the growth of computer networks in general. WANs, Derfler stated, provide the linkage
mechanisms necessary to connect the multitude of computer networks typically found in the
large organization (p. 156). This ability to link disparate networks has enabled organizations
to realize the business benefits of Intranet computing in bridging the communications gap
created by multiple locations.
Kingsley (1996) provided a concise overview of WANs in separating them into two
distinct categories; those based on dedicated services or those using switched services.
Kingsley described a dedicated service (sometimes called a leased line) as providing direct
and limited connectivity between two or more sites, such as a main office and branch offices.
It is a closed, dedicated circuit, meaning it has a pre-configured destination point, and cannot
be dynamically changed to an address outside the network. Since dedicated environments are
reliable, they are secure and offer the predictability of a fixed monthly cost (p. 70). Kingsley
29
document.doc
also described the characteristics of WANs utilizing switched services. Switched possess
some of the characteristics of a standard phone line: the network systems can dial anyone
else with access to the public switched network for that service (p. 71). Verity (1996)
identified leased lines as the dominant method of dedicated access while the switched service
market is fragmented with several products including frame relay, integrated switched digital
network (ISDN) and asynchronous transfer mode (ATM).
Growth trends. The use of browsers as universal clients, firewalls, and LAN and
WAN transmission speeds have each contributed to the rapid acceptance of Intranet
technology in the information technology plans of the majority of corporations. Magid
(1996) characterized the ascension of Intranets by posing the question: “Who would have
thought only a year ago the Internet – an uncharted and uncontrolled jungle of information –
would serve as the model for the future of corporate information systems.” Bernard (1996)
attributed this growth to the nature of Intranet technology. The inexpensive tools of Intranet
development, Bernard claimed, empowers individuals outside of the traditional disciplines of
information technology to explore the benefits of Intranets. Magid (1996) emphasized this
point declaring Intranets are a paradigm shift led by a technology designed essentially for the
mass market having now found its way into the office.
Heskett (1996) showed this growth curve is shown in a summary of a research study
by Zona Research showed the rapid growth in Intranet software markets in comparison to
Internet software. Stewart (1996) contended these growth statistics underestimate the market
based on the research of opinions of information technology executives at Fortune 1000
companies. Stewart cited research showing 62% of these companies are either currently
using web servers for internal applications or are considering using them within the next
30
document.doc
year. Stewart also pointed out that fully 66% of surveyed organizations report either
currently operating an Intranet or as having intentions to build one within 6 months. Sullivan
(1996), however, noted a word of caution in the rush to utilize Intranet applications to
replace currently installed systems. Sullivan stated: “Using the web to duplicate the features
of collaboration applications –including document management, replication, and
sophisticated security- would easily cost more than these applications do currently (p. 5).
Business Forms Management
History. Jacobs (1991) chronicled the history of business forms dating back to the
late 19th century. Early forms, according to Jacobs, were created to process the large influx of
immigrants coming into the United States. Early forms were created for purchase orders,
sales orders, receipts and shipping forms, bills and other forms necessary to control the flow
of business activity in the rapidly growing United States. Before WWI, Jacobs continued,
courts would not recognize a simple carbon copy form as a legal record. During WWI, the
United States government took over control of the railroads and began using fanfold
continuous forms recognizing the validity of a copied form as legal (p. 8). These advances
formed the foundation upon which the discipline of business forms management was built (p.
12). Punch cards, Jacobs continued, were invented by Herman Hollerith to speed up
processing of the 1890 census. In the 1930's American businesses used punched cards in
tabulating machines to print reports and documents on continuous forms (p. 12).
Jacobs also detailed the growth of computer-based business forms. Computers,
Jacobs wrote, replaced tabulating machines in the 1950s. These computers, unlike tabulating
machines, read punched cards and printed on continuous forms. Barnett (1996) reported the
paper forms business, including the design, printing, distribution and storage of paper forms,
31
document.doc
exceeded $6 billion annually in the United States in the late 1980s. These pre-printed paper
forms became the dominant method of business communication until the advent of desktop
computing. Barnett reported that real desktop forms appeared in the 1980s, in a crude form.
In their simplest form, they consisted of a form that could be called up from a computer
library and printed out. Barnett defined other desktop forms as those downloaded data from a
mainframe or other database and merge it with variable data for printing on local or
networked computers. This early growth has led to some 600 million desktop forms being
printed each day in the world, according to Karve (1996).
Impact of business forms on corporate productivity. The slow acceptance of
professional business forms in corporate America stands in sharp contrast to the rapid
acceptance of Intranet technology. Jordan (1996) described the long struggle of business
forms professionals to prove the benefits of their expertise. McGovern charged this disparity
of acceptance has led to conflict between management of information systems (MIS)
departments and business forms managers (McGovern, 1997). McGovern cynically described
initiatives by MIS that are “calculated to eliminate all paper forms within the company” (p.
1). Craine (1997) echoed the tension between information technology and business forms
departments warning, “in this information technology age, the danger is that we will get lost
in a wonderland of gadgetry and forget the fundamental function that plain old paper forms
serve.” Craine defiantly added that, although uncertainties accompany technology, one thing
is certain: information in the form of paper is still the predominant form of business
communications. Craine concluded by asserting “while technophiles preach the wonders of
the World Wide Web, bottom-line thinkers will continue to recognize the vital role that
32
document.doc
paper documents play in business. We must certainly attend to advances in information
technology, but not at the risk of neglecting plain old paper.” (p. 4).
Numerous facts from a variety of sources show businesses are not neglecting the use
of paper or their investment in paper-based information systems. Linsky (1996) reported in
the early days of computer technology, it was predicted that the paperless office would
someday be a given. Linsky cited an American Forest and Paper Association report showing
85.7 million tons of paper was consumed in 1988. In 1994 Linsky continued, 95.9 million
tons of paper was consumed. The Gartner Group estimated that 83% of all business
documents are forms (p.8). An estimated $6 billion is spent every year on buying pre-printed
forms and potentially as much as $360 billion is spent on processing the forms (Jordan,
1996). Booher (1986) showed the effect of this paper in presenting three startling facts: (a)
Companies spend $25,000 to print and process the forms in a four drawer file cabinet of
18,000 pages. (b) Companies spend $2,160 annually to maintain an active four-drawer file of
18,000 pages. (c) Companies maintain one four drawer file cabinet for each white-collar
employee.
As the Gartner Group statistic showed, the cost to process business forms far exceeds
the cost to produce the form. Jacobs (1991) identified this indicating that for every dollar
spent to design and purchase a form, it requires from $20-$100 in labor to fill in, process and
store the form. Booher (1986) showed the importance of efficient paper forms by pointing
out the lack of productivity improvement in the “white-collar” workforce. Blue-collar
productivity, Booher said, has increased 90 percent during the last two decades, while white-
collar productivity has increased only 4 percent (p. 1). Studies of American business indicate
that 50-70 percent of all working hours are spent on paperwork. The paperwork includes
33
document.doc
preparing, reading, recording, interpreting, filing, and maintaining information (p.1). Gralla
(1996) expounded on the hidden costs of paper forms including mailing costs, costs for
storage, retrieval and filing. There is, according to Gralla, a more pernicious cost; the cost of
handling inefficient forms. These inefficient forms, Gralla said, lead to a slow down in
business operations which can put the company at a competitive disadvantage.
The importance of forms and intelligent forms analysis, design and distribution
cannot be overstressed. Baker (1996) identified forms processing and having the right form
as a critical part of any business today. Paper forms are the standard method of collecting
and providing information to and between corporations Baker continued. Jacobs (1991)
described the risk of operating without proper business forms. Business forms, Jacobs
claimed, provide the primary mode of transactional business communications. If there were
no business forms, he warned, many instructions and communications would have to be
given verbally or by specialized memo. Business forms, Jacobs continued, provide an
organized checklist of information. It asks the proper questions in an organized manner.
Business forms provide an efficient, economical way to write instructions and control actions
in business (p. 5).
Johnson (1996) expressed his concern that although forms represent the backbone of
most organizations, companies lacking a standard forms management policy often create as
many forms as they have employees adding up to a major expense. Booher (1986) pointed
out most organizations are “astounded” to find out how many forms they have floating
around the company. Records management experts, she continued, say it is not unusual to
find twice as many forms being used as those that are known to the company. They also
estimate that at least 20 percent of the forms used in a company are completely unnecessary
34
document.doc
(p. 93). Poorly designed forms, Jacobs (1991) said, are found in organizations where
management has not provided forms design training. Despite education attempts by forms
manufacturers, forms management departments, forms associations and forms professionals,
many organizations work with inefficient forms. Jacobs warned many forms in use today do
not take advantage of the proven forms design techniques that eliminate expensive
inefficiencies. Improperly designed forms subject the office worker to confusion, eyestrain
and fatigue. They encourage clerical errors and undermine employee morale in addition to
the dollars lost in filling out and processing them (p. 5).
Business Forms Management Functions
In an attempt to find common ground between Intranet development and business
forms management, a thorough understanding of business forms management by information
technology and MIS professionals is required. This section includes the description of the
three main strategies of business forms development: (a) Traditional analysis and design, (b)
Desktop-based development, and (c) Electronic business forms development. Barnett (1996)
cited the Business Forms Management Association’s (BFMA) definition of a form as a basis
business tool (whether printed or electronic) for collecting and transmitting structured
information. The BFMA definition goes on to describe forms as both a catalyst for getting
things done as well as a record of what was done. Jacobs (1991) defined the paper form more
precisely as a piece of paper containing printed information and blank spaces for the entry of
data in a predetermined format.
Traditional analysis and design . Jacobs (1991), considered the authority in the
discipline of business forms management, contended the development of a form, regardless
of whether it is paper, desktop or electronic, is segmented into two distinct processes: forms
35
document.doc
analysis and forms design. Forms analysis, Jacobs said, is the first step in a forms
development process. This step determines if the form is actually necessary. If so, then it is
further determined what data it should contain, what of form it should be and how it should
be designed (p. 65). Forms are part of workflow in an information system. Therefore, forms
analysis involves an investigation of the individual form’s role in the workflow, not just an
investigation of the individual form (p. 65). The BFMA definition of forms analysis adds
five objectives to the process: (a) Productivity is increased in preparation, use, filing, and
retrieval (b) The total number of forms within the system is minimized (c) Data element
relationships are apparent through consistency and adherence to standards (d) The
effectiveness of the entire system, as well as the individual form, is enhanced and (e) The
resulting business tool communicates the intended message. Jacobs (1991) concurred with
these objectives but added the analysis process should also strive to enhance the
corporation’s image.
Jacobs continued by describing the investigative nature of forms analysis. After the
facts are gathered, Jacobs said, the analyst continues by investigating the possibility of
eliminating the form or combining parts of the proposed form with another similar form. If it
cannot be eliminated, the analyst studies the form and the information system to determine if
and how the form can be improved (p. 77). Jacobs summarized the activities of forms
analysis involving the following forms activities: forms writing, extracting and using data,
forms transmittal, processing, disposition.
After the analysis process is completed, the forms design process begins. Jacobs
(1991) warned that the untrained person usually designs forms that are difficult to fill in,
read and process (p. 5). The uneducated designer, Jacobs continued, may not leave enough
36
document.doc
space to capture information, the may design them in non-standard sizes, or they may design
forms which do not fit into the information systems requirements. The proper design of
paper forms, Booher (1986) added, considers all these issues in the preparation of a form that
is easy to read, understand and complete.
After pointing out the obvious benefits of forms design, Jacobs (1991) drew many
parallels between the design of paper and electronic forms. The forms vary significantly in
content, appearance and construction, Jacobs claimed. They can be paper printouts or
electronic through the design, completion and archival processes. Yet, certain forms design
principles apply to all types of forms. These principles are the basis for efficient forms
design. The principles are valid whether the designer is designing with a pencil or computer,
Jacobs said. The proper application of proven forms design principles will help to ensure the
efficiency of forms (p. 116). Jacobs reminded designers that a form is an information
systems tool. The value of the form, Jacobs pointed out, is in the efficiency with which it
facilitates workflow in the information system (p. 100). Designing a form as part of an
information system includes six major principles: (a) Be an efficient information systems
tool (b) Simple to understand (c) Grouped logically (d) Spacing compatible with the fill in
method (e) Promote efficiency for both fill in and processing (f) Appearance creates
favorable responses.
For traditional printed forms, Jacobs wrote, the result of professional forms design is
a pencil drawing on forms design layout paper. This design is used to receive approval for
the printing of the form and to serve as a guide in its production. For desktop forms, the end
product of forms design is a form stored on a computer that is made available on a computer
or printed out when needed (p. 13). He stated the advantage of traditional paper forms design
37
document.doc
is that it is a two-step operation (p. 14). The hand design is performed by a trained forms
designer who starts with forms analysis and who then incorporates professional design
principles to create the form.
