FINAL STAGE 4 - Paper Answers

Stage4: System Recommendation and Final BA&SR Report

Before you begin work on this assignment, be sure you have read the Case Study and reviewed the feedback received on your Stage 1, 2 and 3 assignments.

Overview

As the business analyst in the CIO’s department of Maryland Technology Consulting (MTC), your next task in working towards an IT solution to improve the hiring process at MTC is to write a justification and implementation plan for a system that the CIO has decided will meet MTC’s needs. The system, EZ-ATS, is described in the vendor brochure provided with this assignment. The vendor, UMUC Hiring Solutions, Inc., and EZ-ATS are fictitious names created for use with this case study but based on real-world SaaS application information. In this Stage 4 assignment, you will explain how the selected system meets MTC’s requirements, and what needs to be done to implement the system within MTC. You will combine Stages 1-4 to provide a complete final BA&SR Report.

Assignment – BA&SR Section IV. System Recommendation and Summary & Conclusion

The first step is to review any feedback from previous stages to help improve the effectiveness of your overall report and then add the new section to your report. In addition to the Stage 4 content, part of the grading criteria for this final stage includes evaluating if the document is a very effective and cohesive assemblage of the four sections, is well formatted and flows smoothly from one section to the next

Section IV of the Business Analysis and System Recommendation Report will explain how the selected system helps MTC achieve its strategy, improve its hiring process, and meet its system requirements, and you will explain how each implementation area might be addressed to help ensure a successful implementation of the technology solution.

Using the case study, assignment instructions, vendor brochure, Course readings (in particular, Implementing a SaaS Solution and Developing a System Proposal) and external research, develop your Section IV. System Recommendation. Approximate lengths for each section are provided as a guideline; be sure to provide all pertinent information.

As you review the case study, use the assignment instructions to take notes to assist in your analysis; in addition, review information provided in earlier stages of this report to identify where the proposed solution can address the needs and requirements.

Use the outline format and headings provided and follow all formatting instructions below.

IV. System Recommendation

A. System Justification

Provided with the Stage 4 Assignment Instructions is a brochure that describes an IT solution that the CIO has selected, with the HR Director’s endorsement, to meet the needs of improving MTC’s hiring process. In Stage 1, you analyzed the strategy and objectives for MTC and how a technology solution to improve the hiring process would contribute. In Stage 2, you analyzed how to improve the hiring process with a technology solution, and in Stage 3 you identified specific requirements. After reviewing the EZ-ATS Brochure, briefly describe the recommended solution. Then, describe how that selected solution aligns with achieving the strategy, improves the process, and meets the requirements. Write two to three clear, concise, well-organized paragraphs to summarize this assessment. Don’t just repeat information from previous stages but synthesize this information and provide strong information and justification to explain why this proposed solution is a good fit for MTC. Don’t describe details of the functionality but address overall how this solution will address the current issues with the manual hiring process and benefit MTC. Remember you are writing a report to your boss, the CIO of MTC, that he can use to convince the leadership team why this is the best solution based on your analysis.

B. Implementation Areas

To successfully implement this technology solution, MTC will need to develop an Implementation Plan and below is a list of key implementation areas that should be included. First, provide a brief introduction to this section – what it contains and why an Implementation Plan is so important for MTC. Then address each of the seven (7) areas below to explain what MTC needs to do (with support by the vendor). Provide the numbered heading and then write one to two paragraphs to address the area. The sub-areas (a,b,c, etc.) contain questions and areas to help guide your thinking about what should be covered and should be incorporated within your response to the major category. For an explanation of the implementation areas, refer to the Week 7 Reading “Implementing a SaaS Solution” as well as conduct additional external research. The vendor brochure provides information for some of these areas, but you need to include what MTC must do as well. Remember you are writing this section to help MTC plan for a successful implementation. It is not sufficient to just indicate “Vendor provides” or “employees need to be trained.” In addition to incorporating course content, external research on implementation areas will strengthen your understanding and explanation. The goal for this section is to help MTC know what needs to happen in each area and who might be responsible for given activities to help support a successful implementation of EZ-ATS.

1. Vendor agreement (MTC must enter into a contractual agreement with the vendor before full implementation. This identifies responsibilities as well as costs.) Incorporate answers to the following questions in your paragraph – do not include the questions themselves.

a. What does the vendor require from MTC to be able to start using the system?

b. How much will it cost to get access to and configure the system for MTC’s use?

c. How much will it cost per month to support 60 system users?

d. What option is offered for MTC to just try out the system to see how it works?

2. Hardware and telecommunications

(Although this is a SaaS solution, MTC must ensure that its IT infrastructure can support the use of the system and that its employees can correctly access the system.) Include the following:

a. List the types of hardware MTC employees can use to access the system.

b. Identify what kind of telecommunications will be used for the solution, including local connectivity inside MTC and Internet access from outside MTC.

c. List any other considerations related to ensuring employees can access the applicant tracking system.

3. Configuration

(Even SaaS solutions require a degree of configuration for each client. What needs to be done to implement the MTC job requisitions, workflow, reports, terminology and/or logo/graphics?) (Include the answers to the questions below, but not the questions themselves.)

a. What options does the vendor offer for configuring the off-the-shelf system to MTC’s needs?

b. How will the configuration be done and by whom?

4. Testing

a. Once MTC has signed up and configured the system, how will it test the system to see if it is working properly for its needs? Describe how MTC will conduct User Acceptance Testing. (This would be a good area for you to research.)

b. Choose one of the user requirements (listed in Section III of your BA&SR Report) and explain how that requirement will be specifically tested to ensure it is working properly and the requirement is met.

(Note: A free trial period does not suffice as software testing)

5. Employee preparation and support

– Identify what MTC should do in each area below to prepare the employees (including the hiring managers in the various departments) for the introduction and use of the new applicant tracking system. Identify who (by their title or role) should do what in each area. (Incorporate information from Course readings on Leadership and Change Management.)

a. Leadership (2-3 sentences)

b. Change Management (2-3 sentences)

c. Training (2-3 sentences)

d. User Support (2-3 sentences)

6. Data Migration – Consider what existing data (applications in process with the manual process) would need to be entered into the system to get started and how this might be accomplished.

7. Maintenance

– How will updates and enhancements to the EZ-ATS system be made? What will the vendor be responsible for and what should MTC address?

Summary and Conclusion: Close your Business Analysis and System Recommendation Report with a summary of the key points including the benefits MTC can expect to gain from this solution and the alignment with strategic objectives. (One well-written paragraph). Don’t just repeat information presented earlier but put it in context of a conclusion to provide a strong finish to this report. Just as your introduction informed your reader about why you’re writing and what’s to come, the conclusion should provide a clear and concise final paragraph to reinforce/emphasize key points and a compelling argument for the chosen solution – and it should urge the reader to take action.

Formatting Your Assignment

NOTE: This final submission should be a cohesive Business Analysis and Systems Recommendation Report for the CIO of Maryland Technology Consulting. The formatting should be consistent throughout the document, and the writing should flow well from beginning to end. Headings, section and page numbering should be correct for a final submission. Although you prepared this in stages, the final product should not seem to be piecemeal or disconnected. Any track changes or feedback from previous versions should be removed once addressed.

Consider your audience – you are writing in the role of a MTC business analyst and your audience is MTC and your boss, the CIO. Don’t discuss MTC as if the reader has no knowledge of the organization. Use third person consistently throughout the report. In third person, the writer avoids the pronouns I, we, my, and ours. The third person is used to make the writing more objective by taking the individual, the “self,” out of the writing. This method is very helpful for effective business writing, a form in which facts, not opinion, drive the tone of the text. Writing in the third person allows the writer to come across as unbiased and thus more informed.

In Stage 4, you are preparing the final part of a 4-stage report. Use the structure, headings, and outline format provided here for your report. Use the numbering/lettering in the assignment instructions as shown below.

IV. System Recommendation

A. System Justification

B. Implementation Areas

1. Vendor Agreement

2. Hardware and telecommunications
3. Configuration
4. Testing
5. Employee preparation and support

6. Data migration

7. Maintenance

Summary and Conclusion

· Begin with Sections I, II and III, considering any feedback received, and add Section IV to your final report.

· Write a complete, well organized paper that includes the four sections of the Business Analysis and System Recommendations (BA&SR) report. Use the recommendations provided in each area for length of response. It’s important to value quality over quantity. Length for Section IV should not exceed five (5) pages in addition to Sections I, II and III.

· Content areas should be double spaced; table entries should be single-spaced.

· Ensure that each of the tables in the final report is preceded by an introductory sentence that explains what is contained in the table, so the reader understands why the table has been included.

