Instituto Tecnolgico de Costa Rica Escuela de Ingeniera en Computacin IC-7811 Administracin de la Funcin de la Informacin Profesor: Jaime Solano

Primer Tarea: Misn y Visin

Preparado por: !Rebeca Corrales Henrquez Tatiana Romero Castillo Cristian Snchez Melndez

II Semestre 2013

Business Applications: *1. What is the current portfolio of business applications that the company uses? What percent are custom and what percent are vendor packages? What percent of the applications are supported by the business departments and what percent by IS? What is the age and viability of each component of the applications portfolio? What is the business purpose of each of the applications? How many individuals use each of the business applications? What are individual user applications, departmental applications, and enterprise applications? 2. What application projects are in progress? What projects are planned? Are these the proper projects for the business? What application projects should the company work on? LuTEC, GoTouch, E-Science, Voto Electrnico, Cluster... * 3. How fast are projects completed? Is delivery time meeting business requirements? 4. What are the strengths and weaknesses of the current business application environment? What are the areas of risk with the current business application environment? - Fortalezas: 1. Personal organizado y altamente competitivo 2. Satisfaccin de los estudiantes cursando la carrera 3. Experiencia laboral - Debilidades: 1. Problemas con la infraestructura, debido a que es muy pequea la escuela 2. Las oficinas no son suficientes 5. What is the business direction and what are the key business requirements for the future? La escuela pretende contribuir al desarrollo cientfico y tecnolgico, esto se fomenta con la apertura de diversos proyectos en los cuales los estudiantes trabajan en investigaciones, los requisitos claves son estudiantes interesados, equipos de cmputo suficientes y de ltima tecnologa, contacto con entidades importantes como universidades grandes de otros pases, y el apoyo por parte de diferentes agentes externos. 6. What business process improvements are necessary? Profesores capacitados pedagogicamente. Profesores con entrenamiento en tecnologas ms recientes. En cuestiones administrativas, menos burocracia 7. Will the current business applications meet the companys needs in the !future?

No, debe hacerse un plan estudio actual, una maya de estudios actualizada, tambin actualizarse e invertir en nuevas tecnologa. Luego, invertir en capacitar a sus profesores y mejorar los mtodos de enseanza actual. * 8. Will the current ERP system meet the needs of the future? No se cuenta con la informacin del ERP * 9. From a global perspective, are the business applications meeting the needs? * 10. What technology and applications are the competitors or others in the !industry utilizing? 11. How do our business applications compare with competitors or the industry? Las aplicaciones de negocio se comparan con las de otras universidades de CR, ya sea privada o pblica. Comparan la calidad que brindan. 12. How can the company utilize technology for a competitive advantage in !the market? Desarrollar productos innovadores a partir de investigaciones. 13. How can technology assist the business achieve the business goals? How !can customer satisfaction be improved with technology? Permitir desarrollar aplicaciones para dispositivos modernos como tecnologas tctiles, los clientes se ven favorecidos con poder tener las aplicaciones en su propio dispositivo. 14. What is the e-business strategy? How can the company utilize Web technology more effectively? Ofrecer informacin sobre sus proyectos por internet para llamar la atencin de posibles stakeholders y sponsors. * 15. What are the strategies relative to business applications? * 16. What will be the business application portfolio that the company needs !in three to five years? * 17. What is the business case for the investment required in business applications? Why should the company invest money in the business applications? What is the impact of not investing in the business applications? What is the next step? * 18. What are the risks to the business and are they properly managed? Los riesgos principales son las universidades del pas que tienen la carrera de ingeniera en computacin y sus planes de estudio. Technical Infrastructure:

1. What is the current technical infrastructure? What is the desktop, server, network, and telecommunication environment? Se cuentan con diversos equipos (no es posible determinar cules) en las oficinas de cada profesor, se cuenta con los servidores de TI y todos los equipos de TI. 2. Is the proper technical infrastructure in place to meet the business needs of the future? Est en un lugar apropiado, pero de tamao limitado, en caso de crecimiento presentara un obstculo * 3. What are the service-level requirements for the technical infrastructure? 4. What are the strengths and weaknesses of the current technical infrastructure? Fortalezas: es suficiente equipo para la cantidad de estudiantes actual, el mantenimiento no es tan pesado Debilidades: si la cantidad de estudiantes crece, el equipo se vuelve insuficiente, con el paso del tiempo se desactualiza 5. What are some of the risks with the current technical infrastructure? Que no sea suficiente para los estudiantes, que se dae algn equipo. 6. How does the technical infrastructure compare with the industry? Es mucho ms limitada en comparacin a la de universidades internacionales, pero se encuentra al mismo nivel de las de universidades nacionales 7. What should be the long-term direction for the technical infrastructure? !What are the vision and key principles that should guide infrastructure !decisions and investments? Crecer continuamente para satisfacer las necesidades de los estudiantes 8. What are critical technology trends and emerging technologies in the !industry that the company should watch and potentially employ to assist !the business? Nuevos paradigmas de programacin, tecnologas de desarrollo, pedagogas, nuevos sistemas de enseanza y evaluacin 9. What technologies should be sunset (or eliminated)? What technologies !should be strategic? Tecnologas que no se utilizan y no son tiles para enseanza. 10. How does the technical infrastructure need to change to meet the service- !level requirements determined by the business?

Debe estar en constante reinvencin, evolucionando con los cambios tecnolgicos del mundo. * 11. What is the business case for any technical infrastructure investments that are necessary? Es el caso de cuando se necesita ms equipo (?) 12. What are the risks to the business and are they properly managed? Los riesgos son las universidades del pas, y se manejan apropiadamente mediante la oferta de la escuela en el pas People/Organization: 1. How is IS organized? What are individuals working on? What are the roles and responsibilities of each area of the organization? Est organizado jerrquicamente, dependiendo de la experiencia y capacidades del personal, estn los roles administrativos que velan por la organizacin, de docencia encargados de la enseanza, de investigacin y encargados de soporte 2. What are the strengths and weaknesses of the current IS organization? What are the organizational risks? - Fortalezas: personal de calidad, experiencia en el area, dispositivos tecnolgicos, centros de investigacin locales - Debilidades: limitaciones de presupuesto, infraestructura pequea 3. How should IS be organized? Los jerarcas que sean decisin de todos los integrantes en general, la organizacin actual es aceptable 4. How satisfied or unsatisfied are the current IS employees? Muchos necesitan ms de lo que el sistema les ofrece 5. Do IS employees have the proper amount of resources? Do they have the !right skill set and training to be effective in the future? Los profesores de la escuela reciben los recursos suficientes, casi todos tienen un nivel de conocimiento elevado pero si hay un dficit en cuanto a pedagoga se trata. 6. Is the IS reporting structure proper for the company? No en su totalidad, hay informacin relevante que producira cambios en el sistema 7. How does IS fit into the overall company organization?

Cubre todas las reas de la organizacin de manera que pueda llevar a cabo sus objetivos 8. What is the sourcing strategy for IS? Where, when, and why should the !company utilize outsourcing? Todo lo que la organizacin necesita es desarrollado por el mismo personal, en reas donde no hay margen de error es mejor utilizar outsourcing para que especialistas del rea lo mantengan en funcionamiento 9. How does our IS budget and staffing compare with the industry? Should !we have more IS resources or fewer? Do we have the right mix of resources? Estamos limitados de presupuesto, se podran solicitar ms recursos para promover desarrollo en nuevas reas, el recurso actual es suficiente para sobrevivir, pero para tomar ventajas es importante innovar 10. What should be the role of IS in the future in our organization? Promotor de talento competitivo a nivel mundial 11. What are the risks to the business and are they properly managed? ! No poder asistir inmediatamente para solucionar algn problema por estar en algn compromiso Processes: 1. What are the current IS processes? Se tienen diversos procesos: inclusin, matrcula, levantamiento de requisitos, solicitudes de asistencias, reconocimiento de materias, etc. 2. What are the strengths, weaknesses, and areas of risk with the current IS !processes? Fortalezas: existe un proceso establecido desde hace mucho tiempo para estos procesos, el cual funciona bien. Debilidades: el proceso es viejo entonces se pens para pocos estudiantes Riesgo: que crezca la poblacin de estudiantes 3. How can IS increase its efficiency and effectiveness? What are ways to !improve? Mejorando los sistemas de los procesos, eliminando burocracia dentro de los mismos procesos. 4. How can IS better serve the needs of the organization? Mejorando la oferta para los estudiantes que quieran entrar al ITCR