The advent of desktop forms. Desktop forms began to emerge in the late 1980s as the
result of the invention of laser printers and desktop publishing programs allowing the
onscreen design of type and lines (Baker, 1996). Baker described how this access to
inexpensive design tools and high quality typesetting output created a new industry called
“desktop publishing.” Unfortunately, Jacobs said, many desktop publishers, graphic
designers and others designing forms are not aware of the basic forms design principles. An
inefficient form, often created by untrained designers, disrupts the efficiency of the
information system and may jeopardize the accuracy of the data collected. Despite the
obvious acceptance of desktop forms in American corporations, Jacobs, continued in his
negative assessment of the value of desktop forms stating his belief that the worst forms are
produced internally on desktop publishing equipment, copiers and duplicators (p. 6).
Jacobs, however, did describe a few benefits of desktop forms design including
combining the design and typesetting in a single operation. The advantage is the ease of
“drawing” on the monitor and easily making corrections and alterations (p. 14). Karve
(1996) advanced the opinion that the shift has gone from the traditional “print-and-
distribute” model, where documents were printed and then routed through traditional mail or
interoffice mail, to the more efficient “distribute-and-print” model, in which digital
documents are circulated over networks and printed locally as needed (p. 67). Linskey
(1996) added that now business forms management companies are helping clients
38
document.doc
significantly decrease the amount of paper they use by reengineering the many forms and
documents toward computerized design and completion.
The emergence of electronic forms. The advent of desktop forms enabled designers
to create, store and print forms directly from a personal computer (Baker, 1996). Barnett
(1996) reported by the early 1990s, software was available to allow the user to fill in the
form on screen and send it electronically to someone else without the need for paper at all.
These are true “electronic forms.” Jacobs (1991) defined an electronic form as a “template in
an electronic format which assigns space in data fields for input of variable information and
also assigns definitions, formulas and restrictions to the data fields in preparation for
electronic forms processing.” Jacobs contrasted desktop forms versus electronic forms by
remarking that a form that is only designed on the computer to be printed out for use is not
an electronic form –that is a desktop form (p. 43). Barnett (1996), however, included
printable forms in defining an electronic form as a form template resident in a library on a
computer network available to authorized users for viewing and/or printing.
Oullette (1996) discussed the dynamic of the conflict found between paper and
electronic forms. Traditional business forms providers must compete with electronic forms
imaging and software technology as the industry booms and paper prices increase. Paper
forms companies, with $84 million in sales in 1994, Oulette contended, have the invaluable
resource of customer relationships spanning decades. But software startups are approaching
the development of business forms without any of the traditional constraints held by
traditional forms managers (p. 28). Until recently, Baker (1996) pointed out, electronic
forms technology has been an expensive solutions to implement. The market on electronic
39
document.doc
forms runtime packages, however, is currently less than $100 per seat. At this price, it’s a
technology ready to be deployed enterprise-wide (p. 86).
Statistics show this deployment is occurring at a rapid rate. Stahl (1996) cited Steve
Weissman, president of Kinetic Information, a consulting firm in Waltham MA, who
estimated the electronic forms market at about $115 million in 1995, up from $50 million
three years ago. Baker (1996) showed how insurance agents are now using electronic forms
to electronically complete the information necessary to start the underwriting process and
instantaneously submit the application form to the home office for processing. Rules built
into the electronic form prevent errors and ensure the form is completely filled out (p. 86).
Electronic forms, Baker continued, are also being used today by individuals to improve the
process of completing the IRS's 1040 tax form. These e-forms, as they are commonly called,
prompt you for the information upon which it applies the IRS business rules to minimize
errors. When you’ve completed the form, you can print it on a laser printer and submit it
directly to the IRS (p. 86).
Several authors pointed out the factors which lead to these dramatic reductions in
cost to corporations using e-forms. Johnson (1996) stated that switching from paper to
electronic forms makes obvious sense: Not only does it save trees, it saves money. But if the
process is not handled properly, it can create more problems than it solves, he warned. Paper
is a slow way to move information, one that creates storage and duplication problems (p. 45).
Jacobs (1991) added converting from paper to electronic forms can reduce the costs of
printing, sorting, managing, filling in and distributing forms. This is achieved through
increased productivity, saving time, gaining office and warehouse space and saving money
previously lost in destroying forms that required revisions or became obsolete. Baker (1996)
40
document.doc
expounded on the factors by adding the cost savings found in supporting multiple sites with
business forms. Electronic forms, Baker said, also solve the problem of replacing outdated
forms and distributing them to field sites. Keeping multiple sites stocked with current
versions of forms takes a tremendous effort. And, as forms are revised, the old copies are
still being used creating incompatibilities with new workflows. If the form has legal
requirement changes, the latest copy must be sent to the field office. By distributing the form
electronically, everyone has the latest version of every form (p. 86).
Jacobs and Baker agreed electronic forms also create cost savings in linking form
completion to databases. In the back office, Baker (1996) said, use of electronic forms can
automate the processing of service requests. Keying of data is reduced through the use of
“pre-fill” capabilities typically built into electronic forms packages. The end result, is fast
accurate professional forms for processing and a significant reduction in the amount of time
necessary to complete business transactions (p.6). Jacobs (1991) concurred saying electronic
forms are advantageous by being created on electronic media for subsequent fill-in and
processing directly by databases. Unlike paper forms, they are not printed and stocked. They
are created once and used via computer. The data entry is transmitted and processed
immediately by a database application (p. 43). Feibus (1996), described how forms
professionals can control the collection of information and transmission to databases via
input masks such as combo boxes, lookup tables, command buttons, check boxes, radio
buttons, tables in the form of mini-spreadsheets.
Convergence of Business Forms and Intranets.
The emerging technology of Intranets appears poised to intersect with the rich history
of business forms management. Gralla contended while the paperless office has been talked
41
document.doc
about and pursued for at least a decade, the advent of Intranets will finally bring it to reality.
A combination of communications technologies, web publishing tools, workgroup
applications, and e-mail is cutting down on paper costs, slashing mailing costs, helping to
eliminate administrative and clerical overhead, and allowing businesses to react more quickly
to business changes to deliver goods and services more quickly to their customers (Baker,
1996). This convergence of business forms and Intranets is best shown by examining the
obstacles to electronic forms acceptance in corporations and the impact Intranets are having
on these obstacles.
Obstacles to electronic forms acceptance. Despite all technological advances, Bernard
(1996) says, business leaders face the same problem they did 10 years ago: how to
communicate and manage the vast streams of data and information created daily by millions
of office workers, manufacturing facilities, design teams, dealers, sales reps, customers, and
suppliers on a world wide scale. Jordan (1996) described how paper forms go through many
stages in an organization. Because each stage in the process costs money, automation
provides savings at every step. However, when the business case for electronic forms was
built, due to the technology constraints of the day, it concentrated on automating only limited
parts of the paper process. Jordan (1996) added that electronic forms provided significant
costs savings even when they were applied to only part of the process. RJR Nabisco, for
instance, estimated that processing a single paper PO costed $70. The cost for processing the
same PO electronically was estimated to be .93 cents (p. 4).
Given these potential savings, Jordan (1996) continued, suppliers of electronic forms
should be having trouble meeting the demand for their products. After over ten years of
growth, however, the electronic forms market remains small with total sales estimated at
42
document.doc
only $100 million in 1997 (p.4). Jordan contended the high cost of computer systems
upgrades necessary to implement electronic forms is the reason for this relative lack of
acceptance. Callahan (1996) stated the computer components often requiring significant
upgrades at great cost for the introduction of electronic forms. These components, Callahan
stated, include: LAN infrastructure and terminal investments required to provide access to
those not currently using PCs, investment in electronic mail systems, installation of graphical
user interfaces such as Windows 95, and the installation of specialized client software on
each user’s workstation. Jacobs (1991) identified training and cultural issues as the major
factor hindering the acceptance of electronic forms. Uninformed, untrained and employees
resisting change make many more mistakes with electronic forms thus reducing the cost
savings opportunities inherent in electronic forms (p.238).
Impact of Intranet technology on electronic forms acceptance. Barnett (1996) claimed
from the time Gutenberg printed the first forms to the present, form design has been more
often than not been driven by the technology of the day. Electronic forms distributed through
the Intranet, Barnett continued, demonstrates the longevity of business forms in transcending
paradigms as a business communications tool. Jordan (1996) announced the coming
convergence of business forms and Intranets saying: “Two software industries that have
existed separately are about to be joined. The traditional world of electronic forms and the
rapidly growing world of the Internet are quickly coming together” (p.1). The rapid ascent of
HTML and the Intranet, Van Name (1996) claimed, has given the world of electronic forms
only the second ubiquitous format standard (after ASCII text) that the industry has ever
known. Garner (1997) concurred with Van Name and Jordan stating his belief that forms will
play a significant role in capitalizing on the Internet and Intranets. Although the medium is
43
document.doc
new, he said, the need for capturing and recording information to process a business
transaction is not. Business forms already do that function Garner concluded and the
manufacturers of forms should strive to become recognized source for Intranet-based
business forms (p.5).
The key factor differentiating Intranet-based business forms, commonly referred to as
“I-forms,” from traditional electronic forms is their ability to deploy within existing
technological investments in web technology instead of introducing new costs and
constraints to network resources Callahan (1996). To understand how electronic forms
leverage web technology, Callahan said, it is necessary to understand what underlying
technologies electronic forms require. If an organization already has this technological
infrastructure in place, electronic forms represent potentially high payoff applications (p.5).
Jordan (1996) praised web technology as providing a powerful infrastructure upon which
business forms can be developed. Electronic forms packages, Jordan stated, become minor
upgrades to an existing Intranet, not a completely new client/server software system. Bernard
(1996) described the static user interface which programmers spend hours designing
thousands of lines of computer code to present a user interface on a standard client server
application. Bernard contrasted this with HTML form tags which let anyone with a little
knowledge of HTML create a dialog-like interfaces and business forms in minutes.
Nolie (1996), introduced the concept of “service overlays” to describe business forms
technologies on Intranets. The central problem with client/server deployment, Nolie asserted,
and network management in general is its dependence on a particular standard down to the
desktop level. Intranets, on the other hand, are defined by routers, servers and LAN
topologies but have limited requirements at the level of the PC. Because the routers, servers
44
document.doc
and LAN topologies have been in place for several years, most companies are overlaying
their Intranets on the existing infrastructure without making major investments in technology
(p. 5). Intranets, Nolie contended, represent an entirely new situation for information
technology managers – a type network without significant hardware resources attached to its
development. Callahan (1996) extended this service overlay concept to I-forms. I-forms,
Callahan wrote, provide an opportunity to leverage the investments that organizations have
made in information processing and communications technologies for a relatively small cost.
Callahan claimed the costs of the underlying technologies required for I-forms
implementation to be “sunk” costs (costs part of the basic overhead of the organization such
as phones and lights). These costs therefore, need not be considered in justifying an I-forms
project or the payoff (p.5).
Bickel (1996) presented a dramatic example of the synergy of business forms and
Intranets. A large engineering firm, Bickel wrote, had been trying to implement a time-sheet
submission and reporting forms system across its network for 6 months. Failing to
accomplish the task, the company began using Web technology. In two weeks, it had an
application up and running fully linked to a database at the corporate headquarters. Garner
said forms will always be required to transact business and record information, but many of
the forms that are now on paper will also be posted on Intranets. At the very least, Tellas
(1996) added Intranets are going to hasten the trend toward viewing business forms as a
component in broader strategies for automating business processes. Jordan foreshadowed this
acceptance stating as Intranets push down the barriers to electronic forms, organizations can
expect to see a tremendous increase in the number of electronic forms systems being
implemented in the next five years.
45
document.doc
Technology trends Affecting Intranet/Business Forms Convergence
The chaotic beginnings of Intranets in American corporations has been driven by
technology advancements in the marketplace (Bradner, 1995). “Net time” is the term used by
developers to describe the rapid product development cycle times for Internet/Intranet
software (Cortese, 1996). Caldwell (1996) described how standards for directory structures,
email delivery and applications programming interfaces have suffered through dozens of
announcements, alliances and bickering between a multitude of software vendors competing
for segments of this multi-billion dollar industry. Although this competition continues in
many areas of development, there are five areas which directly contribute to the convergence
of Intranets and business forms. These five areas include: (a) Extranets, (b) Electronic data
interchange (EDI) over the Internet and on Intranets, (c) Access to host/mainframe
information from a web browser, (d) Collaboration tools in the form of groupware, and (e)
Advancement in web programming languages like HTML, ActiveX and Java.
Extranets. First, companies established web sites to craft a corporate visage. Next,
companies figured out that this same technology could work as well in-house on an Intranet.
Now internal sites at a growing number of companies are becoming something less than
private. Companies allow selected outsiders -- partners, vendors, distributors, contractors,
customers and others to slip past the firewall and share a corner of their Intranet space
(Stuart, 1996). This is known as an “extranet.” Although many claim credit for inventing the
term, Angwin (1997) contends the term was first used by Bob Metcalfe, 3com founder and a
columnist for Info World Magazine. Zeichick (1996) defined the extranet as an network
based on TCP/IP protocols and web architecture using various security mechanisms to allow
only select customers and vendors access to internal company information (p.102).