· Continue to use the title page created in Stage 1 that includes: The title of report, company name, your name, Course and Section Number, and date of this submission.

For Section IV, use
at least three

resources
with APA formatted citation and reference. One reference must be from an external source, one must be the EZ-ATS Brochure, and one must be another reference from the IFSM 300 course content. Course content should be from the class reading content, not the assignment instructions or case study itself. For information on APA format, refer to Content>Course Resources>Writing Resources.

· Finalize the Reference Page for resources required for all sections of the report. The final document should contain all references from all stages appropriately formatted and alphabetized.

· Running headers are not required for this report.

· Compare your work to the Grading Rubric below to be sure you have met content and quality criteria.

· Submit your paper as a Word document, or a document that can be read in Word. Keep tables in Word format – do not paste in graphics.

Your submission should include
your last name first in the filename: Lastname_firstname_Stage_4

GRADING RUBRIC:

Criteria

90-100%

Far Above Standards

80-89%

Above Standards

70-79%

Meets Standards

60-69%

Below Standards

< 60% Well Below Standards Possible Points How the Proposed IT Solution Meets the Requirements How the IT solution aligns with achieving the strategy, improves the process, and meets the requirements 14-15 Points Clear, complete, compelling and related to the Case Study and Vendor Brochure; demonstrates sophisticated analysis and writing. 12-13 Points Complete and related to the Case Study and Vendor Brochure; demonstrates effective analysis. 10-11 Points Provided and related to the Case Study. 9 Points Incomplete, inaccurate and/or not related to the Case Study. 0-8 Points Content missing or extremely incomplete, did not reflect the assignment instructions, showed little or no originality, demonstrated little effort, is not supported with information from the Case Study; and/or is not original work for this class section. 15 Implementation Steps An introduction and all areas (vendor agreement, hardware/ telecom, configuration, testing, employee preparation, data migration, and maintenance) Generally, 0-5 points each. Both quantity and quality evaluated. 31.5-35 Points Clearly and thoroughly included introduction and covered all areas, strongly derived from the Case Study and vendor brochure, and demonstrates sophisticated analysis and writing. All 7 areas well done. 28-31 Points Clearly covered and included introduction and all areas, derived from the Case Study and vendor brochure, and demonstrates effective analysis and writing. 6 areas covered. 24.5-27 Points Covered and included introduction and majority of areas and related to the Case Study and the vendor brochure. 5 areas covered. 21-24 Points All areas not covered, and/or are not related to the Case Study and/or the vendor brochure. 4 areas covered. 0-20 Points Content missing or extremely incomplete, did not reflect the assignment instructions, showed little or no originality, demonstrated little effort, is not supported with information from the Case Study; and/or is not original work for this class section. 3 or fewer areas covered. 35 Summary and Conclusion Summarizes the BA&SR and provides a compelling explanation of benefits to be gained 9-10 Points Provides strong, clear and concise summary; demonstrates sophisticated analysis and writing. 8.5 Points Provides clear summary; demonstrates effective analysis and writing. 7.5 Points Provides summary. 6.5 Points Lacks sufficient information to provide adequate summary. 0-5 Point Content missing or extremely incomplete, did not reflect the assignment instructions, showed little or no originality, demonstrated little effort, is not supported with information from the Case Study; and/or is not original work for this class section. 10 Research Three or more sources—one is the vendor brochure, one from within the IFSM 300 course content, and one external (other than the course materials) 14-15 Points Required resources are incorporated and used effectively. Sources used are relevant and timely and contribute strongly to the analysis. References are appropriately incorporated and cited using APA style. 12-13 Points At least three sources are incorporated (vendor, course content and external) and are relevant and somewhat support the analysis. References are appropriately incorporated and cited using APA style. 10-11 Points Fewer than 3 resources properly incorporated, and/or reference(s) are not cited using APA style. 9 Points A source may be used, but is not properly incorporated or used, and/or is not effective or appropriate; and/or does not follow APA style for references and citations. 0-8 Points No course content or external research incorporated; or reference listed is not cited within the text 15 Complete BA&SR Report Well organized and clearly presented information for all four stages. ` 14-15 points Document is a very effective and cohesive assemblage of the four sections, is well formatted and flows smoothly from one section to the next. 12-13 Points Document is a good assemblage of the four sections with appropriate formatting and flow. 10-11 Points Document includes content for all four stages; lacks a cohesive presentation and flow. 9 Points Incomplete stages; lack of continuity of flow and presentation of final information. 0-8 Points Incomplete report, missing stages, is not supported with information from the Case Study; and/or not well compiled and presented as a cohesive document. 15 Format Uses outline format provided; includes Title Page and complete Reference Page including sources for all 4 stages. 9-10 Points Very well organized and is easy to read. Very few or no errors in sentence structure, grammar, and spelling; double-spaced, written in third person, contains all required references, and presented in a professional format. 8.5 Points Effective organization; has few errors in sentence structure, grammar, and spelling; double-spaced, written in third person, contains all required references, and presented in a professional format. 7.5 Points Some organization; may have some errors in sentence structure, grammar, and spelling; missing some required references. Report is double spaced, and written in third person. 6.5 Points Not well organized, and/or contains several grammar and/or spelling errors; and/or is not double-spaced, missing several required references, and written in third person. 0-5 Points Extremely poorly written, has many grammar and/or spelling errors, missing required references, or does not convey the information. 10 TOTAL Possible Points 100

Stage 4: System Recommendation 03/17/2020 7

Maryland Technology Consultants, Inc.

Stage IV Assignment

University of Maryland Global College Adelphi

IFSM 300 6982 Information Systems in Organizations

March 28, 2020

Introduction

Maryland Technology Constantans is a highly successful Information Technology consulting

firm, which provides its customers with superior IT consultants who deliver the highest quality

IT experience. Challenges that MTC’s HR director is concerned with is, due to the increases in

business HR believes the current manual hiring process can no longer facilitate the “just in time”

process. Since MCT is expecting to hire an addition 75 consultants, there needs to be an

automated system introduced soon to reduce the time that manual hire would normally take. The

HR director is also looking to hire in other countries. There is a revolutionary Information

System that will allow your organization to provide potential employees of Maryland

Technology Consultants Inc. a link to a website which would assist your organizations HR

department with screening and hiring potential consultants for your organization. Thus,

automating the manual hiring process for MTC, due to increased business and the ever-pressing

need for additional IT consultants. The new system will also give customers the ability to request

consultants from MTC, assisting with company growth. With this unique Information System

MTC would also have the ability to hire globally, which would increase MTC’s competitive

advantage.

I. Strategic Use of Technology

A. Business Strategy – Provide extraordinary consulting services to its customers,

by ensuring they are hiring the most talented IT consultants. Also staying

informed of the most current and upcoming business technology and/or

developing new business concepts. MTC competitively bids on requests issued by

business, government, and non-profit organizations. A small portion of MTC’s

customers are obtained from referrals by satisfied clients. MTC relies on the HR

department to recruit and hire new talented IT consultants utilizing a “just in

time” hiring situation whenever MTC wins contracts. MTC is expecting to win 2

new contracts very soon and plans to grow the company by 7% per year over the

next five years. MTC also wants to recruit and hire employees in other countries.

With the above dynamic business strategy and the unimaginable manpower this

would put on MTC’s HR department to rapidly hire the amount of personnel it

would take to bring MTC’s Business Strategy to life is simply astonishing. The

revolutionary system will assist MTC’s HR with meeting its Business Strategy by

removing the need for manual hires. Allowing MTC’s HR to rapidly hire only

highly qualified IT consultants that match the specific qualifications that MTC is

seeking, reducing wasted manhours spent on interviews with unqualified

individuals. The new system can also be utilized to hire IT consultants worldwide.

B. Competitive Advantage – MTC’s current competitive advantage is the use of

competitive bidding and through referrals from providing outstanding support to

satisfied customers. MTC is a small to mid-size business (SMB), to remain

competitive it has to carefully plan its future against larger firms like Hewlett-

Packard (HP), Booz Allen Hamilton (BAH), and Science Applications

International Corporation (SAIC). The new system is an automated HR

department assistant that will give MTC the “just in time” hiring that it so much

requires, increasing MTC’s competitive advantage.

C. Strategic Objectives – The new system will assist the HR department with the

ability to rapidly hiring of highly qualified IT consultants worldwide.

Strategic Goal
(from case study)

Objective
(clear, measurable and time-bound)

Explanation
(2-3 sentences)

Increase MTC Business
Development by winning new
contracts in the areas of IT
Consulting

Winning 2 new IT contracts within 60
days.

MTC plans on obtaining 2 new
IT contracts within the 60 days.
The need for qualified IT
consultants increases with the
expectation of these new
contracts.

