There has been an outpouring of letters, mostly from our information technology professionals, on the computerization problem presently bugging the state-owned Government Service and Insurance System. In the interest of presenting as many sides as possible, we are featuring three senders.
Boie Esguerra (boieph@yahoo.com) sent the following in reaction to views by Wilson, another reader who we had previously given the floor. Here is Boie’s take:
“I respect Wilson’s view on GSIS IT problem. Much has been said about it in the papers, television, radio and talks within the IT circle. Allow me to share my commentaries about this subject.
“Who are the victims of the present GSIS IT problem? The lowly paid government employees and old age pensioners, not the management or the IT professionals behind the project. Let us bear that in mind.
“I’m an IT professional of 28 years working in one of the government-owned and controlled companies.
Be part of the solution
“IT is a broad subject. Nobody will ever get the monopoly of knowledge on this subject. My co-employee is barely a year in office, but I learned something from him about computers. I may know something that Juan does not know and with all humility accept the fact that Juan knows something that I do not know. That’s why I do not take pride in my being an IT professional. And I have always had that attitude of humility ever since.
“In 1988, I was invited by one of the branch managers of the GSIS in the province to look into their problem on the salary loans program. The problem was traced to a corrupted program. So I asked the one in charge to reinstall the backup copy of the program. Lo and behold, he never knew anything about backup. I talked to the branch manager as to what could be done to solve the problem. In short, provide what is the solution and what is to be done to avoid a recurrence of the problem.
“Back to the GSIS IT problem and the perceived victims. Did we share our knowledge - what can be done to the problem rather than raising all the defects/failures? Let us instead help our marginalized GSIS members - the teachers in particulars and the old-age pensioners by sharing what we know to help solve the problem. Let us be part of the solution!
“At this point in time, our country badly needs a lot of help. Let us always practice to be part of the solution. God bless!”
Wilson’s reply
A prompt reply from Wilson followed.
“You are definitely right, that we can learn from everyone, including from the least experienced ones. Then, your own experience with the GSIS problem only further supports my suspicion of what was probably wrong with their system. Unfortunately, when incompetents at GSIS can’t seem to determine where the problem lies, it was so easy to blame it on others.
“As far as providing a solution to the problem, GSIS should ask for a technical support contract from IBM, instead of suing it …. Trying to replace an entire application system using Oracle as the database would not necessarily solve its problem and would probably take much longer to alleviate the plight of the members.
“Oracle is very good also and easy to develop applications, but reinventing the wheel at this point may take more time. The Oracle pricing structure is not cheap and GSIS may find itself penny wise and pound foolish!”
Getting it wrong
Our third reader is George Bonglong (gbonglong@yahoo.com). A large part of what he sent is being reprinted, as follows:
“Here’s my argument where GSIS got it all wrong:
“One, implementing technical projects (is) more or less straight forward. It is done in multiple stages with heavy, intricate testing from divergent groups representing those who are going to use and manage the system that there is no way a massive flaw is left undetected right up to going online.
“The moment the project plan is drawn it is subjected to unrelenting tests, just prior to going live, there is this ultimate test which they call ‘dry run’ which should be able to catch any unwanted surprise.
“Granted that the quality assurance team is of questionable quality, and the defects slipped through their porous hands, then invoke plan B.
“No plan B? Then just switch to the old system (technical people call this the rollback procedure). This last resort only works when the original setup was preserved or there was a backup done on the data, programs, hardware, etc. prior to the start of the project.
“If there is no backup, then the whole project is doomed from the start.
Collective work
“Two, a big project such as this involves a big team with lots of specialists (programmers, database administrators, network engineers, business analyst, operations analyst, etc. not to mention the consultants) contributing small parts in assembling one finished product. They work interactively and not independently so any error … can easily be detected and corrected by the other team members.
“Collective failure on everyone’s part should be less likely unless there is poor team spirit with everyone going at it on his own.
“Three, IBM, SAP and DB2 are established brand names. The packages sold to GSIS are the same with what the other companies all throughout the world bought and are currently using. I bet that most of them even have far more complex transaction involving even larger data than what GSIS has.
“The difficulty lies in localizing these software and hardware tools to meet what GSIS requires. Examples of localization differences between GSIS and Company X based in the UK could involve items like client name is ‘Juan dela Cruz’ vs. ‘John Smith’, currency is in peso vs pound sterling, Philippine tax laws vs. UK’s, etc.
“The point is that the underlying basics are the same. I’m sure DB2 wouldn’t be stupid enough to muddle up processing a list of dela Cruzes names rather than Smiths. Localization is a heady dose of intuitive mix and match, improvisation and in depth knowledge of the company business.
“At the end of the day, good result can be achieved only through proper use of the tool and that depends on the person wielding the tool.
“Questions should have been raised on the technical ability of the GSIS maintenance staff. If they are found lacking, then proper training could easily address this solvable issue.
Blame game
“Now, let’s go to the damage control. Putting the blame on the only people who could help you is a near-sighted strategy for the GSIS management and does nothing to solve the problem. It’s a sign of trying to save your own skin rather than getting serious with the enormity of the problem.
“No surprises here though as it is a classic government official move. The problem is that the product vendor is in a stronger position this time. They sold the product with the instructions inside with it and that is the end of their business.
“Warranties and further consultation guarantees should have been negotiated and/or clarified when the deal was made. This is the responsibility of the bosses. Bosses are paid fat checks not to make their seats warm but to use their head.
“So what else is new? It is only ironic that in a land who sends its IT people to many parts of the world, its government can ill afford to hire just few of them. I mean those who really use their brain and not their mouth.”
Should you wish to share any insights, write me at Link Edge, 25th Floor, 139 Corporate Center, Valero Street, Salcedo Village, 1227 Makati City. Or e-mail me at reydgamboa@yahoo.com. For a compilation of previous articles, visit www.BizlinksPhilippines.net.