46
document.doc
Stuart (1996) asserted the adoption of extranets in corporations is rivaling the
adoption rate of Internet web sites. Stuart cited Financial Services Corporation (FSC) as an
example of this trend. FSC, Stuart said, has abandoned several Internet-specific endeavors in
favor of Intranet/Extranet projects. These projects have already opened up the companies’
intranet to 1400 independent field associates and some 200 preferred business partners at 60
companies in 48 states. The main benefit of an extranet, Stuart continued, is the ability to
develop closer links with customers and suppliers there by reducing costs and improving
production processes. A few companies consider the nurturing of these relationships so
important, they've placed a greater emphasis on expanded Intranets then on Internet
development (p.30).
The extranet communications model streamlines many of the request, delivery,
analysis and action steps required in business transactions between vendors and clients
(Tebbe, 1996). One of the most exciting applications today, Tebbe said, is enhanced ordering
systems. These systems tie suppliers more tightly to their customers, benefiting both parties.
As the cost of corporate purchase order processes continue to climb, the need for integration
is clear, he added. From letting customers check billing information to sharing sensitive
correspondence with partners, companies are using extranets with increasing openness
(Maddox, 1996). Using an extranet, Stuart (1996) continued, customers can log in, answer
their own questions, place orders, and even pay electronically - on their own scehdules, from
anywhere in the world and at little cost to the company. The use of extranets, according to
Wilder (1996), is expected to grow dramatically in the next 18 months. In a Forrester survey
of 35 Fortune 500 companies with Intranets, 46% of respondents said they currently give
access to selected outsiders, and 28% said they plan to do so.
47
document.doc
Electronic Data Interchange (EDI) over the Internet. Wilder (1997) described the
viewpoint of economists who realized long ago that trade performs most efficiently and
grows most rapidly when the friction of trade is reduced or eliminated. Many businesses,
Wilder continued, utilize EDI to reduce transaction delays from days to minutes. With EDI
over the Internet, electronic forms enable companies to reduce the transaction to the point of
nearly “frictionless commerce,” (p. 33).
Jacobs (1991) provided a concise definition of EDI. EDI, Jacobs wrote, is the
computer to computer exchange of business information in a standard format. It allows
organizations to conduct business without paper documents and human intervention.
Radosevich (1996) added the technical components of this definition. EDI, she said, works
by allowing different companies’ computers to exchange transactions using standard formats,
namely the American National Standards Institute’s (ANSI) X12 series. X12 specifies
standard fields for purchase orders, shipping documents, invoices, payments, and hundreds
more data transactions. Typically, Radosevich continued, EDI software extracts information
from mainframes and formats the information using standard forms for transmittal to a
value-added network (VAN). VANs serve as a clearing house which centralizes the
connections and processing of thousands of vendors and clients (p. 68).
Despite the obvious benefits of implementing EDI, the benefits of the technology
have only been realized by 5% of the world’s corporations (Curtis 1996). Curtis stated
companies wanting to participate in EDI have traditionally faced several challenges: the high
cost of value-added networks (VANs), integrating with existing computer systems,
maintenance and overhead and reegineering their business processes. Curtis detailed the high
costs of using VANs. A small VAN customer working with 25,000 messages a month is
48
document.doc
often paying between $14,000 and $25,000 a month. TSI International estimated the same
number of messages per month using internet-based EDI could cost as little as $1,920 (p.
59).
Gralla (1996) said the Internet and Intranets are challenging the dominance of VANs
in EDI transactions. EDI, Gralla contended, was created to enable mainframes from one
company to talk to the mainframe at another company. On the Internet and on Intranets,
however, the same standards can be employed to perform secured transactions between
individual employees of different companies through their desktop computer using a
standard web browser. Radosevich agreed with Gralla claiming “traditional proprietary EDI
is dead in 24 months,” (p. 68). Chin (1997) contradicted Gralla and Radesovich, claiming
VANs will continue to play a valuable role because they provide the reliability, security and
ability to track transactions that the Internet lacks.
Many companies are conducting a significant amount of EDI over the Internet.
Wilder (1997) reported on Dell Computers. After just six months of selling over the Internet,
Dell now sells more than $1 million worth of PCs a day over the Internet. Dell uses
specialized HTML-based forms tailored to corporate customers. These forms simplify the
order entry, confirmation and delivery scheduling which had previously been communicated
through lengthy phone conversations with customer service representatives. Cisco Inc., a
large manufacturer of computer networking equipment, is about to become the first
organization to achieve an annual run-rate of $1 billion worth of products sold through its
extranet links with distributors and large end-users.
Recent research by Forrester suggests EDI over the Internet and other electronic
commerce initiatives accounted for $350 million in revenue for 1996 (Seymour 1997). The
49
document.doc
market, according to Wilder (1997), is forecasted to grow to $66 billion by the year 2000.
Radosevich attributed this growth to the ability to use forms on the Internet and Intranets.
The Internet and Intranets offer a way to reach thousands of new suppliers and buyers who
have nothing more complicated than an Internet connection and a web browser. Also the use
of Internet/Intranet forms can go far beyond EDI in terms of business communications.
Companies can use forms on the Internet and Intranets to coordinate the entire purchasing
cycle - from product information to customer support - as well as carry out the low-level
transaction such as purchase orders (p 38).
Access to host/mainframe information via Intranet forms. In most large corporations,
at least 80% of corporate data is still sitting on a mainframe. Users of these systems have
come to expect security, capacity, integrity, and reliability from a mainframe system (Whan
1997). Umar (1997) pointed out most corporations serious about using web technologies for
enterprise computing, also have a large embedded base of legacy applications on
mainframes. In linking mainframe applications to Intranet forms workers are allowed access
to essential customer data without having to build new desktop applications. In this scenario,
business forms on Intranets are used as the intermediary between the user and the data
structures on the mainframe. There are several architectural approaches used to unite web
and mainframe resources and dozens of products to help build these links (p. 10).
Software that converts mainframe data streams to HTML output is growing at an
astronomical rate, according to Slater (1997). In this scenario, information remains on the
mainframe, maintaining a high degree of predictability and performance but also high
usability and customization using HTML or JAVA, a web-based programming language.
Cox (1996) described several approaches to linking mainframe data to business forms on
50
document.doc
Intranets. One approach to merging mainframes with Web-based forms and servers is to
write server-based programs that use CGI, a web standard for accessing external programs. A
second approach is using a more efficient and flexible, but proprietary, web server
applications programming interface (API), such as Microsoft's Information Server API
(ISAPI) or Netscape Communication's Netscape Server API (NSAPI) with Open Database
Connectivity (ODBC) to access the remote database. Finally, forms developers can, in effect,
eliminate the Web server entirely and use a third party middleware product that itself may
implement some of these interfaces (p. 36). Done properly, these interfaces can present
intelligent features of field lookups, required fields and point and click interactions. Done
poorly, the new interfaces cause a variety of problems including communications
breakdowns and corrupt data on the mainframe.
Groupware collaboration tools. During the mid 1980s, a group of manufacturers
started a movement toward what are called open protocols (Derfler, 1996). At the same time,
network operating systems were created to share printer and disk resources. In the 1990s,
Derfler said, developers introduced new categories of software called workgroup software.
These programs made it easy to search for, organize, and link data from documents,
spreadsheets, and databases so that it can be shared. The use of electronic forms and
workflow routing was introduced in later versions of these programs. Gralla (1996)
described how the first major workgroup software for personal computers, called Lotus
Notes, was installed in thousands of corporations including half of the fortune 100
companies.
The competition for fully functional groupware platforms is currently dominated by
three players according to Roberts (1997): Lotus Domino/Notes, Microsoft's Active Platform
51
document.doc
with Exchange 5.0 as the messaging and groupware engine, and Netscape's Communicator
client suite and attendant server. Roberts described, in detail, the advantages of each solution.
If a form or document needs routing, sign off or workflow functions, Lotus Domino is the
obvious choice according to Roberts. The advantage of Microsoft groupware is tight
integration of all the necessary pieces, including Microsoft Word, Microsoft Excel and
Microsoft Access. All of these applications share information with exchange with relative
ease. The advantage of Netscape is found in its utilization of purely open non-proprietary
standards. This allows functionality improvements from third party software developers
without risking incompatibility with proprietary standards.
Several authors, including Fontana (1996), Gralla (1996) and Roberts (1997) agreed
that the implementation and adoption of groupware in corporations has proven successful in
a limited number of cases. In a study sponsored by UCLA and Arthur Anderson in Nov.
1996, 65% of organizations surveyed still use groupware for its most basic communication
function; sending and receiving e-mail (Cox 1996).
According to the same study, only an average 12% used groupware for the functions
it is created for: scheduling, process workflow and knowledge management. According to
Cox (1996), the majority of companies using groupware are clearly failing to tap the full
potential of collaborative computing including the use of electronic forms and workflow
management.
Despite the current problems identified with the adoption of groupware functions, all
authors stated a firm belief in the growth of collaborative computing in the near future.
Cortese (1996) claimed in five years, the term Web groupware will be redundant. These
sophisticated, according to Cortese, Intranet applications will let employees fill out electronic
52
document.doc
forms, query corporate database, or hold virtual conferences over private webs. Roberts
(1997) concurred claiming Intranets, by nature, create environments in which workers want
to collaborate. Roberts quoted Harry Fenik, a groupware analyst at Zona Research saying
“Collaborative computing is simply going to become the way we all work, inculcated into a
lot of different products. It won't be a discrete thing you buy. The Intranet will consume this
philopsophy” (p 9).
Advancements in web programming. Any review of technological trends affecting
the implmentation of business forms on Intranets would not be complete without a summary
of the current trends in programming and coding of information on web servers. This
summary includes a discussion of the following components used in web publishing: JAVA
programming language, Active X from Microsoft, and Common Gateway Interface (CGI)
scripting.
Wilder (1996) spotlighted a fundamental change in the development of web servers
and HTML pages. “We’re past the crawling and the walking stage,” Wilder said “but the
running stage is mission critical applications and those require the use of advanced
programming languages that are designed for web development” (p. 20). Dragon (1997)
described JAVA as a programming language like C++, not a page description language such
as HTML. According to Dragon, the programming language, originally developed by Sun
Microsystems, has evolved from a tool for improving the appearance of web sites, to the next
great platform for Internet/Intranet computing (p. 100). Currently, Dragon continues, the
most widespread use of Java is on corporate Intranets, where developers have employed it
for creating applets. Applets are interactive page elements or basic applications viewed
within a browser.
53
document.doc
ActiveX, as Rahmat (1996) explained, is a group of object-oriented components that
form a layer of programming between the API and the actual application. An ActiveX
component is described as a control, which represents an interactive template for how an
object acts. An object within ActiveX can be almost anything: a JAVA applet, a C++
program, a piece of animation. The ActiveX control, Rahmat continued, sets up the object as
an interactive entity within a web page. These controls enable forms developers to utilize
existing forms created in everything from word processing programs, desktop publishing
programs and proprietary forms design packages. Given the proper ActiveX control, all of
this content can easily be published to the web site complete with links to back end databases
for the capturing of input information.
It's been almost two years since Sun Microsystems introduced JAVA programming
language, and one year since Microsoft introduced ActiveX - but it appears that developers
have yet to widely deploy either technology in web development (Levin, 1996). The
dominant development method of Intranets is the Common Gateway Interface (CGI).
Developers write CGI scripts to connect web-based forms with back-end databases. As Levin
reported, a research study by Jeff Winchell, a software architect at Application Methods,
found of the 30 million web pages searched, 33% are using CGI scripts. Less than 0.1% are
using JAVA. Less than 400 pages total were found to contain ActiveX controls.
Management Trends Affecting Intranet/Business Forms Convergence
The most common mistake of many information technology professionals is their
tendency to consider only the technological factors involved in the introduction of new
systems into an organization. This oversight of the management and workflow factors
involved in systems implementation has contributed to the friction between information
54
document.doc
technology and business forms professionals (McGovern, 1997). The examination of current
management trends pertinent to Intranet/Business Forms convergence helps to clarify the
process for implementation. The trends considered relevant include: (a) Change management
(b) Growth of virtual organizations and (c) Advancements in telecommuting.
Change management. Change is the business environment of the 1990s according to
Fishman (1997). Change management is the process of realigning business processes,
including marketing, production and distribution, to meet the rapidly changing needs of the
business markets (p. 66). Change, Fishman asserted, is the business equivalent of a
professional baseball learning to play professional football one week and ping pong the next.
Fishman attributed the advances in the speed of change to the increasing pressures of the
growing world economy. He also attributed increasing change to developments in global
telecommunications technologies (p. 66). Sheff (1997) concurred with these assertions in
describing the characteristics of change. Sheff stated change is no longer a “program”
instituted by organizations but an everyday way of survival. Instead of an external program,
Sheff argued, change is intrinsic to business, an integral expression of how any successful
business operates. It has transcended any particular corporate department and become the
responsibility of every employee in the organization. The successful management of change
is dependent on three factors: the capabilities and characteristics of change agents, the
resistance of people and systems to change and the tactics employed by change agents to
minimize resistance and facilitate change.