Build a cadre of consultants
internationally to provide remote
research and analysis support to
MTC’s onsite teams in the U. S.

Increase international recruiting efforts and
employ 5 research analysts in the next 12
months.

Implement the new system within
the next 60 days to assist hiring 5
additional personnel
internationally.

The new hiring system would
allow applicants from around the
world to apply online, increasing
the number of international
applicants. It would enable the
recruiters to carefully monitor
the applications for these
positions, identify the necessary
research and analysis skills
needed, and screen resumes for
these key skills. Recruiters
could quickly view the number
of applicants and identify when
additional recruiting efforts are
needed to meet the objective.
-The new system will function
worldwide to assist with hiring
IT consultants internationally to
support the onsite U.S. teams.
The new hiring system is an
automated system that will
perform the manual task for HR
department, then notify the HR
when a potential consultant
meets the pre-selected
qualifications.

Continue to increase MTC’s
ability to quickly provide high
quality consultants to awarded
contracts to best serve the
clients’ needs

Continue to increase MTC’s
qualified IT consultants by 7%
over the next 5 years.

The new system is an
automated custom designed
system. MTC’s HR
department can design the
system to screen for only
the top IT Canadettes that
fit MTC’s business
strategy.

Increase MTC’s competitive
advantage in the IT consulting
marketplace by increasing its
reputation for having IT
consultants who are highly
skilled in leading edge
technologies and innovative
solutions for its clients

Hire 2 qualified IT consultants in
the next 12 months using the new

system.

Since the new system will
assist with selecting the top
IT consultants, this will
ensure MTC is maintains
its competitive advantage.

D. Decision Making – The new system will allow all levels within MTC to receive

information about the company. It will provide information regarding the

number of applicants, allow the customers to request service from MTC

(assisting with business growth), as well as provide feedback regarding how

their IT consult performed.

Role Level as
defined in

Course
Content
Reading

Example of Possible
Decision Supported by

Hiring System

Example of
Information the
Hiring System Could
Provide to Support
Your Example
Decision

Senior/Executive
Managers
(Decisions made by the
CEO and the CFO at MTC
supported by the hiring
system.)

Strategic
Level

MTC will be winning 2
IT contracts, the
company needs to hire
additional IT consultants
to handle the contracts.

The new hiring system
could provide
information such as
the number of
customers in need of
MTC’s services, the
amount of IT
consultants applying
for employment with
MTC, as well as how
well current MTC IT
consults are
performing based on
customer reviews.

Middle Managers
(Decisions made by the
Director of HR and the
Manager of Recruiting
supported by the hiring
system.)

Managerial
Level

Employ a hiring system
that will efficiently assist
the HR department with
the hiring process of
highly qualified IT
consultants.

The hiring system
could show the HR
department the amount
of IT consultants
applying employment
at MTC. If the
numbers are low in a
specific region that
MTC’s trying to
recruit in, then the
manager of recruiting
knows they need to
target that area more.

Operational Managers
(Decisions made by the line
managers in the
organization who are hiring
for their projects supported
by the hiring system.)

Operational
Level

Ensure all required
inventory will be
available to meet the
needs of the current
clients as well as the
potential 2 new
contracts.

The hiring system
could be provide a
report to show the
amount of inventory
required to start and
maintain each
customer.

II. Process Analysis

A. Hiring Process

The current manual hiring process does not have the proper manpower to facilitate MTC’s

planned business strategy. Also, as an advanced IT company the current manual hiring process

does not appear organized or up to with technology as it should be. Interviewing direct personnel

involved in the hiring process to see where improvements should made and what the requests

are, then coming up with a system to incorporate into the company’s current systems, that

improve the current hiring process. By providing this detailed information, management and HR

will have all the information and knowledge to make a decision regarding whether to make

improvements to the current manual hire process or not.

MTC Hiring Process

As-Is Process Responsible MTC
Position

To-Be Process – How
the system Will
Support and Improve
the hiring process

Business Benefits of
Improved Process
(Align with MTC’s
overall business
strategy and needs.)

1. Recruiter receives
application from job
hunter via Postal
Service Mail.

Recruiter System will receive
application via on-line
submission through
MTC Employment
Website and store in
the applicant database
within the hiring
system.

A more efficient
submission process
decreases time
needed to receive
and begin
processing
applications. This
will present a
positive image to
potential employees
and help MTC
compete for top IT
talent.

2. Recruiter screens
resumes to identify top
candidates by matching

Recruiter System will select top
candidates based on pre-
selected data inputted

Reduces the number
of resumes the
recruiter screens for

with job requirements
from job description.

into the system by the
recruiter for the job
description that MTC is
seeking (multiple
positions can be
submitted using this
system). System will
then notify the recruiter
of the top candidates
that meet the specific
job descriptions. The
recruiter will then
electronically approve
the top candidates.

accuracy, ensuring
only the best
candidates are being
selected to match the
job description. The
recruiters are able to
rapidly post opening
when

required.

3. Recruiter forwards top
candidates to
Administrative
Assistant via interoffice
mail

Recruiter and

Administrative
Assistant

The system notifies the
Administrative
Assistant of the new
candidates. The top
candidates will
automatically be
forwarded upon
approval by the recruiter
to the Administrative
Assistant, and the next
available respective
functional/hiring
manager for the job
description is selected
for the Administrative
Assistant to select or
change.

Everyone involved
in the hiring process
for their area is kept
informed once the
recruiter approves
candidates. With the
system notifying the
Administrative
Assistant and pre-
selecting the next
available appropriate
person in the chain,
the Administrative
Assistant can quickly
route the top
candidates to the
Hiring Manager for
review.

4. Administrative
Assistant forwards
candidates’ resumes and
applications to hiring
manager for the
position via interoffice
mail.

Administrative
Assistant and Hiring
Manager

The Administrative
Assistant confirms the
appropriate Hiring
Manager and the
systems forwards the
candidates, applications,
and resumes to the
Hiring Manager.

System prevents
resumes from getting
lost in interoffice
mail, and simplifies
forwarding process
for Administrative
Assistant.

5. Hiring Manager
reviews applications
and selects who he/she
wants to interview.

Hiring Manager The system notifies the
Hiring Manager of the
new candidates, he/she
also receives their
applications and
resumes electronically
to review.

Notification of the
new candidates gives
the Hiring Manager
the Ability to
efficiently review the
candidates resumes
and applications, to
select who should be
interviewed.

6. Hiring Manager sends Hiring Manager, The Hiring Manager By allowing the

email to Administrative
Assistant on who he/she
has selected to
interview and identifies
members of the
interview team.

Administrative
Assistant, and
Interview Team

using the system
forwards his/her choices
to the Administrative
Assistant by selecting
candidates for interview
by name, identifies
members of the
interview team utilizing
a drop-down box, and
propose a date and time
for interview, as well as
an alternate date and
time. The system
automatically sends this
information to the
interview team selected
and notifies them.

Hiring Manager to
select a proposed
date and time as well
as alternate, and
forwarding this
information
automatically to
Interviewing Team.
The interview
process is expedited.

7. AA schedules
interviews by
contacting interview
team members and
hiring manager to
identify possible time
slots

Administrative
Assistant, Interview
Team, and Hiring
Manager

All members of the
Interview Team will
confirm with the Hiring
Managers proposed date
and time, or the
alternate one utilizing
the system. Any date or
time changes will occur
utilizing the system. All
parties associated will
automatically be
notified of any date
and/or time changes.

The Administrative
Assistant and Hiring
Manager receives
confirmation or
change notification
from the
Interviewing Team.
Any date/time
changes will notify
all parties involved
in this process so
information remains
accurate.

8. AA emails candidates
to schedule interviews.

Administrative
Assistant

Administrative
Assistant uses the
system to notify the
candidates of interviews
dates and times. If
candidates require
alternate dates or times
the Hiring Manager and
Interview team are
immediately notified to
confirm the date/time
change.

This will ensure the
candidates receives
an interview date and
time that facilitates
everyone’s schedule.

9. Interview is conducted
with candidate, hiring
manager and other
members of the
interview team.

Hiring Manager and
Interview Team

Interview is conducted
with candidate, hiring
manager and other
members of the
interview team. (Hiring
System is not used for
this step.)

n/a

10. Hiring manager Hiring Manager and The hiring Manager This simplified

informs the AA on his
top candidate for hiring

Administrative
Assistant

reviews Interview
Teams feedback and
makes his/her final
feedback inputs for the
top candidates of
interest, and selects hire
next to the candidates
names in the system,
which automatically
forwards the candidates
to the Administrative
Assistant.

process will ensure
the Hiring Manager
effectively input
feedback and hire
top candidates
quickly, to meet
MTC’s projected
personnel increased.