5. In what areas is IS doing a good job, and what areas require improvement? En el plan de estudios actual est muy bien, pero necesita mejorar en los procesos, evitando la burocracia. 6. How should the company prioritize IS projects? What methodology or !process should be used to balance the IS projects with the budget? Debe medirse la cantidad de presupuesto y mantener un porcentaje de presupuesto para proyectos y otro para el resto de actividades de la escuela. 7. How should the company develop and update an IS strategic plan on an !ongoing basis? Mantenindose a corriente con las ltimas tecnologas y adaptando los cursos, capacitando a los profesores para que vayan acorde a la situacin actual * 8. What are the expectations the business has of IS? No se puede saber, se necesita encuesta. * 9. What is the current level of IS satisfaction by the business departments? No se puede saber, se necesita encuesta. 10. How should we measure the value of IS? What would be an appropriate !balanced scorecard and metrics? Se debe medir con factores de xito por cada uno de los proyectos de IS 11. How can the communication channels be improved between IS and the !business? Creando un ambiente de comunicacin ms abierto, y dando oportunidad a los que desean opinar. 12. How can the system development, project management, and delivery !process be improved? Capacitando al personal en las reas necesarias. * 13. How can the alignment of IS to the business be improved? Does the proper governance process exist? What processes should be in place to obtain proper input from the business? * 14. How can IS implement a process improvement culture? * 15. How can the business support the IS process improvement culture? ! Budget:

1. What is the IS budget spent on? Nuevas herramientas para la enseanza, conferencias clave para el desarrollo intelectual de los estudiantes 2. How does our IS spending compare with the industry? Es menor pues no se dedica al desarrollo sino a la enseanza, se utiliza lo bsico para conocer todos los campos pero no se generan gastos que pasen los lmites 3. How can IS reduce costs and total cost of ownership? Equipos viejos se pueden vender para reciclar sus componentes, de esa manera se reduce el costo de un nuevo equipo 4. What geographic locations are included and excluded? Estn incluidas principalmente zonas del valle central, las zonas rurales estn siendo muy excluidas en este sistema. * 5. Does the scope include providing worldwide information or solutions? Do you have authority over the systems necessary to provide !the information and systems, or does it require interfaces? 6. What product lines or divisions are included and excluded? Principalmente est dndose prioridad al desarrollo de software 7. What functional departments are included and excluded? Departamento de Soporte de TI, Laboratorios informticos, laboratorios de investigacin, estos estan presentes en el sistema * 8. What business applications are included and excluded? 9. Are there phases or timed expectations? Se tiene una visin clara de un periodo para llevar a cabo una serie de ideas. * 10. Will the scope include business process reengineering? If so, to !what extent will IS be involved in the business process reengineering exercise? 11. Will the scope include interfaces to external entities (for example, !customers, suppliers, and third parties)? Si, existe un contacto directo con las compaas del rea, las cuales estn constantemente llevando estudiantes a sus instalaciones a prcticas principalmente 12. Will the scope include paper files and manual processes?