Within any healthy organization there are those individuals who make change a part
of their every day responsibilities, Fishman (1997) said. They are change agents - but only as
a way of working, not as an actual job title. Creating change is a skill. But getting things
55
document.doc
done and moving the business is the passion (p.67). Change agents, Davenport (1997)
asserted are inherently focused on a vision of how the organization will look when the
changes are complete. Hildebrand (1997) added an external focus to the list of requirements
for change agents. Peter Drucker, quoted in Hildebrand’s article, reminded change agents
that business results from change functions are only visible outside the organization.
Fishman (1997) concluded his list of requirements by stating change agents must be willing
to be subjected to a higher level of scrutiny and a tougher standard of judgement from those
above and below them in the company structure.
Sheff (1997) said, when people hear that someone is going to "change them," they
have an instinctive reaction: resistance. Fishman described three general rules to the
inevitable development of resistance in the organization. The first is to expect resistance to
change. Second is for the change agent to not take resistance personally. And third,
understand that resistance is rarely communicated overtly. Fishman quoted Bob Knowling, a
US West executive and change management specialist, relating the announcement of change
initiatives to “painting a target on your chest” (p.66). Fishman went on to describe
Knowling’s acknowledgement of resistance and tactics used to reduce this resistance.
Change management asks employees to examine the value they bring to the
organization. Involving the employee in improving their value to the organization through
change helps reduce the fear employees often associate with change (Fishman, 1997). Sheff
echoed Fishman saying successful change management is dependent on preparing people for
change Using a collection of resources including videos, seminars and training on new
procedures, change agents create opportunities for people to change without forcing it on
them. For change management to take hold in an organization, Fishman said, change must
56
document.doc
also be linked explicitly to real performance goals, and it has to be entrusted to people who
understand the business first and change second. Along with securing the support of senior
executives, all authors agreed that the most important tactic in change management is the
creation and cultivation of an informal, self-organizing communications network within the
corporate hierarchy.
Growth of virtual organizations. The virtual corporation involves multiple
organizations acting as a single entity (Dickey, 1996). It is an organization without
boundaries - between its own divisions, between organizations in similar or related fields,
between an organization and its suppliers or customers, and even between the organization
and its competitors (p. 21). For the first time, Maloff (1995) claimed, employees located in
different parts of the world can communicate with one another in a timely and cost-effective
manner. Customers in New York can view products sold in Toronto, Oslo or San Paolo and
can purchase them online. Sales personnel can log on to a proprietary computer system
thousands of miles away, conduct a real-time demonstration or enter an order for a client
immediately. Bernard (1996) agreed stating many of the technological obstacles to virtual
corporations have been overcome. What remains, Bernard continued, are the cultural
obstacles. Bernard pointed out that it may seem frightening for employees to share
proprietary information. But once the opportunities that are offered by the virtual corporation
are understood, he added, organizations of all sizes will be eager to embrace this concept.
The technology framework required for the virtual organization includes familiar
elements like E-mail, videoconferencing, workgroup and forms-based workflow applications
(Dickey, 1996). All of these systems must be extended outside the local area network to
companies linked through dedicated telecommunications channels. Increasingly, these
57
document.doc
capabilities must also be accessible on Intranets and over the Internet (p. 21). These
technologies provides the foundation for the virtual corporation to act independently of
locations and time zones, both within the company and with alliance partners, with all
participants working together to achieve a particular goal.
In the virtual corporation, Dickey continued, managers think in terms of projects that
accomplish corporate goals, not in terms of what jobs people have or what departments they
are in. Projects are staffed by competent people, regardless of whether they are part of the
corporation or come to the project from an outside organization. Most important in today's
business world, Currid (1996) added, the virtual organization can reorganize itself quickly to
meet the needs of a changing marketplace. Outsourcing everything that is not part of the
organization’s core competency is something people have been talking about for years. The
higher costs of “renting” production and management capacity as opposed to buying must be
weighed against the benefits of agility in responding to increases and decreases in market
demand.
Sandler (1997) spotlighted Trufish, a frozen fish distribution company, as one
example of a truly virtual organization. They have no headquarters and a small sales staff
telecommuting from across the United States. Their products are manufactured in a
subleased sardine factory in Lubec, Maryland, warehouse space is leased in Tewksbury, MA,
and distribution functions are performed in a rented office in New York City (p. 8). Having a
virtual corporate structure allows a company, like Trufish, to focus on each business unit
individually without being encumbered with improving underperforming units. If production
is a problem, a virtual company can shop for better facilities and workforces without the
responsibilities of traditional real estate and payroll. Warehouse space rates can be evaluated
58
document.doc
on an annual basis. And the virtual structure inherently allows for the quick implementation
of changes to organizational structure (p. 10).
Currid (1996) noted, some observers believe that supply chain integration will be
extended a step further. To really operate as a virtual enterprise, the organization needs to
push beyond supply integration and into demand chain integration. Demand chain integration
extends the supply chain all the way out to the end consumer. In effect, the consumer
becomes part of the virtual enterprise. The Internet, Sandler (1997) added, will be the key to
expanding future demand chains to include customers. For example, a vendor could
download product configuration and order entry applications over the Internet to a
customer's PC. The customer would then have the same capability that any of the vendor's
customer service representatives have to select a product and enter an order. This level of
interactivity inherently involves an advanced strategy for business forms development on
web servers (p. 9).
Advancement in Telecommuting. Caldwell (1996) defined telecommuting as
connecting to a company network from a variety of loosely coupled workplaces, including
the home office, remote offices not possessing WAN capabilities, client locations, and hotel
rooms. Caldwell added the impact of telecommuting is more cultural then technical. The
technical components of telecommuting, Caldwell (1996) claimed, include the physical
connection between remote systems and access to advanced collaboration and
communications tools. Caldwell accentuated the need for collaboration tools to include
access to electronic business forms to communicate with home offices. The cultural
acceptance of telecommuting has changed the definition of “work.” Work is becoming
something a person does not a place the person goes to. Sheparco (1996) agreed with
59
document.doc
Caldwell adding that telecommuting programs can provide a competitive edge in attracting
workers. In many cases, companies participate in telecommuting to retain workers who
might otherwise leave.
One impetus for telecommuting, Shaperco (1996) said, has been environmental laws
such as the Federal Clean Air Act, which are encouraging and, in some cases, forcing
corporations to create telecommuting plans. Companies, however, have other reasons to
embrace telecommuting: it enables them to reduce overhead and to mobilize their work
forces quickly and efficiently. Many find that employees are more likely to work extra hours
and on weekends if they don't have to drive to work. Caldwell (1996) said employees
working out of their homes gain flexibility in their schedules and avoid time-consuming and
aggravating commutes. A recent example, Sheparco continued, of an alternative work
scenario occurred during the 1996 Summer Olympics, when many people setup remote
offices in Atlanta. According to pollsters for Symantec Corporation, 70% of those polled
said they were more productive telecommuting during the Olympics than if they had been in
the office. Sixty percent of these individuals said they focused better and 98% said they
would try telecommuting again.
Wreden (1996) cited the example of Georgia Power company. When 15 employees
at Georgia Power set up shop at home, the company reduced that office’s leasing
requirements by two-thirds, which resulted in a $100,000 annual savings. When the
employees are in the office they are given temporary offices complete with a computer,
phone, desk and chair. These workers also maintain access to full secretarial support and a
conference room. This concept of office “hoteling” is gaining acceptance as an integral
component of the telecommuting workstyle. The benefits of telecommunication initiatives at
60
document.doc
Georgia Power, Wreden summarized, are substantial. Employee productivity has increased
10 percent, according to company studies and fewer sick days are being reported. Employees
are saving an average 1.5 hours in commute time, while saving 3,200 commuter miles every
day.
Literature Review Summary
This extensive literature review exemplifies the complexity of issues surrounding the
integration of business forms on corporate Intranets. The range of knowledge required to
successfully merge paper forms and Intranets is clearly beyond the capacity of any one
person. This fact further demonstrates the need for business forms and information
technology professionals to work together to achieve business forms and Intranet integration.
To this end, the following chapters identify the critical pieces of knowledge that must be
shared by business forms and information technology professionals for them to successfully
communicate and achieve corporate communication and information processing goals.
61
document.doc
Chapter 3
Methodology
This research was conducted for business forms and technology managers who are
interested in implementing business forms management on corporate Intranets. This thesis
was written to help business forms and information technology managers better understand
each other’s area of expertise. With this understanding, perhaps the two areas could work
more closely together to implement effective intranet-based business forms management
solutions.
The research methodology was completed in three steps. The first method was the
research and writing of a literature review. The results of this method are contained in
Chapter Two. The second method was the formation of questions and interviews with
business forms and technology managers involved in projects implementing business forms
on Intranets. These questions centered on the identification of issues and factors to be
included in a primer for each group.
The third method involved the formation of two primers. One primer describes the
discipline of modern business forms management using terms technology managers can
understand. The other primer describes the technology factors involved with Intranets using
terms business forms managers can understand. These factors were limited to only those
which pertain to the implementation of business forms on Intranets. These interviews along
with the information in Chapter Two provided the foundation for the development of the
primers for each group. Each of these primers was presented to two respondents, one from
each group who participated in the interview method. These individuals provided feedback
62
document.doc
on the content of the primers. The primers were then revised with their suggestions and are
included in the Appendices.
Methodology Issues
The thesis problem statement in Chapter One described the need for business forms
and information technology managers to establish a common framework of understanding
between their respective disciplines. To meet this need, a series of interviews were conducted
with both business forms managers and information technology managers who are currently
involved in implementing business forms with Intranet technology. These interviews were
structured to identify the methods used by business forms and technology managers to
communicate their requirements for the implementation of business forms on Intranets.
These interviews were also used to identify the information each group feels the other group
should understand to effectively collaborate on Intranet forms projects. The structure of these
interviews is described in the next section.
The interview respondents identified several key areas of business forms management
and intranet technology for inclusion in each primer. The information from the interviews
precipitated further research into areas identified by each group as necessary for inclusion in
the primers. Each primer was written in the same format. The primers were presented
together to the selected respondents for their input on both primers. The accuracy of these
primers was further strengthened by asking a representative from each group to review both
primers. This allowed for adjustments based on the perception of the intended audiences.
Method 1: Literature Review
This method included an extensive review of current information found in books,
magazines, and newspapers. This information was gathered by reviewing thirty-seven
63
document.doc
weekly, monthly and quarterly publications. Most of the information was gathered from
current industry trade magazines focusing on information technology, information
processing and business forms management. The literature provided the historical context
from which the current trends in business forms management and Intranet technologies
developed. The literature review also described the tension which can arise between
information technology and business forms professionals due to their overlapping
responsibilities and lack of understanding of each other’s area of expertise.
Beyond the historical context, future trends affecting Intranet and business forms
development were also reviewed. Discussing the convergence trends of these industries
demonstrates the need for business forms and technology managers to collaborate effectively
in Intranet forms development. This method identified the issues that may be addressed in
the formation of interview questions for business forms and technology managers.
Method 2: Preliminary Interview
The minimal criterion for the prospective participants in the interview group was
some experience with business forms and Intranets. Since the existence of advanced
implementations of Intranet-based business forms is severely limited, the initial requirement
that the participants have fully functioning Intranet business forms experience was
abandoned in favor of applicants having both business forms departments and Intranets. The
prospective participants were further narrowed based on their involvement in the strategic
management of their respective departments.
The main goal of the interviews was to identify the issues business forms and
technology managers felt were important in the implementation of business forms on
Intranets. The interview questions explored areas of agreement and disagreement between
64
document.doc
business forms and technology managers. The researcher used open ended interview
questions in an attempt to find issues, not addressed in the literature review, which required
inclusion in the primers. The interviewer allowed the managers the opportunity to describe
and discuss their experiences in the implementation of business forms on Intranets.
Additional explanation or closed ended questions were employed when the managers lacked
an understanding of a question or the interviewer was needed to clarify a particular response.
The questions covered four separate areas. The first group of questions were intended
to provide the interviewees an opportunity to discuss their experiences with business forms
on Intranets within their organizations. The second group of questions explored the factors
surrounding the implementation of business forms on Intranets. Business forms managers
were asked to help identify the management characteristics which ensure the success of an
electronic forms implementation. Technology managers were asked to help identify the
critical technological factors which enable the growth of business forms on Intranets. The
third area evaluated the respondents views on current business and technological trends
affecting the implementation of business forms on Intranets. The final group of questions
asked these individuals to help develop a list of issues to educate each department on the
fundamentals of their area of expertise. Finally, both groups were provided the opportunity
to list any remaining concerns or considerations not asked in the interview questions.
All the interviews were structured identically for each of the two groups. Each took
place in one meeting lasting approximately 30 minutes. The interviewees were each asked a
series of demographic questions before commencing with the open ended interview
questions. Profiles of all participants are listed in Chapter Four. All participants were offered
anonymity for themselves and/or their organizations.