11. AA collects feedback
from interviews and
status of candidates

Administrative
Assistant

The system notifies the
Administrative
Assistant of the receipt
of the candidates of
interest and the
feedback information.
The system also
automatically notifies
the recruiter of the
interview process and
status of the candidates

Notifying the
Administrative
Assistant and
Recruiter, as well as
already having the
feedback in the
system eliminates
valuable hiring time.
Allowing the
recruiter to begin the
process of providing
information for the
hiring letter.

12. Administrative
Assistant prepares offer
letter based on
information from
recruiter and puts in the
mail to the chosen
candidate.

Administrative Assistant System enables AA to prepare
job offer letter by storing the
offer letter template and
information on each
candidate; allows AA to
select information to go into
letter and put it into the
template, which can then be
reviewed and emailed to the
candidate.

More efficient offer
process presents positive
image to applicants and
decreases time needed to
prepare offer letter, and
enables MTC to hire in
advance of the
competition.

A. Expected Improvements

With the use of technology MTC’s hiring process can become more efficient and allow the HR

department to ensure the business strategy is met, by hiring top consultants for the growing IT

company.

Area Current Issues
(from the Case Study)

Improvements
(due to use of technology)

Collaboration: The Hiring Manager states that
recruiting is only one area he is
responsible for and he isn’t as
responsive to HR as he could be.
Therefore, he counts on the Recruiters
to help manage the process and keep
him informed.
Current manual system causes
considerable communication
breakdowns and takes additional effort
and time to stay on top of the hiring
process.

An efficient system with all information
in one place, easily accessible via a
dashboard, and updated in real time
could make his recruiting job easier;
and he could devote time to effectively
working collaboratively and proactively
with HR on his staffing needs.

Communications: Explain how a
hiring system could improve internal
and external communications

Recruiters are not able to
provide a status of where an
applicant’s resume is when
submitted throughout each step.
There is not a tracking process,
so no one seems aware of the
candidates resume location
throughout the process including
the candidate.

Technology could provide a step
by step process for everyone
involved in the hiring process to
include the candidate, to be able
to track what step the candidate
is at, keeping everyone
informed.

Workflow: Explain how a hiring
system could improve the MTC hiring
process by providing a consistent
structure for each participant to perform
his/her part in the hiring process.

Recruiters are competing for
time to ensure the right
consultants get interviewed and
hired quickly, the administrative
assistant is overwhelmed with
paperwork and has to route
applications and resumes,
coordinate and schedule
interviews, inform the recruiter
of the candidates status, prepare
job offer letters, and coordinate
paperwork for the new hire with
HR and Payroll.

Hiring Manager

submits the job request, then has
to wait throughout the process to
receive the candidates resumes
as they arrive. Then choose the
best ones, and wait to interview
them.

Automated some of these steps
and keeping everyone informed
throughout the hiring process
will eliminate redundant steps
and speed up the hiring process.

Relationships: Explain how
implementing an enterprise hiring
system could foster stronger
relationships with applicants/potential
employees.

Since everyone is waiting for
everyone to complete steps,
teams can not perform
efficiently as they could be and
individuals are being
overwhelmed.

Technology will reduce the
workload by automating and
simplify the hiring process,
allowing a notification system,
eliminating unnecessary steps.
Creating a much tracking
system, ensuring required
personnel are notified and
completed their portion of the
hiring steps, and the next person

in the chain is notified.

III. Requirements

A. Stakeholder Interests – Each stakeholder within MTC has a different role to play

throughout the hiring process, while ultimately striving for the same outcome. To hire the

best IT consultants who will deliver the utmost service to current and future contracts, to

assist the MTC’s future success and sustainability.

Role Specific problem related to
the current hiring process

How a technology
solution to support the

hiring process could
address the problem

1. CEO Concern with competent
staff being hired fast enough
to fulfill current and future
contracts.

An Applicant Tacking
System (ATS) to
automatically prescreen
and qualify/disqualify
candidates based on
custom questions
chosen by MTC,
increasing the hiring
process.

2. CFO It’s inefficient and not cost-
effective.

Selecting a custom ATS
with free monthly
software upgrades,
instead of an off the
shelf system ensures
MTC is only paying for
what they need.
Effectively saving MTC
during initial setup and
overtime.

3. CIO Data and security cannot be
protected using the current
manual hiring process.

Choosing an ATS with
role-based security that
can provide customized
user access roles to need
to know information,
which contains potential
candidates PII. Will
ensure MTC’s data and
security remains
protected.

4. Director of Human Resources Recruiting staff can no longer By obtaining an ATS

meet hiring and staffing
demands with current
manual hiring processes.

many of the manual
tasks are automated by
the system reducing
much of the strain the
manual process placed
on everyone in the
process.

5. Manager of Recruiting Concerns that current team
of recruiters cannot hiring
75-150 staff in a 2-month
period in an efficient and
effective manner, as well as
handle the demands of
future company growth
using the current hiring
processes.

An ATS that provides an
audit function to ensure
to the recruiting is
performing at the
highest level it can, in
order to assist MTC with
current and future goals.
Also have the ability to
build a passive applicant
data base, bulk upload
resumes, and forward
via email for cataloging
by automatic resume
parser.

6. Recruiters Frustration with trying to
handle an extremely time
sensitive hiring process with
an inefficient method.

Having an ATS that
automatically adds items
to a To Do-List to keep
applications and
resumes being handled
efficiently will ensure
candidates are not being
lost or forgotten about.

7. Administrative Assistant Concerns with keeping track
of all the potential
candidate’s paperwork and
the ability to provide
everyone in the hiring
process all the information
they need.

Having an ATS that can
automatically send
emails to co-workers and
candidates. As well as
real time appointments
scheduled for candidates
based on preselected
calendars that are
synced with the ATS, and
have the ability to
attached unlimited
documents
automatically.

8. Hiring Manager (Functional
supervisor the new employee
would be working for.)

Doesn’t have time to look at
paperwork, due to other
responsibilities within the
company.

An ATS would
automatically notify user
of new task and assign a
to do list to ensure
urgent tasks were

completed in a timely
manner.

B. Defining Requirements – Each user agrees the manual process is obsolete and

is not working for the current or future staffing goals of MTC. They would all

like to see a more technological system that can securely interface with their

current systems, with little to no training.

Requirement
ID# only

Requirement Statement Stakeholder
(Position and Name from
Case Study that identified
this requirement)

User Requirements – (What the user needs the
system to do)

EXAMPLE The system must store all information from the
candidate’s application/resume in a central applicant
database.

Recruiter – Peter O’Neil

1. The system must display MTC applications to
candidates on mobile devices.

CEO – Samuel Johnson

2. The system must automatically prescreen
candidate’s application for qualifying/disqualifying
markers.

Recruiters – Peter
O’Neil (along with Mike
Thomas and Jennifer
Blackwell)

3. The system must automatically notify each user of
new tasks for new candidates.

Administrative Assistant
– Tom Arbuckle

4. The system must track the status of all candidate’s
application/resume in real time on a cloud-based
server.

Hiring Manager

5. The system must calculate the total number of
active candidate applications on the cloud-based
server.

Manager of Recruiting –
Sophia Perez

System Performance Requirements – (How the
system will perform)

EXAMPLE The system must be implemented as a Software as a
Service solution.

CIO – Raj Patel

6. The system must maintain separate security levels
for users/system administrators.

CIO – Raj Patel

7. The system must be implemented as an upgradable
Software.

Director of HR – Joseph
Cummings

8. The system must support 5000 users online
simultaneously. The system total cost must be cost-
effective.

CFO – Evelyn Liu

9. The system must create audit trails for all user log-
ons.

CIO – Raj Patel

10. Employee records must be added, changed, deleted
by users in human resources department only.

Director of HR – Joseph
Cummings

IV. System Recommendation

A. System Justification

EZ-ATS is the type of SaaS system that MTC is very accustom to, it provides all of

the key features of mobility, availability, and portability that the HR director and the

must have security as well as scalability that is a must have in a new software hiring

system for MTC.

MTC cannot afford to take risks by implementing any SaaS system, paying costly

fees, and being stuck in a long-term relationship. EZ-ATS is the best SaaS system for

MTC because there is no concern about dealing with a subscription service if you

don’t want one, it’s there if needed, but no pressure to use it. The system is

customizable to fit what MTC needs, there is no hardware to setup since it’s all

located at the EZ-ATS data centers. The EZ-ATS SaaS system will provide MTC with

everything to meet the needs of the hiring team’s requests to make the hire process

more effective and efficient. (UMGC Hiring Solutions, 2019)

B. Implementation Areas

The implementation areas will cover the process and the steps of the implementation

of the new hiring system into MTC’s systems. This section will go over what you can

expect and an estimated time of how long MTC’s servers are expected to be off line,

as well as when they will return on line. This process is extremely important because

it informs key MTC personal of what their responsibilities are during this process,

details are being provided to make this a smooth and successful implementation.