Es posible obtener informacin impresa o digital acerca de los objetivos de la escuela y sus servicios * 13. Will the scope include other hardware platforms (for example, !engineering CAD/CAM environment)? No * 14. Is the partner focused solely on strategic planning, or also involved in implementation? If the partner is involved in implementation, ensure that the consultant will be objective and that the vendors financial interests will not bias the direction. Many companies have learned, to their dismay, that a strategic planning partner is in an ideal position to come to conclusions that create outsourcing opportunities or major systems integration projects that may not be good business sense for the company. For example, if a firm that specializes in implementing Oracle applications assists with strategic planning, do not be surprised by a recommendation of Oracle applications as the key strategic direction. 15. Review the partners methodology and planning process. Ensure the process is a fit with the culture and desires. If possible, review other plans the consultant has developed. Ensure the level of detail aligns with your desires and expectations. Be sure the planning process used and plan deliverables are detailed enough rather than just a fluffy presentation with no true direction and without a solid basis for the decisions. * 16. Review the credentials of the specific consultants who will be assigned to the planning project and meet with them. Do they have the necessary experience and knowledge? How much IS experience do they have? Are you comfortable with them? Do you trust them? The specific individual, not the company, will be doing the planning work, so focus attention on the specific individuals who will be doing the planning as well as their organization. How many strategic plans have they completed? Do they have significant experience in IS and are they up-to-date with technologies and directions? Do they have practical implementation experience? * 17. Obtain customer references and talk with customers the specific consultant has assisted. Were they satisfied? Do they have a solid direction and plan? Was the planning process effective for their organization? * 18. What is their approach to the planning project? How involved will the company be? Does the consultant take control of the planning effort, or do you retain control of the plan, the process, and the decisions? The role of the consultant is to guide the process and provide information, and leave the decision making to you, because it is your direction and plan. How will the consultant ensure knowledgee transfer so you can continue the planning process on an ongoing basis? * 19. How are changes to the project addressed? How will the status of the project be communicated? * 20. What is the estimated cost and schedule? What are the assumptions in the estimates?

Charter, mission, vision, credo or values, goals, objectives: 1. What is the mission and vision of our business? Misin Impulsar la transformacin de los procesos cientfico-tecnolgicos requeridos para lograr un desarrollo social sostenible del pas y la regin, mediante la oferta de bienes y servicios computacionales basados en conocimiento, en las reas de docencia, investigacin, extensin y vinculacin con la industria, bajo un esquema tico, social y de alta calidad. Visin Para el ao 2016, la Escuela de Computacin del Tecnolgico de Costa Rica habr conquistado una posicin de liderazgo latinoamericano y proveer a la sociedad costarricense y a su entorno de bienes y servicios basados en conocimiento, en materia de computacin y TIC, en las reas de Docencia, Investigacin, Extensin y Vinculacin con la industria. Se tratar de productos actualizados, claramente diferenciados, de excelente calidad, accesibles y pertinentes, que coadyuvarn sustancialmente en la transformacin de los procesos cientfico-tecnolgicos requeridos para lograr el desarrollo social sostenible de la regin. 2. Are there any other high-level business direction statements, such as !values, credo, brand, etc.? Valores Excelencia: Bsqueda y compromiso con la calidad y efectividad en todas las actividades. Transparencia: es la actuacin permanente en el marco de los principios ticos, morales y jurdicos para la construccin de entornos honestos y confiables. Pertinencia: dar una respuesta apropiada a las necesidades de la sociedad. Est en funcin de la adecuacin de las acciones del sistema como un compromiso para atender los desafos, retos y requerimientos de la sociedad. Form acin hum anstica: es el compromiso con la formacin integral de la persona, en todos sus alcances dimensiones. Form acin cientfica: aplicacin rigurosa de los conocimientos cientficos en las actividades del quehacer universitario. Equidad: creacin de condiciones para que toda la poblacin tenga oportunidades de recibir servicios educativos con calidad, eliminando cualquier tipo de discriminacin. Innovacin y creatividad: bsqueda y generacin de nuevas estrategias y acciones significativas, para resolver los nuevos retos, de forma que le permitan a la sociedad maximizar los beneficios. 3. What are the goals and objectives of our company? Crear profesionales de alta calidad, promover el desarrollo tecnolgico, llevar fuera de las fronteras las investigaciones que aqu se realizan.