65
document.doc
Method 3: Primer Publication
In the process of the literature review it became clear that tension often exists
between business forms and Intranet managers. This tension is magnified in the
implementation of business forms management on Intranets. During this implementation,
these two groups are dependent on each other for the successful integration of Intranet
technologies and business forms processes. Their ability to communicate is often hampered
by their lack of understanding of each other’s area of expertise. In many cases these factors
have led to conflict and power struggles thus decreasing the ability of a company to
effectively implement Intranet forms. The goal of this method is the development of two
primers; each designed to educate business forms and Intranet managers on the requirements,
processes and benefits of each discipline.
These primers each have three elements: (a) an introduction describing the rest of the
guide (b) basic information on the technologies and trends affecting business forms and
Intranets (c) a list of issues to consider in the implementation of business forms and
Intranets.
The introduction of each primer defines the goal of each and the intended target
audience. The primer developed for business forms managers was developed from the input
of information technology professionals. The primer is intended to educate business forms
managers on the technical, workflow and organizational considerations of business forms
management on Intranets from the viewpoint of information technology professionals.
Likewise, The primer developed for information technology professionals is intended to
educate information technology professionals on the technical, workflow and organizational
66
document.doc
considerations of business forms management on Intranets from the viewpoint of business
forms professionals.
As a confirmation component for each primer, one interviewee from each group was
chosen to review both primers. By reviewing both primers, each individual was provided the
opportunity to review the information. The primers were both written in the same format and
were distributed together to each of the original respondents for their review and
consideration. After reviewing the draft primers, each professional provided feedback to
identify areas of improvement in the primers.
The final stage of the methodology consisted of summarizing the research. In Chapter
Four, the information obtained during the research methodologies is summarized and
analyzed in the presentation of the final primers which appear in the Appendices.
67
document.doc
Chapter 4
Results
The objective of this thesis was to introduce the discipline of modern business forms
management to information technology managers and conversely introduce business forms
professionals to the technology factors affecting the implementation of business forms
management on Intranets. To achieve this objective the interview method was utilized at a
conference of business forms and information technology professionals in Washington, D.C.
September 7-9th 1997. Basic demographic information of each respondent is listed in
Appendices.
General Demographics. In order to classify the respondents as representational of the general
population of business forms and information technology professionals, a series of six demographics
questions were posed to each respondent. The data from these responses is summarized in the table below.
The full responses are listed in Appendices.
Area of Expertise Business Forms Info Technology8 6
# of Employees <10,000 10,000-50,000 >100,0005 5 4
Years Using E-Forms 1-3 years 4-7 years 7+ years5 6 3
Years Using Intranet 1-3 years 4-7 years 7+ years14 0 0
# of Business Forms 0-2,000 forms 2,001-5,000 forms 5,001+ forms7 5 2
% with Intranet Access 0-30% 31-60% 61-100%11 2 1
Table 1: Respondent Demographic Information
The number of business forms managers was greater due to one respondent asking to
be reclassified from the information technology group to the business forms group after the
interviews were completed. The number of employees, a general indicator of the size of an
organization, was evenly distributed between the author’s definition of small business
68
document.doc
(<10,000 employees), medium (10,000-50,000 employees) and large corporations (>100,000
employees). Although the number of years respondents had been utilizing electronic forms
was spread evenly between 1 year to 7 years or more, no respondent has been using Intranet
forms technology for more than three years. This was underscored the immaturity of this
technology as compared to the long history of electronic forms software. The number of
business forms in an organization increased directly and predictably with the size of the
organization.
Perhaps the most interesting statistics in the demographics, is shown in the
percentage of employees with access to the company Intranet. No company reported 100%
access to the corporate Intranet. The respondent with the highest percentage reported 90%
access by employees. Most (11) reported less than 30% of employees have access to the
company Intranet including 7 stating 10% or less employees have access. Many respondents
stated their companies are working diligently to increase this percentage as the use of the
Intranet grows.
Experiences with Intranet forms integration. As described in Chapter 3, the remainder
of the interview questions were separated into four sections: experiences, success factors,
trends, and education. The first of the experience questions asked respondents to describe
how the implementation of business forms on Intranets has either improved or strained the
relationship of information technology and business forms professionals. The responses to
this question are best represented by separating them in to positive and negative quotations as
shown in the Table 2 below. These quotations summarize the general comments of all
respondents.
69
document.doc
Positive Negative“IT is so tied up with other things, they are happy to see business forms people come in to help.”
“The IT department continues to overlook the value of business forms in the scope of business process design.”
“Business Forms Managers want to get the greatest number of electronic forms to the greatest number of people; the thin client nature of an Intranet makes that possible.”
“We have hundreds of HTML forms managed by the individual process owners. IT managers are not consulting with business forms managers for the design or administration of these forms.”
“Our IT department realizes the value of gaining the input of business forms managers to structure their forms properly.”
“The Intranet forms business case if routinely being made by IT without the input of business forms department.”
“Our IT department is working hand in hand with business forms to publish and make all forms available on our Intranet through an FTP server located in the business forms department.”
“There is a concerted effort on the part of information technology to fold the business forms managers under their department but culturally the two operate more effectively as a separate unit.”
The essence of workflow is the synergy of traditional process design including the form as one medium of communication, with technology which is opening up new methods for this communications.”
“Business forms has lost credibility due to a heavy need for infrastructure upgrades to support their initiatives. We are preceding with our workflow initiatives independently of their needs.”
Table 2: Respondent Quotations
Although the responses ranged from confrontational to synergistic, the majority of
respondents agreed the future of business forms is dependent on the interactions between the
two groups. The majority of respondents were also positive on the future interactions of
business forms and information technology managers. The majority of negative experiences
appeared to be centered on the control of Intranet-based business initiatives.
The second interview question asked the respondents to expound upon these
experiences by describing their goals for Intranet-based business forms. Three goals
appeared in the majority of responses. Six respondents mentioned the need to maximize the
thin client architecture of Intranets by developing browser based forms. Seven respondents
cited a need for significant infrastructure upgrades to extend access to the Intranet to all
employees. The third goal of most respondents was to identify a software platform for
Intranet-based forms development. Three information technology professionals voiced a
preference to keep Intranet-based business forms design independent of a specific software
70
document.doc
platform. These respondents emphasized their desire to use standard HTML to connect
Intranet forms to backend databases using common gateway interface (CGI) or other
database connectivity solutions. Business forms managers, however, justified the use of a
standard business forms design software by citing a need to build upon current investments
in electronic forms initiatives and manage version control of existing forms.
Success factors identified. Questions 3 and 4 of the interviews assessed the factors
making Intranet-based business forms successful. Question 3 asked respondents to name a
form particularly well-suited for use on an Intranet. The most common response, named by
seven respondents, indicated expense reports to be the most suitable form for use on an
Intranet. Five respondents said any form used throughout the organization was well-suited
for the Intranet. Interestingly, these five respondents’ companies average less than 15%
employee access to the Intranet. The other two respondents said only forms not requiring
security measures or signatures could be used on the Intranet.
Security measures and signature requirements were mentioned more frequently in the
next question which asked respondents to identify the characteristics to consider when using
a business form on the Intranet. Assessing all responses, a polarity developed between
respondents considering the particular business form independent of the business process and
those who considered the business form as one component of that process. More importantly,
this division appeared to be indicative of differing perspectives between business forms and
information technology professionals. Six business forms professionals stressed the need to
consider the entire business process being served by the business form. Conversely, four
information technology professionals described the technical considerations of individual
forms. These considerations included access to the Intranet of necessary users of the business
71
document.doc
form. Other considerations included security, signature and routing characteristics of a
particular form.
Business forms professionals responded to the characteristics question by describing
the characteristics of the business process utilizing the form. These respondents discussed
those forms which are used in conjunction with other forms in a process which could be
combined when used on an Intranet eliminating steps in a process. One business forms
professional described a process for completing a transaction requiring the use of two
separate forms with many common elements between the two forms. The form was
converted to an Intranet-based form. The Intranet form, therefore, enabled a reduction of two
business days in the process.
Intranet business forms trends identified. The next set of questions identified the
trends affecting the development of business forms on Intranets. Due to the rapidly evolving
nature of business forms development on Intranets, each respondent was asked to estimate
the percentage of business forms which will be integrated into the Intranet one year from
today. The responses to this question varied greatly as did the interpretation of the word
“integrated.” Some respondents indicated that a simple forms library did not constitute
“integration” of business forms into the Intranet. This attitude appeared more prevalent in the
business forms managers. Four Information technology managers, conversely, asserted any
method of accessing a form on an Intranet qualified as integration.
Information technology professionals, in general, qualified their estimates based on
the underlying technology factors of providing access to the Intranet. Business forms
managers qualified their estimates in terms of training and business process reengineering as
the facilitating factors of business forms integration into Intranets. Analyzing all responses
72
document.doc
using the percentage of Intranet access as a variable, those reporting a low percentage of
Intranet access in their respective organizations predictable reported a lower probability of
business forms conversion (See Figure 1 below). Five respondents with 10% or less Intranet
access, estimated less than 20% of their forms will be accessible on the Intranet in 1 year.
Figure 1: Correlation of Business forms integration with Intranet Access
Building on the respondents estimation of business forms integration on Intranets,
each respondent was asked to identify the management or technology trends affecting the
development of business forms on Intranets. The management issues echoed current trends in
organizations development. Six respondents cited trends in business process redesign. Terms
including process automation, reengineering and benchmarking were used by both business
forms and information technology professionals as having a great impact on the integration
73
document.doc
of business forms on Intranets. One respondent described how information technology staff
is being distributed to work directly in the business units to interject technology into the
design of every business process. Competition, changes in regulation, business mergers were
also cited by multiple respondents as motivating a move to business forms on Intranets.
The cost of infrastructure upgrades and a shortage of staff were most often cited as
technology trends affecting the development of business forms on Intranets. Infrastructure
upgrades include the upgrade of existing PCs to support Intranet access and providing new
access to employees currently using only paper-based forms solutions. While some
respondents described infrastructure upgrades as an inhibiting factor to business forms on
Intranets, other respondents described how the thin client architecture of the web browser is
streamlining the deployment of business forms on Intranets over traditional client/server
solutions. One business forms professional described a situation where information
technology deployed their Intranet business forms project in 1 business day. The same
project had previously taken three months when the form was produced in a proprietary
business forms design package requiring the installation of client software on over 300
desktops.
Three additional technology trends were mentioned by multiple respondents. The
emergence of the JAVA development language was cited by respondents as providing a
robust programming language independent of a specific computer platform or operating
system. The emergence of new incarnations of HTML scripting was described by two
respondents as providing forms designers the ability to design templates for forms that can
be utilized in multiple forms. Lastly, the issue of network, workstation and personal security
were reported to be an important part of business forms development on Intranets. Four
74
document.doc
respondents stated any forms requiring a signature will never be converted to a full Intranet
workflow.
Educational issues of intranet business forms identified. The final set two questions
were designed to compile information to educate business forms and information technology
professionals in their respective disciplines. The first of the two education questions asked
respondents to supply their definition of an electronic form on an Intranet. In following the
previously established pattern, business forms professionals’ answers emphasized business
process and workflow. Information technology professionals also followed their pattern
referring to the technology components of the electronic forms.
Although these responses covered a wide spectrum, four points were reiterated by
several respondents. First was the characteristic of an electronic form as a digital tool for
data collection. The six respondents citing this definition explained the importance of
defining the form in terms of its purpose in an business process. Building on this
characteristic, three respondents defined a second characteristic of business forms on
Intranets as a communications tool in a coordinated workflow process. One respondent
described how the digital nature of these forms enables the workflow to not only be
streamlined but altered to include suppliers and customers in the workflow for greater
efficiencies.
A third characteristic, cited by four respondents in the definition of business forms on
Intranets, is their function as a container of information to be stored and archived as an
individual set of data. This was an important distinction for both business forms and
information technology professionals. Business forms professionals stated the need for
business forms on Intranets to be indexed and archived according to the rigid legal and
75
document.doc
business requirements currently placed on paper forms. For information technology
professionals the container concept of business forms on the Intranets draws in important
distinction between business forms and interfaces to databases. It is important to note that
while five respondents included this distinction in their definition, three respondents defined
business forms specifically as interfaces to databases of information. One respondent
described business forms on Intranets as the front end application to databases as the backend
application.
The fourth defining characteristic of business forms on Intranets concerns the format
and conditions under which a form is printed. This was perhaps the most contentious for the
respondents and for development of business forms on Intranets in general. Seven
respondents cited the issue of printing in their definition of a business form on an Intranet.
Their responses varied based on the functionality spectrum of business forms on Intranets.
One respondent described a point in this spectrum at which they “bail out” in publishing
business forms on Intranets. One respondent, for example, limited his definition to blank
copies of forms available on the Intranet for printing and completion by hand. At the other
end of the spectrum, one respondent defined a business form on an Intranet as any form she
“never has to go to a filing cabinet to get.” One respondent appeared to balance the
competing viewpoints with her definition being any form that is not previously printed on
paper for completion.
The final question intended to directly assess the issues which information
technology and business forms professionals need to understand to successfully implement
business forms on Intranets. All respondents were asked to place themselves in the position
of training representatives from the other group. They were then asked to talk about what
76
document.doc
would be the major points of their training. All respondents answered this question at great
length. The responses were then synthesized into five themes for each group.