1. Vendor agreement: needs to be completed before implementation can begin. The

CIO needs to determine the number of users MTC will need, he must then sign the

User Agreement, then the CFO needs to provide the purchase order information to

EZ-ATS. Once EZ-ATS receives the purchase order, MTC will receive their own

dedicated EZ-ATZ account manager, who will contact the CIO to assist with

configuration steps and preparation for “launch”.

a. The vendor requires a user agreement and purchase order or credit card.

b. It will cost a one-time system setup fee of: $1,000.00 to initialize system

connections, and a one-time configuration fee of: $2,500.00 to individualize system

for your company.

c. It would cost $100.00 a month to support 25-100 system users.

d. EZ-ATZ offers a free 30-day trial with no obligations, no credit card information

required.

2. Hardware and telecommunications: It is imperative that the new hiring system can

be accessed by all required MTC users and potential candidates. It is also important

that MTC servers can support the new EZ-ATZ system.

a. MTC employees can use PC, laptop, and mobile devices to access the cloud-based

hiring system.

b. Local MTC internet will be used and WIFI can also can be used. User can connect

from practically anywhere in the world.

c. The CIO wants to ensure the new hiring system availability and reliability will not

be an issue to the users once it’s up and running and paper applications have been

uploaded into the new hiring system.

3. Configuration: This needs to occur to make EZ-ATZ SaaS system MTC’s personal

system and tailor it to MTC’s hiring process. Make the SaaS feel like MTC’s very

own by customizing it to fit the company’s needs.

a. The configuration options that EZ-ATZ offers are: Link corporate email and social

media sites, setup custom workflow, create user accounts, setup reports, link the

application to hiring sites and social media, design the company’s name and logo,

redesign and upload job requisitions to use the automated screening function, and test

each function to ensure proper functionality (UMGC Hiring, 2019).

b. EZ-ATZ will assist MTC’s IT department with the configuration of the SaaS

system.

4. Testing:

a. MTC’s CIO can request that EZ-ATZ along with MTC’s IT department conducts

the User Acceptance Testing (UAT) early on during implementation and configuration

to ensure there are no discrepancies, if there are issues, they can be corrected

immediately, instead of at the end. This will reduce the amount of troubleshooting

time performed during the testing stage, as well as keep UAT troubleshooting cost

low. To save UAT for the end is an. optional default that many users are not aware of.

It’s much better to Perform the UAT early, preferable at each stage to catch issues and

deal with them immediately (User acceptance, n.d).

b. The User Requirement that will be tested is, the system must store all applicant

information from an applicant’s resume/application in a central database. MTC’s IT

staff will upload paper documents with the assistance of EZ-ATZ to ensure the

documents are able to upload to the EZ-ATZ server and MTC’s users can login and

access the documents from their systems and devices. The HR department will also

try to access the system to apply for a job that’s posted to see if their test

resume/application goes to the central database, and if it can be accessed by MTC

required users.

5. Employee preparation and support:

a. Leadership- The Manager of recruiting and the recruiters should be the early

adopters who influence and motivate the other staff to be excited about the new hiring

system. (UMGC The people, 2020).

b. Change Management- MTC’s CIO should make sure that everyone who has

anything to do with the hiring process is notified prior to implementation and after, to

make the process as smooth as possible (UMGC Information, 2020).

c. Training- Each function is tested during configuration. EZ-ATZ provides easy to

use training resources to develop on-site training, free website videos, or Web-based

training can be provided by EZ-ATZ for $295.00 to “Train the Trainers” (UMGC

Hiring, 2019).

d. User Support- Continue to use current MTC IT support. Contact EZ-ATZ if there

are issues that MTC IT department can not resolve. Customer support is available

(UMGC Hiring, 2019).

6. Data Migration: The applications/Resumes that are currently in the process of being

routed need to uploaded into the new hiring system. There needs to be a simplified

way to scan and upload that data to the SaaS to immediately have them reviewed.

7. Maintenance: The EZ-ATZ system includes system maintenance, regular updates, as

well as offsite backup and recovery (UMGC Hiring, 2019). MTC should ensure their

IT department are able to perform their own backups, know how often the backups

are conducted, when the system maintenance and upgrades are performed, and know

when the system is off line and unavailable. Also, if there is a message posted on the

company’s website stating system maintenance is being performed so the users know

what’s going on.

Summary and Conclusion: MTC’s manual hiring process can longer keep up with the

future competitive strategic growth plan of the company. In order for the HR department

to provide the company with the best most talented IT consultants available to fulfill the

contracts that the company works very hard to win, MTC must acquire a technological

hiring system. This will make the hiring process for the company a much more efficient

and effective way for all parties involved to quickly get the best IT consulted screened

and hired, before the competition does. Thus, ensuring MTC’s Strategic direction of

growing the company and expanding worldwide.

References

UMGC Learning Resource Requirements. March 4, 2020. Retrieved from
https://learn.umuc.edu/d2l/le/content/448773/viewContent/17091172/View

The HR Manager LLC. (n.d.). Applicant Tracking Systems for Small and Medium-Sized Businesses
(SMB’s). Retrieved from https://www.tamrecruiting.com/applicant-tracking-systems-for-small-businesses

The HR Manager LLC. (n.d.). Employee Onboarding Software, Staffing Agency Software, Job Board
Software. Retrieved from https://www.tamrecruiting.com/features-page

UMGC Hiring Solutions, Inc. (2019). EZ-ATS Brochure [Course Resources]. In IFSM 300: Information
Systems in Organizations. Retrieved from http://learn.umgc.edu

UMGC Implementing a SaaS solution. (2020). Retrieved from
https://learn.umgc.edu/d2l/le/content/448773/viewContent/17091245/View

User acceptance testing process: 5 well-defined phases. (n.d.). Retrieved from
https://www.getzephyr.com/resources/whitepapers/science-running-effective-user-acceptance-testing-
cycles

UMGC The people in information systems. (2020). Retrieved from
https://learn.umgc.edu/d2l/le/content/448773/viewContent/17091173/View

UMGC Information systems development. (2020). Retrieved from
https://learn.umgc.edu/d2l/le/content/448773/viewContent/17091171/View

https://learn.umuc.edu/d2l/le/content/448773/viewContent/17091172/View

https://learn.umgc.edu/d2l/le/content/448773/viewContent/17091171/View

https://learn.umgc.edu/d2l/le/content/448773/viewContent/17091173/View

https://www.getzephyr.com/resources/whitepapers/science-running-effective-user-acceptance-testing-cycles

https://learn.umgc.edu/d2l/le/content/448773/viewContent/17091245/View

http://learn.umgc.edu/

https://www.tamrecruiting.com/features-page

https://www.tamrecruiting.com/applicant-tracking-systems-for-small-businesses

A. System Justification

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Implementing a SaaS

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Implementing a SaaS Solution

Differentiating Between Commercial Off-the-Shelf Software (COTS)

and SaaS Solutions

Up to this point, we have been using the term commercial off-the-shelf (COTS) to include

software-as-a-service (SaaS) solutions. COTS is most-often used to refer to applications

that are purchased and installed at the user location, either on a personal computer or on

a server for multiple individuals to use. This includes such familiar purchased software as

word processing or spreadsheet applications. Some COTS solutions come with vendor

maintenance and updates, while others require an additional payment to be made for an

upgraded version. Once the organization purchases a COTS solution, the vendor’s

involvement in the day-to-day operation is nonexistent.

A SaaS solution, on the other hand, is usually leased or subscribed to by the customer, and

the software is owned by the vendor, runs on the vendor’s hardware, and is accessed via

the internet as a “service.” Microsoft is now providing its office applications as a service

via Office 365 for Business, which is provided as a subscription service rather than a

purchased download. In that instance, it becomes a SaaS application. Even though it is a

COTS product, the way it is delivered to the end user via the internet, along with ongoing

service and maintenance from the vendor, makes it a SaaS solution. Other well-known

SaaS products are SalesForce (customer relationships management system), Amazon Web

Services (eCommerce platform), and DocuSign (electronic signature services). For SaaS

solutions, the vendor is responsible for the day-to-day operation of the system, for the

ongoing operation and maintenance of the system, for protecting the sensitive business

data housed in the system, for upgrading and enhancing the system, and for providing

training and support. Usually all that is required at the customer location is an internet

connection and end-user devices to connect to the system.