4. What is our goal in terms of market position? Do we want to be number !one in the industry for all markets or just for targeted markets? Ser competitivos con el mercado, no se esta enfocando a una sola va, se estn contemplando tanto como ser nmero uno en el mercado y adems ser los mejores para los mercados meta Strategies, business priorities for the year, critical issues for the year 1. What are the specific strategies or business priorities for this year, in priority order? Abrir nuevas sedes en reas alejadas, darle un enfoque ms innovador a la carrera como desarrollo de aplicaciones mviles. 2. What are other prioritized business projects, issues, or objectives for this year? Atraer nuevos mercados, abrir nuevas puertas para ampliar sus fronteras actuales 3. What must our business accomplish this year to remain competitive? lograr graduar profesionales quienes son los que demostraran en el mercado la calidad que aqu se prepara 4. What critical issues face our organization today? El mantenimiento del correcto y continuo funcionamiento de todo el sistema como tal, constantemente estn produciendo fallas 5. What critical issues face our organization in the future? La gran cantidad de profesionales en el rea, por lo tanto se procura que el profesional de la escuela sea de calidad superior a los dems. Business information (history, description, financial sum m ary): 1. What is a brief history of our company? When was it founded? Were there any acquisitions or changes of ownership? Are any acquisitions or divestitures anticipated in the future? Se fund en los 80's (?). La escuela siempre ha pertenecido al ITCR y as se mantendr. 2. In what business markets does our company participate? Are there any changes in the business markets in the future? (For example, does our company design, manufacture, sell, distribute, service? Does our company plan to outsource service in the future? Is our company make-to- order, make-to-stock, engineer-to-order, process, discrete?) En el campo de la educacin en la ingeniera en computacin.

3. Who are our customers? (For example, do we sell and lease, do we go through independent representatives, or sell to the government?) Estudiantes 4. What is our companys niche? Why do customers buy from us rather than from our competition? Personas recin salidas del colegio con deseos de estudiar ingeniera en computacin. Por el precio, por la calidad acadmica. 5. Is our company global or local in nature? How is our company organized? Does management see this changing in the future? Local. Est organizada de manera jerrquica. Director de escuela, director de carrera, profesores. 6. Are there other divisions or related organizations? Do we need to bundle services or products with sister organizations, divisions, or buying groups? TI, CIC. 7. What are our basic product lines? Educacin * 8. What are our lead times? * 9. What are our total sales for the past five years? * 10. What has been the growth rate? Ha crecido considerablemente. * 11. How many employees do we have on both a global and geographic !basis? What is the planned number of employees in three years and in !five years? What was the number of employees three years ago? Localmente, la cantidad de profesores en cada sede. 12. What is our capital budget? El presupuesto que asigne el ITCR. 13. What is our operating profit? El presupuesto que asigne el ITCR. * 14. What are the inventory turns? How does it compare to the industry?

* 15. What are the days sales outstanding? How does it compare to the !industry? * 16. What is the cost of goods sold? Direct labor? Indirect labor? Industry: 1. How large is the total industry? What market share does our company !have? How many competitors are in the industry and what is their size? Who are their main competitors? Obtain a list of the competitors and their size. (For example, is it a highly polar industry with the top five companies sharing 60% of the market, while the next 200 share the remaining 40%?) La industria es muy grande, hay muchas universidades pblicas y privadas que son los competidores. 2. What is the global competitive situation? A nivel mundial hay muchsima competencia, y hay escuelas de computacin mucho mejores a la del ITCR. 3. Are there any industry associations or affiliations? Existe una Alianza con Microsoft 4. What are the trends, developments, or changes taking place in the !industry at this time or predicted in the next few years? Is it a fast or !slowly changing industry? Es una empresa cambiante, pues la oferta en el campo de la computacin est siempre cambiando con nuevas tecnologas. 5. What change in the industry, if it could be made, would totally change !the way we do business or serve our customers? El desarrollo de una tecnologa que deje obsoletas a las que se encuentran vigentes 6. What are our customers requesting of us? Why do customers buy from us rather than our competitors? Una educacin de calidad, una buena preparacin para salir al mercado laboral. 7. What is our competitive advantage? La reputacin que tiene el ITCR en su aspecto acadmico ** 8. Do we plan on growth through acquisition? Hay que preguntar en la escuela de computacin External environm ental factors:

1. What are our external environmental factors? What challenges do we face in the marketplace? What are our external opportunities and threats?! Los factores externos son los competidores, los clientes, enfrentaremos productos iguales donde el ms barato gana, las oportunidades son la necesidad de empresas de personal capacitado, apertura de nuevas compaas y las amenazas son la cantidad de profesionales en el pas. 2. What are the internal strengths of our organization? Las fortalezas son: la calidad de la educacin que se da, los profesores y personal capacitado. 3. What are the internal weaknesses of our organization? La burocracia, la falta de presupuesto. 4. What are our internal environmental factors? What internal challenges, !opportunities, and threats does our company have? Como factores internos estn las reas funcionales, Your business department, your job (Este set de preguntas se debe contestar por em pleado de la escuela de com putacin, pues cada uno tendr respuestas diferentes) 1. What is your title, department, role, and area of responsibility? 2. What are the key functions or processes in your department? Walk !through some of the key processes in which you are involved. 3. What are your departmental objectives for this year? Are there any !goals beyond this year? 4. What are the strengths and weaknesses of your department? 5. What critical challenges do you face? What are your current areas of !trouble? 6. What are some process improvements you would like to make? What !are improvements or industry best practices that you would like to implement in your area? What key measures in your area are you going to improve to be more competitive? 7. What are your key information needs? What measures do you review on a regular basis? Are the measures readily available? Are there business decisions that are difficult to make given existing information? The company as a whole

1. What is your understanding of the direction of the company as a whole? !What are the goals, objectives, strategies, and priorities? Are there any potential changes in direction in the future that you are aware of? What are the specific growth plans for the company? How will the growth be achieved? What are key business initiatives in the next year? Las metas de la escuela son impulsar la transformacin de los procesos cientficotecnolgicos requeridos para lograr un desarrollo social sostenible del pas y la regin, mediante la oferta de bienes y servicios computacionales basados en conocimiento, en las reas de docencia, investigacin, extensin y vinculacin con la industria, bajo un esquema tico, social y de alta calidad. Para el ao 2016, la Escuela de Computacin del Tecnolgico de Costa Rica habr conquistado una posicin de liderazgo latinoamericano y proveer a la sociedad costarricense y a su entorno de bienes y servicios basados en conocimiento, en materia de computacin y TIC, en las reas de Docencia, Investigacin, Extensin y Vinculacin con la industria. Se tratar de productos actualizados, claramente diferenciados, de excelente calidad, accesibles y pertinentes, que coadyuvarn sustancialmente en la transformacin de los procesos cientfico-tecnolgicos requeridos para lograr el desarrollo social sostenible de la regin. 2. What are the strengths of the company? What is the companys competitive advantage? Why do your customers buy from the company? Why do employees like working here? La escuela tiene como fortaleza la reputacin que se ha creado alrededor de ella, profesores capacitados en diversas reas de la computacin, un plan de estudios completo. 3. What are the weaknesses of the company as a whole? Why do customers not buy from the company? Why do employees leave the company? Profesores con falta de capacitacin pedaggica, falta de presupuesto, burocracia. 4. What are the opportunities and threats facing the company? What other critical issues does the company face? Tiene oportunidades basadas en el reconocimiento que tiene nacionalmente. 5. What are some key trends and changes that are happening in the industry? What one thing, if it could be implemented, would change or impact the entire industry? Los avances tecnolgicos, cualquier avance significativo en materia de desarrollo de software, cambiara la industria. 6. If you owned the company, what are some things you would change? Reducira la burocracia Information systems (IS)