Examining the responses from the business forms professionals, every response
included mention of the need to understand the form in the context of the entire business
process. One respondent summarized the responses of the group asking information
technology professionals to realize that the value of business forms on Intranets is not in the
elimination of paper but rather the streamlining of the entire business process. The second
consideration cited by business forms professionals is to help technology professionals
understand forms on Intranets are still the property of the business unit sponsoring the
creation and continued usage of the form. Too many times, one forms professional stated,
information technology ignorantly change the variables of an Intranet form without
consulting the business unit using that form on a daily basis.
A third consideration cited by forms professionals is a need for information
technology professionals to understand the basic components of forms management
including replication, storage and versioning. Building on this point is the fourth
consideration of technology professionals to understand the business, security and legal
requirements of a business forms. One respondent cited cases where IT has developed a
forms application, published it and had users actively populating it with data before a
realization was made that the legal reproduction of an original of the form required the form
to be paper-based. She stated automating a form on the Intranet does not circumnavigate the
legal requirements. The final consideration stated by business forms managers is that
information technology professionals understand human nature’s resistance to change.
“People,” one respondent noted, “are used to using paper.” “When you can give people an
77
document.doc
electronic representation of something they are used to seeing on paper,” she said “they’re
resistance to change is significantly reduced.” Furthermore, the consistency of the web
interface of Intranets further reduces that resistance.
Information technology professionals cited the understanding of web technology as
the biggest need of business forms professionals. One respondent described the use of
HTML, JAVA and browser development as analogous to learning a common language which
both groups can utilize to bridge the gap in communications. Second to this need,
information technology professionals stated the need for an understanding of basic desktop
applications. Some respondents communicated their frustration in dealing with business
forms professionals who do not see the difference between a form created in a word
processing program from one created in a spreadsheet application.
A third consideration for business forms managers is the understanding of normalized
data structures in database development. Respondents expressed a lack of understanding on
the part of business forms professionals in the technical possibilities and constraints in
connecting a business form on an Intranet to a backend database. A fourth need for business
forms professionals is to understand the benefits of intelligence features of forms on
Intranets. These features include drop down list, auto-entered information and limits and
integrity checking on user entered values. The final consideration for business forms
professionals is the need to understand the technical components of workflow automation on
Intranets. Using email routing features and business rules to automate and streamline the
flow of communications throughout an organization is one long understood by technology
professionals but often times not used in business forms development.
78
document.doc
Chapter 5
Conclusions
Throughout this research and completion of this thesis, both information technology
and business forms professionals have described in great detail the importance of their role in
streamlining and automating businesses processes in an organization. If their goal is mutually
shared then why are their efforts and interaction often so negative? Unfortunately, in the
author’s opinion, these two camps are joined in a death struggle for the information
processing soul of the organization. Their conflict is often confusingly immature given the
enormous potential for synergy in working together. The sincere hope of the author is that
this thesis will provide a teaching tool for each to understand the importance of the talents
and expertise of the other. Also, it is my hope that the primers on business forms
development and Intranets will compel members of these groups to embark upon an earnest
examination and study of the other’s discipline.
The most enlightening conclusion of this research has been the amount of
commonality of purpose between information technology and business forms professionals.
This commonality, however, is in sharp contrast to their background and cultures.
Information technology professionals, and Intranet content developers in particular, are the
“new kids” on the block. They have little experience in the terms of precedents or established
standards. Likewise they are considered a part of every business department and function
due to the ubiquitous nature of corporate Intranets. Still, Intranet development is rarely held
to the vigorous return on investment standards normally considered for other process
changes. The pressures placed on IT professionals to produce, however, is real. Operation
managers, often referencing anecdotal evidence of incredible automation improvements in
79
document.doc
other companies, expect information technology professionals to generate vast improvements
within incredibly short development cycles. The vast potential contained in an array of high
power applications is limited by their relative inexperience in examining the intricate
interrelationships of the business processes of an organization.
This examination of interrelated business processes is the strongest characteristic of
the business forms professional. Their ability to parse business functions and design a
communications tool to process information is steeped in traditions dating back to World
War II. Their work is influenced heavily by their ability to justify each initiative in its return
on investment to the company. Although their work is utilized in all areas of an organization,
they are often relegated to the status of operational overhead instead of a strategic advantage.
Their skill and ability to improve business processes through the use of electronic business
forms has been hindered by the difficulties in deploying traditional client/server based
electronic forms: a problem made obsolete by the introduction of Intranets.
The interdependence of business forms and technology professionals is evident and
inevitable. One recommendation for readers of this thesis is the formation of cross functional
teams of information technology and business forms managers charged with the common
purpose of designing information processing systems for the entire organization. This forced
combination of the two departments may alleviate some if the competition and duplication of
effort. At a minimum, however, it is recommended that departments use the two primers to
become informed as to the nature and functions of each department and work to implement
them in their department.
As for recommendations on future research, the author is interested in seeing research
on organizations combining these two departments in a single department. The research
80
document.doc
could compare the development time and relative efficiency information processing and
compare and contrast that to companies who maintain separate information and business
forms departments.
While automating forms, records and workflow on Intranets, technology and business
forms professionals must realize that none are ends in themselves. They are part of an
ongoing process whose ultimate goal is to provide clients with the data and information they
need to function effectively in an ever-changing business environment. In the forseeable
future it is inconceivable that organizations will be able to so away completely with the use
of paper. Consequently, both information technology and forms people must apply their
unique talents, as members of the same team that includes their business client. And to the
extent that this integration of business forms on Intranets is successful so to will be the
organization.
81
document.doc
References
Angwin, J., (1997, February 16). Extranets provide data to customers suppliers.
Minneapolis. MN. Star Tribune, D5.
Baker, R., (1996, February 1). Are electronic forms available for business?. Best's
Review Life Health Edition. 86.
Barnett, R., (1996, August 1). E-forms: Traps for novices. Infocus. 7-14.
Bernard, R., (1996). The corporate intranet. New York. NY. John Wiley and Sons.
Bickel, R., (1996, March 1). Building Intranets. Internet World. 71-76.
Booher, D., (1986). Cutting paperwork in the corporate culture. New York. NY.
Facts on File Publications.
Borsook, P., (1995, February 1). Demolition man. Network World. 25-30.
Bradner, S., (1995, November 13). The Web: Not just for the Internet. Network
World. 25.
Brown, P., (1996, July 1). You'd better get used to 'net bottlenecks.
CommunicationsWeek. 26.
Caldwell, B., (1996, April 8). Client Server: Can it be saved?. InformationWeek. 36-
44.
Callahan, J., (1996, November 1). E-forms leverage existing corporate technology.
Portland. OR. In Focus. 1-7.
Caron, J., (1996, September 2). Intranet: What's the word?. Lan Times. 8.
Chin, T., (1997, February 1). Where do VANs fit in?. Health Data Management. 33-
34.
82
document.doc
Cortese, A., (1997, February 24). A way out of the web maze. Business Week. 95-
108.
Cortese, A., (1996, February 26). Here comes the intranet. BusinessWeek. 76-84.
Cox, J., (1996, May 13). Users stretch Web to access corporate data. Network World.
36.
Coy, P., (1997, August 26). Has the net finally reached the wall. Business Week. 62-
66.
Craine, K., (1997, March 1). Paper remains a key business technology. In Focus. 5-7.
Currid, C., (1996, July 29). The power of intranets. InformationWeek. 80.
Curtis, C., (1996, September 9). EDI over the internet: let the games begin.
Communications Week. 59.
Davenport, T., (1997). Information Ecology. New York. NY. Oxford University
Press.
Derfler, C., (1993). How Networks Work. Emeryville. CA. Ziff-Davis.
Dickey, S., (1996, May 1). Enterprises without boundaries. Beyond Computing. 21-
24.
Dorshkind, B., (1997, January 20). NC Questions Remain. LAN Times. 25.
Dragon, R., (1997, May 27). JAVA: a field guide for users. PC Magazine. 100-115.
Dvorak, J., (1996, June 1). Pipe dreams. PC Computing. 49.
Erlanger, L., (1996, April 23). The Web Within. PC Magazine. 101-158.
Feibus, A., (1995, June 26). Electronic forms automate data flow. Informationweek.
80-92.
83
document.doc
Feit, S., (1993). TCP/IP Architecture. Protocols. and Implimentation. New York.
NY. McGraw-Hill.
Fichman, C., (1997, April 1). Change. Fast Company. 64-82.
Ford, J., (1996, September 1). Switched networks extend life of today's internet.
Health Management Technology. 45-48.
Franklin, C., (1997, March 1). Beyond client/server. CIO. 74-80.
Garner, F., (1997, February 1). Casting for business on the Net. In Focus. 1-7.
Gleckman, B., (1993, May 1). Improved processes mean improved companies. In
Focus. 1-7.
Gralla, P., (1996). How Intranets Work. Emeryville. CA. Ziff-Davis.
Heskett, B., (1996, January 8). Vendors vie to manageweb servers and apps. Network
World. 16.
Hildebrand, C., (1997, March 15). Inside and Out. CIO. 26-30.
Jacobs, M., (1991). Forms Design II. Cleveland. OH. Ameritype and Art Inc.
Johnson, B., (1996, February 1). Formulating a forms strategy. PC World. 46-47.
Jordan, E., (1996, July 1). Merging E-forms into open systems. In Focus. 1-4, 5.
Karve, A., (1996, October 1). The printed page. Lan Magazine. 67-74.
Kingsley, T., (1996, March 1). Making the right connections. Publish. 69-74.
Kobielus, J., (1997, March 3). Tunneling is key to secure extranets. Network World.
35.
Levin, R., (1997, March 17). JAVA and Active X get more hype than use on Intern.
Information Week. 20A.
84
document.doc
Linskey, R., (1996, September 1). Are your forms secretly hindering your business?.
Supervision. 12-15.
Maddox, K., (1997, February 24). Online data push. Information Week. 61-68.
Maddox, K., (1996, May 27). Tearing down firewalls. Interactive Age. 12-15.
Magid, L., (1996, March 18). Trickle-Up Technology. InformationWeek. 106.
Maloff, J., (1995, July 1). The virtual corporation. Internet World. 46-50.
McGovern, S., (1997, March 1). Resolution in the face of revolution. In Focus. 4-7.
Nolan, M., (1997, May 19). Designing the look-and-feel with style. Web Week. 41-
43
Nolie, T., (1996, September 16). Intranet management: it won't work until we change
styles. Network World. 86.
Nye, L., (1996, September 18). Keep your eyes peeled as the Web engulfs CS
Comput. CommunicationsWeek. 21.
Ouellette, T., (1996, July 3). Software firms take notes from paper forms provide.
Computerworld. 28.
Radosevich, L., (1996, December 15). The once and future of EDI. CIO. 67-78.
Rahmat, O., (1996, November 1). Active X: The empire strikes back. Interactivity.
28-36.
Roberts, B., (1997, May 19). GE-Netscape venture to unveil commerce products.
Web Week. 9.
Sandler, G., (1997, April 28). Trufish: a company that's truly virtual. Business Week.
ent 8-9.
Seymour, J., (1997, June 10). Making online commerce work. PC Magazine. 93.
85
document.doc
Sheff, D., (1997, May 1). Levi's Changes Everything. Fast Company: New Rules of
Business. 25-31.
Sheparco, E., (1996, December 1). The flexible office. Communications News. 24-
26.
Singh, A., (1996, September 10). HTML 3. 2: achieving higher standards. PC
Magazine. 120.
Siwicki, B., (1997, March 1). An Internet Primer. Health Data Management. 50-54.
Slater, D., (1997, March 15). Never too thin. CIO. 52.
Stahl, S., (1996, October 7). Going to the core. InformationWeek. 14-15.
Stahl, S., (1995, August 28). Postal service tries to slow paper chase. Information
Week. 76.
Stanczak, M., (1996, December 2). HTTP checks out of intensive care. PC Week.
N3-N6.
Stuart, A., (1996, October 1). By invitation only. Webmaster. 28-36.
Sullivan, E., (1996, April 15). Intranets are far from a no brainer. PC Week. 5.
Sullivan, E., (1996, December 23). The death of HTML. java and the web. PC Week.
N3.
Tebbe, M., (1996, November 11). Extranets intelligently link intranets. PC Week.
n13.
Telles, P., (1996, July 1). Forms software firms seek place in the web. In Focus. 7-
11.
Van Name, M., (1996, September 9). With the Web. What isn't a Document. PC
Week/Netweek. 10.
86
document.doc
Verity, J., (1995, April 3). Planet Internet. Business Week. 119.
Welch, D., (1996, February 12). The inside advantage. LAN Magazine. 23-26.
Whan, S., (1997, March 1). Mainframe/Intranet gap. The Intranet Construction Site.
13-17.
Wilder, C., (1997, March 17). Strictly Business. Information Week. 37-47.
Wreden, N., (1996, November 18). Telecommuting's power surges at Georgia utility.
Communication's Week. 70-72.