Unique Considerations for Selecting a SaaS Solution

Learning Resource

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When a SaaS solution is being considered, a primary aspect is that the relationship with

the vendor is very different from a solution that is hosted on-site at the organization. A

long-term relationship is established with the vendor beginning with the lease or

subscription to the system. The customer becomes reliant upon the vendor for all the

services listed above.

Since the system is not purchased (instead, the customers are “renting” or “leasing” the

software and services), the customer will make monthly or annual payments for its use;

these can either be a set amount or can fluctuate depending on the actual use of the

system. A Service Level Agreement (SLA) is used to document the responsibilities and

commitments of the vendor and the customer. Most vendors of SaaS solutions have an

SLA already developed for their customers; this should be studied thoroughly, and

changes negotiated if necessary, prior to the customer signing up for the services.

One big consideration is that the system is operated at the vendor’s location. It is much

more likely that a vendor supporting multiple customers can achieve a higher level of

security for the system than an individual organization. The vendor has the combined

resources to hire and retain security experts to manage the system, the hardware, the

network, and the facility. Many SaaS vendors have implemented a distributed system so

that hardware, software, and databases are housed at multiple locations; many vendors

provide “hot backup” meaning that the database is replicated elsewhere so that if one

database or system is unavailable, there is an automatic switch to the replicated database.

SaaS vendors also can afford to offer quick recovery at a much lower cost than is available

to an individual organization. They are also much more likely to have physical security

measures in place to protect the data center, including fire suppression, surveillance,

access security, and guards.

Since SaaS solutions depend on use of the internet to connect users to the application or

system, the following should also be considered:

the availability and speed of the internet connection;

protection of proprietary or personal information transmitted via the internet; and

location of the system. Some government systems are required to be hosted within

the United States, and not overseas.

Identifying COTS/SaaS Solutions

Over the past decades, COTS and SaaS solutions have proven to be viable models for

acquiring software. SaaS is now a mature model that can be relied upon if a vendor is

selected based on a deliberate evaluation and selection process. There are many sources

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for locating a vendor, including technical journals, industry survey, vendor advertisements,

advisory or consultancy services, and even internet searches. An organization would be

wise to identify a few solutions that appear to meet their needs and then conduct a

detailed evaluation of each one. It is important to identify solutions that align with

achieving the business strategy, improve the process(es), and meet the requirements.

Evaluating COTS/SaaS Solutions

In evaluating a COTS or SaaS solution, four major factors are involved: user requirements,

system performance requirements (system quality and security requirements), the vendor,

and cost. The method for evaluating each of these is discussed below.

Most SaaS vendors provide access to a “free” trial version of their system. During the

product evaluation period, the trial version can be used to determine the basic

functionality and performance of the system. This version of the software is used for

marketing purposes and may not exactly represent how the software would function in a

specific situation. Some vendors may offer to provide access to a more robust version of

their system in order to allow further testing and evaluation. An organization should try

out the software for itself and not rely on vendor demonstrations, which can be set up to

appear to provide functionality and ease of use that is actually not part of the system.

User Requirements

The first step in evaluating a COTS/SaaS solution is to address the user requirements and

answer the following questions:

How closely do the capabilities and functions of the solution meet the

requirements?

Conversely, are there a lot of extra “bells and whistles” that the organization does

not need or would not use, but add to the cost and complexity of the system?

How closely does the application package fit the process used by the organization?

If the solution is implemented, would the organization be able to use it for their

process? Will the business process need to change significantly, requiring additional

training and other organizational changes? Would the changes in the process used

by the vendor’s solution actually help improve the business process? The more the

business process has to adapt to the system, the less likely the system is to be

accepted by the users. If significant differences exist between the system and the

process in use, and major changes are required to the off-the-shelf system, the cost,

complexity, and risk may well outweigh any benefits of the COTS solution. However,

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if the organization is seeking to improve its business processes, COTS/SaaS

solutions often implement optimized business processes in the software, a benefit

for the organizations that implement them.

How much configuration or customization will be needed to put the COTS system

into use? Some COTS products allow or require extensive configuration or

customization in order to make the system useful to any organization. Others

require minimal configuration to set the system up for use in a specific organization.

These activities are major determinants of initial cost and implementation time, and

add to the ongoing maintenance costs.

Configuration is functionality that can be created using built-in workflow tools

and templates that come with the product.

Customization is functionality that is added to or replaces functionality as

provided by the vendor. There is no guarantee that customizations will be

compatible with future upgrades, and they can be extremely costly to maintain

over time.

How much and what data will need to be migrated to the new application/system?

How easily can that be accomplished and at what cost? The organization likely has

information that supports the process for which a system is being sought, and that

information will most likely need to be imported into the new system. If the data is

already in electronic form (in a spreadsheet or database), the migration of that data

should be accommodated. However, if data is in paper form, decisions will need to

be made about how much of the existing data is to be manually entered into the

system, and in what form it will be entered.

Migrating data into a new system can be very time consuming and costly, so these are

important considerations for the organization.

System Performance Requirements

Next, the quality of the COTS/SaaS solution is evaluated answering the following types of

questions regarding the attributes of the system (which are specified as system

performance requirements):

Usability—Can new users quickly adapt to the software? How easy is the system to

use, and how is help provided for the users? Does the vendor provide training? Is

online help provided in the system? Is user support provided (e.g., a help desk or

documentation)?

Scalability—Can the system accommodate the anticipated number of eventual users

and/or records/transactions? Can it be scaled back if there are actually fewer users

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or transactions?

Availability—Will the system be available for use when needed? If there is any

anticipated maintenance downtime, is that compatible with the organization’s

needs?

Reliability—Does the system create and maintain the data correctly?

Maintainability—What is the vendor’s approach to maintenance and how often are

updates applied? How quickly can corrections be implemented?

Performance—Is the system able to meet response time requirements? Is it able to

handle the volume of the expected workload (or number of transactions)?

Portability—Does the system run or operate on the types of end-user devices and

operating systems that the organization uses or anticipates using?

Interoperability—Is the system capable of exchanging data with any required legacy

(existing) system?

Security—What security protections are provided by the vendor? What security

steps are needed within the organization? How is the system protected from

malicious or accidental actions? How will users authenticate to the system and be

authorized to perform functions and/or access data? Does the system effectively

prevent unauthorized access and prevent unauthorized ability to change data? How

is data protected as it is transmitted and when it is stored? Does the system keep a

log of who logged in, when they logged in, what information they accessed and what

changes they made? What data backup and recovery is provided by the vendor?

The answers to these questions will help determine whether the system provides

adequate security.

Vendor Ability

The vendor’s ability to support the organization and provide the services needed is a third

area of consideration. The organization should do its due diligence and consider the

financial stability of the vendor and look at such things as how long they have been in

business, how robust their customer support is, and their industry reputation. The number

of paying customers and the length of time they have been with the SaaS vendor is a

good indication of the quality of the software and the vendor’s services. In evaluating a

SaaS vendor, it is a good idea to check with some of their customers to learn about their

experience with the SaaS. The organization needs to ensure the vendor will be able

support it for some time to come. Keep in mind that once the organization signs up, the

expectation is that there will be a long-term relationship—the organization does not want

to keep changing its SaaS software and vendor, and the vendor will want to keep the

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organization as a long-term customer providing recurring revenue. At the end of the day,

the organization is responsible for the use of the system as it impacts their employees and

customers. Although the vendor owns and hosts the system, the reputation of the

organization can be at risk if issues arise and are not properly addressed.

Total Cost of Ownership (TCO)

The fourth area of consideration is the cost of the COTS/SaaS solution. In determining

how a system is to be acquired and/or which system is to be acquired, the organization

must consider the total cost of ownership (TCO) of the solution. The TCO for each

alternative can be estimated in order to make comparisons. This concept is something we

are very familiar with when we are making a major purchase in our daily lives. In general

terms, the total cost of ownership (TCO) is the sum of all costs associated with an

acquisition that will accumulate over the life of the asset. One of the personal acquisitions

for which we use the TCO is the purchase of a new car. Clearly, the purchase price is not

the only consideration. Today, automakers recognize the importance of the TCO to their

customers; in their advertising, they talk about gas mileage, resale value, length of

warranty, free servicing over some period of time, and special financing terms.

The table below identifies the cost categories of an IT TCO. Although there are several

ways of categorizing and listing the costs, this list contains some of the often overlooked

and crucial costs that are important to understand. The specifics of how the categories

apply to a SaaS solution are also provided.