1. What interface do you have today with IS? What services/systems do you or your department use? Do you have any key spreadsheets or systems that your department supports rather than IS? Generalmente se utilizan servicios como medios de difusin, por ejemplo el foro 2. Overall, how well is IS today meeting your needs? How would you rate them on a scale of 15 (5 being the best, 1 not meeting your needs at all)? An le hace falta algunas facilidades, actualmente se dan pequeas fallas en su ejecucin, le dara un rating de 3 3. What is IS doing right that you would like them to continue doing? Se est actualizando de manera que las limitaciones por este factor sean reducidas 4. What could IS be doing better? How can IS be easier to do business with? Para negociar es importante estar informado de todo lo que sucede a su alrededor con su mercado 5. Are you receiving communications from IS on what they are doing? !Do you feel that you have input into the direction and priorities of IS? Este aspecto no se cumple a cabalidad, muchas veces los usuarios tienen escasa informacin 6. Are there specific projects or requests that you have of IS in the next 13 years? Is there any specific technology that you think would be useful to implement? Are there any additional ways that IS could assist you with your business goals for this year, perhaps things you have not !formally requested of IS? Existen proyectos dentro de las instalaciones de manera que se le da seguimiento al desarrollo de nuevas tecnologas, y tambin la conexin con el mercado, las empresas especficamente existen gran cantidad de proyectos 7. Do you feel that IS is aligned well with the business? Why or why not? Si lleva una lnea paralela al funcionamiento del negocio, dentro del IS se abarcan todas sus reas 8. What are ways in which IS could assist the company in the future? Acercarse ms con sus colaboradores o usuarios 9. Do you feel that IS provides a strategic advantage for the company? !Why or why not? Do you think that IS is headed in the right direction? S, porque ayuda con los procesos que necesita realizar la escuela.

10. If IS could accomplish one thing next year, what would you like that to be? extender o influenciar ms algunas reas W ith the inform ation obtained from executive m anagem ent, read the m ission and vision statem ents. Ask questions such as: 1. What businesses is the company in? Educacin 2. Is the company in any other markets? (For example: Do you !develop, manufacture, sell, market, distribute, install, or service your product?) Investigacin, proyectos (LuTEC, E-Science, GoTouch) 3. Is the product just one item, or several? (For example: In addition to a product, do you sell service and software?) Un servicio. 4. Does the company need to be able to bundle services or products with sister organizations or divisions? No es necesario 5. Will the company change or expand businesses? Often, there can be other types of businesses found in certain corners of the organization. Although they are minor parts of the company initially, consider these other businesses, because the areas can expand significantly in the future. Debe expandir a varias partes del pas. 6. Who are the customers? With whom will the company need to interface? Who are the desired customers? Estudiantes. 7. What are the company goals in terms of market position? Does the company want to be number one in the industry for all markets or only certain markets? Para el ao 2016, la Escuela de Computacin del Tecnolgico de Costa Rica habr conquistado una posicin de liderazgo latinoamericano y proveer a la sociedad costarricense y a su entorno de bienes y servicios basados en conocimiento, en materia de computacin y TIC, en las reas de Docencia, Investigacin, Extensin y Vinculacin con la industria. Se tratar de productos actualizados, claramente diferenciados, de excelente calidad, accesibles y pertinentes, que coadyuvarn sustancialmente en la transformacin de los procesos cientfico-tecnolgicos requeridos para lograr el desarrollo social sostenible de la regin.