Zeichick, A., (1996, September 1). Internet computing won't be easy. LAN. 10.
Zeichick, A., (1997, February 1). Intraware prints mopies of the extranet. LAN
Magazine. 6.
87
document.doc
Bibliography
Anderson, H., (1997, January 27). Turning intranets into strategic marketing
weapons. Network World, 41.
Angwin, J., (1997, February 16). Mainframe terminals making a comeback.
Minneapolis. MN. Star Tribune, D5.
Arnst, C., (1997, March 10). How AT&T lucked into a wireless secret weapon.
BusinessWeek, 30.
Baker, R., (1996, February 1). Are electronic forms available for business?. Best's
Review, 86.
Baron, T., (1997, January 20). W3C endorses HTML 3. 2. PC Week. 34.
Boyle, P., (1997, May 27). Behind the IMAP Rap. PC Magazine. NE1-NE4.
Caldwell, B., (1996, January 22). The virtual office gets real. Information Week. 31-
40.
Cathings, B., (1996, September 9). With the Web. What isn't a Document. PC
Week/Netweek. 10.
Coffee, P., (1996, November 25). Getting to the bottom of CGI programming. PC
Week. 43-45.
Comaford, R., (1996, December 23). Advice from the ghost of IT yet to come. PC
Week. 48.
Craine, K., (1997, May 1). The document is back. more important than ever. In
Focus. 3-5.
Cummings, D., (1997, March 1). The internet's impact on EDI. InfoCare. 17-20.
Dodge, J., (1996, May 27). When the world is your workplace. PC Week. 3.
88
document.doc
Dorshkind, B., (1996, November 25). NC intros encounter apprehension and doubt.
LAN Times. 16.
Dvorak, J., (1997, January 21). The decline of desktop computing. PC Magazine. 87.
Dvorak, J., (1997, March 25). When push comes to shove. PC Magazine. 87.
Engst, T., (1997, March 3). Webmasters unfazed by new HTML specs. MacWeek.
14-16.
Fontana, J., (1996, December 23). Making files more accessible. Communications
Week. 14.
Fontana, J., (1997, February 17). 'Net mail trade-off. Communications Week. 1. 73.
Freed, L., (1993). How Networks Work. Emeryville. CA. Ziff-Davis.
Gambon, J., (1996, January 22). The virtual office gets real. Information Week. 31-
40.
Gibson, S., (1996, November 4). Happy birthday. intranet craze!. PC Week. 75.
Hamerly, J., (1996, August 1). Cascaded style sheets: attractive web pages instan.
Intranet Magazine. 20-30.
Hayes, M., (1997, January 6). Boring no more. Information Week. 61.
Hayes, M., (1996, November 18). The NC arrives. Information Week. 14-15.
Henthorn, A., (1997, March 3). Sorting through the VPN protocols. Network World.
33.
Henthorn, A., (1997, February 24). Three-pring security provides key to VPN.
Network World. 37.
Herman, J., (1997, February 3). The industry's new challenge: network-cen computin.
Communications Week. 63.
89
document.doc
Hof, R., (1996, September 9). Don't surf to us. we'll surf to you. Business Week. 108-
109.
Horwitt, T., (1996, September 9). Right here. right now. Computerworld. 21-26.
Joachim, D., (1997, March 10). Dueling HTML specs promise aggravation.
Communciations Week. 44.
Johnston, S., (1997, February 24). PC vendors fight back. Information Week. 14-15.
Kapustka, P., (1995, June 26). Link to the future. Information Week. 60-68.
Karpinski, A., (1997, March 1). For web interactivity, Active X marks the spot.
Interactivity. 139-146.
Kerstetter, J., (1996, June 24). Financial players set sail. PC Week. 10.
Kerstetter, J., (1997, April 28). New spec cuts red tape on business commerce. PC
Week. 11. 16-17.
Korzeniowski, O., (1996, April 1). Breaking fertile intranet ground. PC Week. N5-
N15.
Lafferty, D., (1997, March 1). Safe. fast remote access services. LAN Magazine.
131-132.
Liebman, L., (1996, February 19). How to find the right isp for your business.
Communications Week. 2.
Lunquist, E., (1996, September 2). Watch for NCs at the bank. airport. PC Week.
110.
Machrone, B., (1996, July 1). Will the Internet Crash?. PC Magazine. 83.
Manes, S., (1996, December 16). The NC line: ho-ho-hold. Information Week. 144.
90
document.doc
McMullen, M., (1996, July 1). Longing for a sull-service intranet. LAN Magazine.
12.
Miller, M., (1996, August 1). Exploiting the Intranet. PC Magazine. 29.
Moeller, M., (1997, March 3). Net protocol duo on upgrade path. PC Week. 6.
O'hara, C., (1995, August 28). USPS turns to electronic forms. Federal computer
week. 20.
Paone, J., (1997, February 17). A new twist on VPNs. LAN Times. 40-41.
Rafter, M., (1996, February 17). IETF to Set Internet Quality-of-Service Standard.
Webweek. 41.
Raynovich, S., (1997, May 12). Looking for E-mail. LAN Times. 33-34.
Raynovich, S., (1996, December 18). Netcasting for the desktop. LAN Times. 27.
Rendleman, J., (1997, March 3). AT&T wireless links to bypass telcos.
Communications Week. 8.
Richardson, J., (1997, February 1). The next generation. LAN Magazine. 37.
Riggs, B., (1997, April 28). Internet to deliver EDI to the masses. LAN Times. 9.
Riggs, B., (1997, February 3). POTS overload could hasten ISDN. xDSL adoption.
LAN Times. 43. 48.
Roberts, B., (1997, April 7). Groupware choices come down to three. Web Week. 22-
23.
Roberts, B., (1997, March 3). Groupware is the battle none want to lose. Web Week.
37, 60.
Rogers, A., (1997, January 13). Tunneling expected to secure 'net. Communications
Week. 24.
91
document.doc
Rudich, J., (1997, February 1). Commerce at the speed of light. Network Computing.
33-38.
Salamone, T., (1997, January 6). Net traffic raises stakes for NCs. LAN Times. 30.
Sallee, D., (1996, June 3). ADSL delivers advanced services over basic copper.
Network World. 35.
Seltzer, L., (1997, May 27). JAVA: a field guide for users. PC Magazine. 100-115.
Seymour, J., (1997, January 21). How to think about NCs. PC Magazine. 93.
Silver, B., (1997, May 5). Why users are so confused. Information World. 42-46.
Sliwa, C., (1997, March 24). Dynamic HTML vs. dynamic HTML. Network World.
6, 8.
St. George, J., (1997, February 1). A guide to the guides. Health Data Management.
165.
Stewart, J., (1996, July 1). The intranet means business. Netguide. 121-126.
Umar, A., (1997, April 28). Web resources link to legacy applications. Information
Week. 10a-15a.
Van Kirk, D.,. (1997, January 6). NCs: been there. done that. LAN Times. 8.
Wilder, C., (1996, October 7). Going to the core. InformationWeek. 14-15.
Wilder, C., (1997, April 21). IBM debuts line of web commerce servers. Information
Week. 30.
Wilder, C., (1996, November 18). Intranet Opportunities. InformationWeek. 124.
Wilder, C., (1996, September 30). Netscape's next battleground. InformationWeek.
20.
92
document.doc
Wirthman, L., (1996, December 2). Next-generation IP spec edges closer to reality.
PC Week. 1, 143.
Wohl, A., (1997, February 1). Why buy a network computer?. Beyond Computing.
37-41.
Zoellick, B., (1997, May 5). Networked document management. Information World.
22-29.
93
document.doc
Appendix 1: Research Questions
Viewpoints on the Implementation ofBusiness Forms on Intranets:
In-depth Interviews of Information Technology
& Business Forms Professionals
by
Craig D. Burma
In partial fulfillment of the requirements for St. Mary’s University of Minnesota
School of Graduate StudiesMaster’s of Science Degree in Telecommunications
Master’s of Arts Degree in Management8/11/97
94
document.doc
August 11, 1997
Thank you for agreeing to participate in this study of the implementation of business forms on Intranets. You have been asked to share your experiences and involvement in business forms and Intranets in the hope of advancing the successful integration of these two important disciplines. Attached you will find a list of general questions I will be asking in my interview with you.
The output of this research and thesis will be two educational guidebooks. The first will be prepared with the input of technology professionals to educate business forms managers on Intranet technologies as they apply to business forms management. The second primer will be prepared with the help of business forms professionals to educate technology professionals on the issues and requirements of integrating business forms and Intranets.
The main goal of the interview questions is to identify the issues business forms and technology professionals feel are important in cross-training each other in their area of expertise. Specifically, your interview will focus on four areas:
1) The extent of your current experiences with business forms and Intranets2) The critical management and technology factors necessary for the successful
integration of business forms and Intranets3) Current trends affecting business forms and Intranets and4) Issues involving the education of business forms and information technology
managers in these areas.
Again, thank you for sharing your knowledge in this research process. A copy of the final thesis and research responses will be provided to you upon request.
Sincerely,
Craig D. Burma
95
document.doc
Business Forms/IT Questions DemographicsWhat is your Name? Who is your employer? What is your job title?How many employees are employed at your organization?How long has your organization been using electronic forms?How many business forms does you company use?
What percentage of your employees have access to the company Intranet?
Experiences
How has the development of electronic forms and Intranets improved or strained the relationship of business forms and IT professionals. Describe any examples.
Describe your goals for the development of electronic forms on the Intranet.
Success FactorsWhat business forms are best suited for use on What factors determine your answer?
Identify the business forms characteristics you feel are most important in the successful implementation of electronic forms on the Intranet.
TrendsTo what extent do you feel business forms be integrated into your Intranet in 1 year? What management or technology trends are affecting the integration of business forms and Intranets? I.e JAVA, mainframe access, knowledge management, empowerment, teams
EducationHow do you define an electronic form? Is that definition changing?If you were training business forms and information technology professionals on the basics of business forms management, tell me which areas would be most important for them to understand.
96
document.doc
Appendix 2: Respondent Demographics
Contact ID
Area of Expertise # of Employees
Yrs Using E-Forms
Yrs Using Intranet
# of Business Forms
% with Intranet Access
1 Business Forms 50,000 2 2 5,000 5%
2 Information Technology
3,000 5 1 500 20%
3 Business Forms 25,000 1 1 750 10%
4 Business Forms 40,000 1 1 3,500 8%
5 Information Technology
220,000 7 2 5,000 40%
6 Business Forms 4,000 3 1 500 8%
7 Business Forms 60,000 3 2 2,250 5%8 Information
Technology98,000 12 1 500 5%
9 Business Forms 1,000 6 1 50 25%11 Information
Technology1,400 1 1 500 30%
12 Information Technology
100,000 5 1 10,000 10%
13 Business Forms 90,000 8 3 7,600 15%14 Information
Technology30,000 13 1 3,000 90%
15 Business Forms 8,000 4 2 700 50%
97
document.doc
Appendix 3: Primer for Information Technology Professionals
PRIMER FOR TECHNOLOGY PROFESSIONALS
INTEGRATING BUSINESS FORMS ON INTRANETS
The drive toward the use of corporate Intranets in the standard course of business functions is inevitable. An integral part of this use is the integration of Business Forms on Corporate Intranets. As technology professionals, you possess a wide range of technical expertise in software and hardware systems. A thorough understanding of business forms management is another valuable skill to add to that experience. This primer provides the basis for that understanding.
This primer is presented in 4 sections:
1) An introduction to Business Forms Management
2) Basic concepts and definitions in Business Forms Management
3) Forms Design 101: 7 essential steps to great forms on Intranets
4) 5 Things IT professionals need to know about Business Forms Management
98
document.doc
Introduction to Business Forms Management.
Business forms management is a science which has a long and regimented history. Business forms management is defined as:
“The systematic process of increasing productivity and minimizing errors in information, capture, transmission, and recovery through the use of workflow analysis and graphic design techniques; reducing the cost to procure, store, distribute, and manage forms through standardization: and ensuring the business and legal adequacy, of all historical business records” (Business Forms Management Association, 1986).
A few facts demonstrating the need for business forms management:
Approximately 5O.to 60 percent of an employee's time is expended processing paperwork.
The National Business Forms Association (NBFA), an association of independent forms distributors, conducted a study of business forms which concluded that "for every $1.00 spent to purchase business forms, at least $35 to $40 was spent to process those same forms". In perspective, if a company spends $500,000 annually to purchase business forms, $17,500,000 is spent processing those forms.
Typically forms are involved in three-fourths of an organization's total paperwork.
The paperless society is a myth. The more computers and other automation devices we have, the more paper is generated in business operations.
Studies indicate American businesses currently generate 72 billion documents annually - with the average internal document being copied 19 times. Each of these 19 copies are eventually filled with less than 5% being referred to again.
Xerox predicts that in seven years, each information worker will use an average of 24,000 pages of paper a year.
From the time when Guttenberg printed the first form to the present, form design has more often than not been driven by the technology of the day. The potential of the Intranet is to let user need drive the development, format and use of business forms.