Cost Categories of an IT TCO

Cost Categories Description

Costs as Applied to SaaS

Solution

acquisition The costs of acquiring IT

assets: the lease, purchase,

or subscription cost of

hardware and software,
including research, travel,

freight, and tax; and/or the

cost of developing the

software from scratch.

Lease or subscription costs for

software and system (SaaS

vendor).

Purchase or lease of end-user
hardware devices (PCs, tablets,

printers, etc.).

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Cost Categories Description
Costs as Applied to SaaS
Solution

communications The cost of all

communications, including

network costs, wiring,

service provider fees,
communications hardware,

and software.

Initial setup costs of Internet

Service Provider (ISP) and

ongoing monthly charges.

security

The costs of ensuring

security of the IT

infrastructure and data,

including security software,
usage monitoring, and

facility security costs.

Most security services provided

by vendor, documented in the

SLA.

End-user policies and device
protection are the responsibility

of the customer organization.

installation The costs of making IT

assets operational; could

include building

modifications, increased
cooling requirements, and

increased utility capacity at

the datacenter.

Responsibility of the

vendor.

configuration The costs associated with

COTS or SaaS software to

set it up to function

correctly within the
organization; using built-in

tools such as workflow,

report layout, terminology

and/or organizational logo.

Costs to configure SaaS to

function for the organization

(e.g., workflow, reports,

terminology, logo).

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Cost Categories Description
Costs as Applied to SaaS
Solution

customization The costs of making

changes to the COTS or

SaaS software that are

unique to the organization.
The ongoing cost of

maintaining these changes

over time and testing

future upgrades must be

considered as well.

Costs to make changes to the

software for the specific

customer; may cause additional

cost for maintenance.

testing The costs of preparing test

cases and using the system

to determine whether it is

functioning properly and
meets the requirements.

Also includes the costs of

recording deficiencies and

re-testing when changes

are made.

Costs generally are limited to

the customer creating and using

test cases to ensure the system

works as needed. This is very
different from using a

demonstration or “free trial”

system before selection; it is

testing the actual system after it

is configured and is operational

for the customer.

support The cost of keeping the

infrastructure functioning

as planned; could include a

help desk, hardware
technicians,

telecommunications

specialists, programmers,

and maintenance support

staff.

Most costs borne by vendor.

There may be an additional

charge for user help-desk

support or technical support, or
it may be included in the

monthly/annual fee.

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Cost Categories Description
Costs as Applied to SaaS
Solution

maintenance The cost of keeping IT

assets current and in a

condition that can meet

their planned functions;
includes updates and

enhancements as well as

fixes for problems; could

include maintenance

contracts, programmers,

and telecommunications
specialists.

These costs are borne by the

vendor. The customer pays a

monthly/annual fee for ongoing

service and system
maintenance.

coordination

costs

The costs related to

keeping the infrastructure

tuned to maintain optimal

performance when changes
to an infrastructure

element are required

These costs are borne by the
vendor.

disaster

recovery

The costs of ensuring

continued operation of the

infrastructure, including

maintenance of a current
plan, cost of backup sites

and equipment, costs of

emergency power, and

costs of practice exercises.

Most of these costs are borne

by the vendor (if the vendor

provides disaster recovery

services) since the vendor is
responsible for its hardware,

software and internet access;

but the organization is

responsible for its own

infrastructure (end-user devices,

internet access, local power,
etc.).

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Cost Categories Description
Costs as Applied to SaaS
Solution

organizational

change

management

Any costs associated with

organizational changes

resulting from

implementation of the
system; includes such

things as consolidating

departments, establishing

new groups or

responsibilities,

reorganizing or reassigning
personnel.

Always a customer cost.

data migration The costs of determining

what existing data (either in

electronic or paper form)

would need to be entered
into the system to get

started, and entering that

data.

The customer must bear the

cost of determining what

existing data (electronic or

paper) is to be entered into the
system.

The cost of entering the data is

borne by the customer;

sometimes the vendor is willing

to assist for a fee.

SaaS solutions generally offer many of these categories of service as part of their initial

fee and/or the ongoing maintenance fee. All must be taken into consideration when

developing the TCO.

Making the Selection

In the end, a cost-benefit analysis can be used to determine which solution best meets the

needs of the organization. All four factors discussed above must be considered, with the

organization determining which of them is most important or which combination of the

factors best suits that organization, considering any specific needs, such as security of

highly sensitive data, particular functionality that must be present, controlling costs, etc.

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Implementing the System

Implementation of a COTS or a SaaS solution is a major project for the organization. A

system owner and a project team should be designated, and best practices for IT project

management should be employed. A project plan for implementing a SaaS solution should

include the following steps:

Establish the vendor agreement, contract or SLA; a mechanism needs to be put in

place to give the organization access to the system, identify responsibilities of the

vendor and the customer, and lay out initial and ongoing costs.

Acquire the end-user hardware and telecommunications, if necessary, and/or

validate the capability of existing hardware and telecommunications to access and

use the system.

Configure the system for use in the organization; identify what needs to be done to

implement the organization’s desired workflow, reports, terminology, logo, etc.;

identify who will configure the system and how it will be done, and whether there is

any additional

cost.

Develop a plan for User Acceptance Testing (UAT), and test the configured system to

ensure requirements are met and that it is functioning correctly, including use of any

user support tools or services provided. The UAT plan explains how each

requirement will be specifically tested to ensure it is working properly and the

requirement is met. For example, if the requirement is that the system determine the

customer’s city and state based on the zip code entered, then a zip code would be

entered into the system and the result would be checked to ensure the correct city

and state were provided.

Apprise the employees of what is taking place and why, and make any organizational

or process changes that are needed. Leaders of the organization need to be involved

as sponsors and coaches to encourage system adoption and use, and they should

employ change management techniques to ensure a smooth transition.

Train administrative personnel in their role(s) for supporting the system.

Conduct user training.

Migrate the data needed to operate the system; determine how this will be done

(electronically, manually, etc.), who will do it, how long it will take, and what it will

cost.

Oversee operations to ensure continued end-user support and system maintenance

are performed by the vendor according to the SLA; identify any need for support or

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maintenance by the organization itself, such as hardware and software upgrade for

end-user devices, a local help desk, etc.

Using a comprehensive project plan as laid out above will help ensure a successful

implementation and ongoing support for the new system.

All links to external sites were verified at the time of publication. UMGC is not responsible for the validity or integrity

of information located at external sites.

2/21/22, 9:30 AM

IT Project Management

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IT Project Management

In this course, we will briefly overview what project management entails and the role of a

project manager. To become a good project manager, you should complete further study

in this area. Project management certificates are offered by universities such as UMGC,

and there is at least one recognized certification authority—the Project Management

Institute (PMI). PMI evaluates both your experience as well as your knowledge before a

certification is awarded, because project management is best learned from a combination

of classroom study and real-world experiences. To best understand a discussion of project

management, you should be familiar with the following definitions:

Term Definition Examples

project temporary endeavor
undertaken to create

a unique product,

service, or result

with a specific start

and end

build a house; write a research paper; plan
a wedding.

project
scope

describes the work
that must be

accomplished to

complete the

project

three-bedroom, two-bath house
completed and occupancy certificate

obtained; research paper submitted to

professor; wedding held

project
manager

“expert” responsible
for planning,

managing, and

controlling all

aspects of a project

construction manager; student; wedding
planner

Learning Resource

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Term Definition Examples

project
management

the application of
knowledge, skills,

tools, and

techniques to

project activities to

meet project

requirements

Overseeing the construction for building
the house; developing the “to-do” list for

researching and writing the

research

paper; defining activities for the wedding

planning notebook

project
deliverables

concrete, tangible
outcomes, results, or

products generated

as a result of a

project

drywall completed on new house
construction; first draft of research paper

written; wedding invitations printed

milestones key dates when
specific, critical tasks

or groups of

activities are

completed

March 15: electrical wiring completed;
May 1: research completed; June 1:

reception hall booked

contingency anticipating delays
or problems, and

having an alternative

solution or strategy

planned

backup plumber and electrician identified
in case primary contractors are

unavailable; reserve an extra day before

the paper is due in case of delay; have

tents ready in case it rains on the wedding

day

What is the role of a project manager? Is the role of an IT project manager different? A

project manager must control the four key variables associated with any project: time

(schedule), resources (human and financial), scope of work, and quality. The project

manager leads the development of a project plan that takes all of these into consideration.

Depending on the organization and scope of a project, there may be both a

business

project manager and a technical project manager assigned to an IT project. It is essential

that the business owns the solution (fully responsible for its success). IT’s role is to help

the business identify the best technology solution for the business problem.