8. What are key industry trends? Is it a fast or slowly changing industry? Es una industria constantemente cambiante * 9. Are acquisitions or divestitures likely? How will the company operate the business in the future? 1. Will it operate locally or worldwide? Localmente 2. What business functions will be done locally and which world- !wide? Todas locales 3. How does the company want to deliver services in the future? En diversas sedes de la universidad. 4. How will distribution be handled? Does the company need the !ability to accept an order anywhere in the world and fill it !anywhere depending on availability, inventory, etc.? No en todo el mundo, si no en cada sede. 5. Will project teams be worldwide? No. 6. Will procurement be worldwide? No. 7. Will customer support and service be worldwide? No. 8. Are multi-languages and multi-currency required? Si. 9. How does the company want the business processes to look !in the future? How will the processes be different then today? (For example, e-mail, paperless, ease of obtaining information, no manual or redundant efforts, etc.) Que se vean limpios, sencillos, rpidos, claros.

* 10. What growth plans are in place? Do they plan growth through geographic expansion, product expansion, customer growth, or acquisitions? Se debe preguntar en la escuela. 11. What are the key factors for you to be successful in the marketplace? (For example, does the company need to be fast, flexible, and service oriented?) Can the factors be weighted or prioritized? Rapidez, eficiencia, orientada a servicios. Debe haber un balance. 12. How does the company want to look from a customer perspective? Does the company want to be doing business differently? (For example, electronic data interchange, electronic access, electronic payments, ability to bundle orders with sister organizations or divisions, use of the Internet, etc.) Como una escuela con gran excelencia acadmica y colocacin en el campo laboral. 13. Why do customers come to the organization? A buscar como satisfacer sus necesidades 14. Why do customers leave the organization and go to competitors? Porque no se siente complacido en su totalidad 15. Are customers satisfied? Why or why not? No se puede complacer a todos, pero siempre hay algunos que si y otros que no 16. What other organizations do customers consider? Que les brinden mas facilidades 17. What are potential customers and what would they want? Las empresas que quieren apropiarse del producto o de los nuevos profesionales 18. What real-time information do customers want online? Datos de cursos, cupos, profesores, etc. 19. What makes customers successful or happy? Un producto completo que satisface sus necesidades, la atencin que se le brinda 20. How can existing customer business increase? Buscndolos, contactandolos constantemente

21. What would customers change about the company if they could? Los procesos, que se adapten ms a sus necesidades 22. What new advances would benefit customers? Todo lo personal, dispositivos mviles, proyectos sobre estos dispositivos 23. What steps or processes do customers go through to select and !buy the product or service? Toda la contactacin de las reas responsables de manejar el mercadeo 24. What steps or processes are in place for unusual events such as !returns, complaints, custom orders, or questions? Similar al proceso de venta 25. How can the customer process be streamlined or made more efficient for the customer? Tener mucho contacto con el cliente, se conocen bien sus pretensiones 26. What are the various points of interaction the company has with the customer? How can each be improved? Ejecucin de prcticas de especialidad, se pueden crear opciones distintas viendo los diferentes categoras de estudiantes 27. Does the company want to provide a single face to the customer, even from multiple divisions, product lines, or locations? Se ofrecen muchas facetas en la que la escuela puede desempearse, de manera que satisface todas o la mayora de empresas 28. How difficult is it to communicate with the company (i.e., e-mail addresses on a Web page)? How responsive is the company? Es fcil hacer contacto por medio de correo electrnico, ya que estos son medio de entrega inmediata, se podran resolver muchas dudas en un periodo corto de tiempo * 29. What are the various steps in the value chain? * 30. What are the weak links in the value chain? * 31. Can any of the steps be eliminated, simplified, or made more !efficient? * 32. What technology or information, if shared throughout the value !chain, would improve or significantly change the process?

33. What best practices would improve the value chain? Cuando un sector necesita algo lo solicita a otro sector por medio del IS, el cual le brindar lo que se solicit 34. Is the customer willing to pay for each step in the value chain? En realidad prefieren pagar por el producto terminado