99
document.doc
BUSINESS FORMS MANAGEMENT ASSOCIATION, INC. STANDARD DEFINITIONS
FORM
The basic business tool (whether printed or electronic) for collecting and transmitting information;
the catalyst for getting things done; and the record of what was done.
FORMS ANALYSIS
The systematic execution of those steps necessary to assure that:
productivity is increased in preparation, use, filing, and retrieval; the total number of forms within the system minimized; data element relationships are apparent through consistency and adherence to standards; the effectiveness of the entire system, as well as, the individual form is enhanced; and the resulting business tool communicates.
DESIGN ANALYSIS
In addition to, and resulting in the design layout:
increases productivity by creating a basic business tool which is self instructive; encourages cooperative response; provides for easy entry of data; reduces the potential for error; facilitates use of the information; and enhances the organization's image.
FORMS MANAGEMENT
The systematic process of:
increasing productivity and minimizing errors in information capture, transmission, and recovery through the use of workflow analysis and graphic design techniques;
providing administrative control; reducing procurement, storage, distribution, and use costs through standardization; and ensuring the adequacy (business, as well as, legal) of all historical records.
BFMA Standards and Techniques Task Force, October, 1986
100
document.doc
Forms Design 101: Crash Course On Designing Intranet Forms
The primary ingredient in good form design is planning. People often create their form last, after the rest of the web site is developed. This means the form is allotted only minimal consideration in its design. Given the form is the primary source of communication of information between individuals involved in a business process, it deserves your full attention in its design and implementation.
Think about the information you want to collect on your form. Decide how much space each item of information may need. Think about the relationships between various pieces of information and group related items. Finally, any form which will be used by individuals outside your company should show the company name, logo and contact information for help in completing the form.
Seven Steps to Designing Forms
1. Make a list of all the information you want to gather.2. Estimate how much space and what formats each entry will require.3. Working out a sample form on grid paper can be helpful. The grid forces you into a
consistent modular structure, and it promotes proportional structures which will give the form a visually pleasing quality.
4. Take into account how the form will be filled out: by hand, typewriter, or by computer. Forms to be completed by hand need a lot more space than those done by other methods.
5. The information from your grid paper can be easily transferred to a word processor or desktop publishing program by using its table function
6. Give your proposed form the “use test”: Have others use it. Chances are they will discover any illogical or unclear elements before the form is put into actual use.
7. Evaluate how simple or difficult it is to harvest information from the form. Your design should make the information compiler’s job as easy and quick as possible.
101
document.doc
FIVE THINGS IT PROFESSIONALS NEED TO KNOW ABOUT BUSINESS FORMS MANAGEMENT
1) Business Forms are part of an entire workflow process; not just a piece of paper. Work to identify the role of the business form within the entire business process. Use the integration of the business form onto the Intranet to examine the entire business process. Utilize the input of the individuals involved in that process to automate, combine and streamline the functions involved in that process.
2) The process owner is the owner of the form. The business unit involved in the business process is the entity most affected by changes to the business form. Understand the value of consulting the business unit when making changes to a Intranet business form. Even subtle changes like where the form is found on the Intranet can have repercussions to the business units using the forms.
3) Understand the basic building blocks of business forms. Learn the difference between forms analysis, design analysis, and forms management. Use traditional components of revision control and feedback from forms users to modify and improve Intranet business forms.
4) Have a healthy respect for the demands of forms security and replication. This is more a legal consideration than the proper performance of business functions. Understand the role of each business form in protecting the legal interests of the organization. Make provisions for the replication of necessary business forms in their entirety. Authentication of origination is imperative to the acceptance of Intranet business forms requiring signatures.
5) People are inherently resistant to change. The level of resistance to change is inversely proportional to the amount of communication provided to individuals affected by the change. Communicate the need to integrate the business form onto the Intranet and the benefits to the user of that implementation.
102
document.doc
Appendix 4: Primer for Business Forms Professionals
PRIMER FOR BUSINESS FORMS PROFESSIONALS
INTEGRATING BUSINESS FORMS ON INTRANETS
The drive toward the use of corporate Intranets in the standard course of business functions is inevitable. An integral part of this use is the integration of Business Forms on Corporate Intranets. As business forms professionals, you possess an extensive knowledge of the business processes that make your organization successful. A thorough understanding of Intranet technology is another valuable skill to add to that experience. This primer provides the basis for that understanding.
This primer is presented in 5 sections:
1) An introduction to Intranet technology
2) Basic definitions of Intranet terms
3) HTML 101: an introduction to using HTML on Intranets
4) 5 Things Business Forms Professionals need to know about Intranet Technology
103
document.doc
Introduction to Intranet Technology
In less than two years, Intranets have evolved from an interesting idea to a multi-billion dollar industry shaping the fundamental structure of corporate computing into the next century (Heskett, 1996). Utilizing the open standards of HTTP and TCP/IP developed for the Internet, Intranet development is projected to dominate information technology market at five times the rate of Internet investment, according to a study by Zona research (Leach, 1996). A simple definition of an Intranet is:
“An Intranet is the integration of an organization’s information assets and communications facilities into a single, widely accessible networked environment using Internet-based technologies, such as e-mail, news groups, file transfer protocol (FTP), and World Wide Web technologies. Web-based technologies provide a common user interface across disparate platforms, enabling the development of cross-platform applications, the integration of existing legacy applications and databases, enhanced communications and information sharing among the Intranet users.” (Claremont Research, 1996).
A Call to Action for Business Forms Professionals
Intranets are a swift kick to the existing ant hills of traditional information technology development. The inexpensive tools and ubiquitous standards can empower any individual in an organization to explore their application to their business. The key secret here is that you, as a business forms professional, are no longer beholden to the information technology to implement electronic business forms.
The advent of the Intranet is having an effect on IT analogous to the impact desktop publishing had on the control of business forms. Web page generation is at least as easy if not easier than designing a form in Microsoft Word. Launching an Intranet is nearly as easy and can be completed in an afternoon.
Intranet development is being undertaken in several areas of an organization other than IT. Web servers are popping up in places like human resources and marketing. Intranets are a technology for the mass media and business forms managers should make it a priority to personally develop Intranet web pages for publishing electronic forms on the company Intranet. Taking this initiative will educate you on the specifics and problems of web page design and promote the enlightened respect of Information Technology Professionals.
104
document.doc
Definition of Important Terms
Client/Server is a strategy in information technology involving the use of applications installed on a server and accessed by personal computers through a local area network utilizing client software.
A Common Gateway Interface (CGI) is a linking mechanism for connecting database information to Web pages on an Internet or Intranet server.
A firewall is a barrier set up to contain designated local area network traffic within a specified area and to deny access to unauthorized users.
HyperText Markup Language (HTML) is software that allows users to explore and create their own paths through written, visual, and audio information. Capabilities include being able to jump from topic to topic at any time and follow cross references easily.
HyperText Transfer Protocol (HTTP) is the standard session protocol used in Web communications to transfer HTML based information.
An Intranet is a local or wide area TCP/IP network supporting HTTP server based applications, information, and communications.
A Local Area Network (LAN) is a short distance data communications network used to link computers and peripheral devices under some sort of standard control protocol.
Open Database Connectivity (ODBC) is Microsoft’s strategic interface for accessing data in a heterogeneous environment of relational and non-relational database management systems.
The World Wide Web (WWW) is a network of computers utilizing hypertext pages, enabling users to browse information graphically when using the Internet and Intranets.
A web browser is a generic term describing the user interface software used by personal computer users to view pages of hypertext markup language.
105
document.doc
HTML 101: An Introduction to Using HTML on Intranets
The computer language of the Internet and Intranets is HyperText Markup Language (HTML). HTML is suited to Intranets for two reasons. First, its creators designed it to be inherently cross-platform, so that many computers and operating systems can view it. Second, a simple text file, that is easy to transmit and edit, contains the code. A web page, therefor transfers quickly to the users computer as a small stream of text and is then reassemble and formatted in the viewers browser.
For forms professional this is the central point: HTML code is nothing more than plain ASCII text and therefore can be created using any text editor that can save a file in the ASCII format. To test this type the following verbiage in a Microsoft word and save it on your C drive as “test.html” with a document type of “text only:”
<HTML><HEAD><TITLE>A basic web page</TITLE></HEAD><P>My web page</P></BODY></HTML>
Now open your web browser and type in the following address: c:\test.html and hit enter. Congratulations, you just created your first web page!
Now that we have shown anyone can make a simple web page, there are many other issues to consider in the implementation of business forms on Intranets. While HTML formatting has come a long way in hiding many of the archaic commands early programmers had to use to produce pages (as shown above), it is necessary for beginning Intranet forms designers to understand four principal elements of HTML coding:
1) Variables in text wrapping
2) Using Images in a web page
3) Integrating Tables in HTML
4) Database and Web Links
Text Wrapping
When the inventors of HTML first started they decided to let each user’s browser format the page in order to adjust to the many different types of computers. When you open your browser to your company Intranet notice what happens if you resize your window in half from left to right. The text does not disappear or become ultra condensed, it simply reflows into more lines of text with less characters on each line. The challenge here for forms
106
document.doc
designers is in creating forms which will flow and adjust to different browsers on different workstations on your LAN. Having several different browsers looks requires you adjust your formatting to the lowest common denominator.
Using Images in a web Page
A web page reads all information in a stream of data as it travels the LAN. Graphics are not inherently encodded into a web page. Instead, the page displays a separate graphic file, usually saved in JPEG or GIF format. While this concept of separate components often confuses traditional applications developers, business forms professionals have dealt with separate graphics, image and page elemenets files for years (how many times have you taken your form to the printer only to be called because a logo is missing!). Having a library of commonly used graphics on your web server is important.
Integrating Tables in HTML
A good way to control the presentation of information on a web page to a user is by using tables. Tables are boxes that divide up the page into distinct areas. Each table is divided up into cells. Text and graphics in each cell can be aligned top, bottom, left and right. Two interesting characterisitcs of HTML tables are that they are measured in terms of pixels instead of any standard measurement and second in presenting information to users they will also reformat and flow based on the size of the browser window of the user. This fluid nature of tables will also frustrate beginning Intranet forms designers.
Database and Web Links
HTML is perhaps best identified with it’s ability to provide links to other information. To reach other pages on your Intranet, you simply create a link with text that will take you to that particular page. This is most often achieved using the standard functions found in any web publishing program but to show the simply of a linkable text is created, see the below formatting example on how to script a link to microsoft.com on the web
<A HREF=http://www.microsoft.com> the big cheese </A>
If we were to view this text in a web browser we could click on text called “the big cheese” and we would be taken to Micorsoft’s home page.
Linking databases, however is more complicated and mostly falls outside the scope of a basic primer. It is worth noting, however that there are two central ways to connect database information to a web form. The first is with the use of a common gateway interface (CGI) script. Using CGI, the web server, in response to a user request for information, runs a program to search for that information and returns the results to the user. The second method for linking a web page to a database is through the use of Microsoft’s Active Server Pages. This method allows the forms designer the capability to link dynamic information to a page so that each time the page is viewed it displays database driven information. This can be a useful tool in assigning unique identification numbers to specific forms.
107
document.doc
Conclusion
This information only scratches the surface of the possible functions of a web page. At a minimum you now have some insight into the complexities of designing usable forms for your corporate Intranets. The best way for me to describe this period in web development is to remind you of the early days of desktop publishing; it can only get better, easier and more stable in the future.
108
document.doc
FIVE THINGS BUSINESS FORMS PROFESSIONALS NEED TO KNOW ABOUT BUSINESS INTRANETS
1) Understand the building blocks of web development. Begin with HTML (see short introduction above) and move on to learn about Transmission Control Protocol/Internet Protocol (TCP/IP), Hypertext Transfer Protocol (HTTP), Extensible Markup Language (XML), Internet Electronic Data Interchange (EDI) implementations, and Virtual Private Networks (VPN).
2) Know the difference between a LAN and a WAN and the role of firewalls in Intranet development. The design of your company’s computer network (or “topology” to use the vernacular) has a direct impact in how access to information on your corporate Intranet is configured. Understanding the function of LANs, WANs and firewalls empowers forms professionals to provide input in network design instead of accepting whatever becomes the mandate of Information Technology.
3) Understand the technological options available for securing access to and processing of information on an Intranet. There are basically 4 areas of security:
1. Employ a set of validations allowing different users from different departments to have access to parts of an Intranet
2. Secure the information as it travels from point to point3. Validate the sender or receiver of the information as a specific individual through
the use of an electronic signature4. Implement policies as to the replication, transmission and storage of specific data
4) Learn about the intelligent components available to constrain and qualify data. While generally found in commercial forms design packages, advanced web formatting has introduced new form features such as: check boxes, drop-down lists, formatting constraints such as date and time, and radio buttons. Working with IT to understand the options available in your development environment will improve the data being propagated in each form and ease the transition of information from the form into company databases.
5) Realize the constraints of technology based workflows. This encompasses but is not limited to all of the above components. Constraints on technology workflows can go beyond firewalls and security to include bandwidth issues on the network, compliance issues with industry standards and the need to give priority to mission critical systems that the use of the forms support.
109