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Project Management Variables

Frequently, trade-offs are required during the establishment and life of a project. Project

management is the science of making intelligent, conscious trade-offs. While it is likely

impossible to eliminate problems within a project of any size, having a sound project

management methodology puts in place a process and means with which to deal with

issues as they arise. As things change, the project manager must adjust the four variables

to keep them in balance. For instance, the budget may be limited, which can restrict the

scope of the work and the number of people who can work on the project. Or, the project

may have a firm deadline, which can drive costs up since more people would have to be

hired to complete the project on time. When any one of the four variables changes, it will

have an impact on at least one (and often more than one) other variable. Time, Cost and

Scope are often referred to as the Triple Constraints of project management as a change

in any one of these three has an impact on the others and the project quality. A strong

project manager pays close attention to the project plan and the progress of the project

against the plan, and manages the variables appropriately to ensure successful completion

of the project. Successful completion is accomplished if the project is delivered on time,

stays within the allocated budget, and performs the required functions correctly. This role

is the same for any project manager, including an IT project manager.

The project methodology provides the structure and processes to define and plan a

project, monitor its progress, and evaluate its end result. A standard methodology also

provides for consistency, allows the process to be refined and improved over time by

incorporating lessons learned, and increases the transferability of skills among team

members. Project methodologies include project initiation, project planning, and project

execution.

Project Initiation

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The first step is the selection of strategic projects. However, the project manager does not

select the projects alone; usually that is done by senior management after the

presentation of a business case that outlines the business need (problem or opportunity)

and options for potential solutions (how to address the need rather than specific

products). Often a feasibility study is undertaken to determine the viability of the effort

and potential solutions. The feasibility study can also include cost estimates and identify

potential risks.

Project Planning

Once senior management approves the business case and allocates resources, the project

manager ensures the project plan is fully developed and executed according to plan. The

project plan provides the road map for the project. The project manager is responsible for

building a realistic plan to achieve the desired results and then monitoring to ensure that

tasks are completed on schedule, resources are available as planned, and key milestones

and deliverables are met. Clearly defining the project scope and business requirements are

key to project planning. A smart project manager makes sure that his or her plan has

SMART criteria. The SMART criteria below will help to ensure that clear, understandable

and measurable objectives have been established for the project:

Specific

Measurable

Agreed upon

Realistic

Time framed

These objectives are documented in the project plan and used throughout the project’s

life to help keep the project on track. A sound project plan is:

easy to understand—Tasks and deliverables are specifically presented in commonly

understood, well-defined terms.

readable—Graphical representation follows standard structure and layout.

communicated to all key stakeholders—Those involved and affected know what the

plan is.

appropriate to the project’s size, complexity, and importance—The plan is not overly

involved or complicated for a minor, small-cost, short-term project, and is not too

general and abbreviated for a complex, high-cost, long-term, high-priority project.

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prepared by the team—Project team members contribute to the project plan

development, rather than a project manager developing it in a vacuum.

Project Execution

This is where the project plan provides the roadmap, and the project work is carried out.

The project manager monitors progress against the plan, managing any changes and

mitigating risks as they become known. Project risk management involves identifying

potential events or conditions that could have a negative effect on the project, estimating

the impact if the risk occurs, determining a mitigation strategy to reduce the likelihood of

the risk occurring, and identifying what will be done if the event or condition actually

arises. Keep in mind that the job of the project manager is to stay on top of all the

variables and manage the cost, schedule (time), scope, and quality. Routine status reports

are an important part of tracking the progress of the project. This monitoring

process

helps the project manager keep time, cost, and scope in balance. He or she must seek

additional resources (money or people) or a schedule change (time) when the scope

increases, and must be able to articulate the effect on quality if additional resources or a

schedule change are not authorized. The project manager is responsible to senior leaders

to monitor the variables, keep leadership informed, and propose solutions for changes as

they occur.

For our purposes, we will assume that a correct business process redesign occurred and

the best solution was chosen. So what do we need from a project

management

perspective? It would seem easy enough: plan the work and work the plan, and voilà! The

solution is implemented on schedule and on budget.

Of course, anyone who has participated in a project knows that it rarely happens that

way. Building a house gets complicated because two solid weeks of rain delay the pouring

of the concrete. You thought you could conduct your term paper research on Saturday,

but a friend had a ticket for the big game and you could not decline his offer; therefore,

you didn’t gather the information so you could begin writing your paper on Sunday. And

planning a wedding—there are so many potential issues there—the bridesmaids hate their

dresses, the caterer backed out, the organist broke her wrist, and so forth. You get the

idea; even the best-planned project will have challenges.

The four variables are interdependent; you cannot change one without affecting the

others. For example:

Decreasing a project’s time frame means either increasing the cost of the project or

decreasing the scope of the project to meet the new deadline.

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Increasing a project’s scope means either increasing the project’s time frame or

increasing the project’s cost (or both) to meet the increased scope changes.

Decreasing a project’s resources (either people or money) will necessitate a

reevaluation of the scope and/or the quality. The scope may need to be reduced to

avoid decreasing the quality. If the scope must remain unchanged, quality will suffer.

Increasing a project’s quality requirements will require more time and money to

incorporate more perfection and test all possible outcomes for correctness.

Having a well-prepared project plan can help reduce the risk of project failure, but it

cannot eliminate the possibility of failure. There are many reasons why even a well-

planned project can fail. Some common project problems result from mismanagement

(Whitten & Bentley, 2008, p. 81):

failure to establish upper-management commitment to the project

poor expectations of management (expectations of users and managers not in

agreement, or expectations change over the life of the project)

premature commitment to budget and schedule

overly optimistic

mythical man-month (unrealistic estimate of the amount of work an individual can

perform on the project)

inadequate people-management skills

failure to adapt to business change

insufficient resources

failure to work the plan

As you review this list, how many of these causes are related to hardware, software, or

other technology issues? Right—none! This indicates that it is frequently the human

aspect of projects that creates most of the problems and greatly increases the risk of

failure. Therefore, the importance of paying attention to the softer skills of managing

people on IT projects cannot be overemphasized.

If you look back at the list of causes of project failures, you will see that many connect to

one or more of these interrelated elements. For example, premature commitment to

budget and schedule will definitely affect the time and cost variables. Let’s relate this

cause to our earlier examples.

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Project Cause of Failure Project Cause of Failure

Building a

House

estimating the construction budget with insufficient research into

the current costs of construction materials, or assuming stable

pricing

Preparing a

research

paper

planning your schedule to complete the paper without considering

other course assignments or personal requirements

Planning a

wedding

establishing a budget for “dear old dad” without obtaining the costs

of catering the reception

Scope Management

Failure to manage the scope of a project will result in scope creep—the natural tendency

of projects to become bigger than originally intended, with detrimental impact on cost,

time, and outcome. Using our previous examples, some scope creep occurs when while

building a house, we decide to add a home theater in the basement; you decide to add a

PowerPoint presentation to your research paper; and the wedding reception

entertainment changes from Cousin George, the DJ, to an eight-piece jazz ensemble.

Since almost no project goes exactly according to plan, the project manager needs a tool

to detect and manage the changes. The process of change management is this tool. The

project manager documents all approved changes, revises the project plan accordingly,

and then continues managing and monitoring the project.

To minimize inadvertent scope creep, effective project managers define a change

management process specifically related to the project. (This is different from the

organizational change management strategies that relate to generally managing the

changes within the organization that a new solution may create.) At the risk of

oversimplifying this concept, for the purposes of our discussion, we are talking about a

structured process (part of an overall project management methodology) to address

changes in requirements or expectations on the specific project outcome.

As you can imagine, changes affect resources. A change may require additional staff

hours, hardware and/or software costs, testing, systems configurations, and/or the

assessment of impact on related IT components. There are times when these changes are

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necessary to maximize the intended business solution, address some unforeseen problem,

or meet a changing business strategy or requirement. Having a structured methodology in

place means that the change is treated as a potential mini-project:

The requirements are documented and analyzed.

The impact (time, money, and other resources) is analyzed, and the effects on budget

and schedule are defined.

At this point, the business sponsor or project owner may decide whether or not to

proceed with the change.

In many larger organizations, a change control board (CCB) exists for just such situations.

Representatives from the affected areas review the documentation and decide whether or

not to proceed. If the decision is to proceed, the additional impact is inserted into the

project plan, and appropriate adjustments are made.

What Makes an Effective Project Manager?

The critical skills needed for IT or business project managers are the ability to (1) manage

people and (2) manage the project effectively. The project team can be staffed with

technical expertise, but it is much more difficult, if not impossible, to make up for a

project manager’s shortcomings in the areas of understanding the business and addressing

the human aspects. Project managers must also address team issues to help guide the

project team. People should be recognized for their contributions and successes and held

accountable for failing to meet commitments. Far too often, members of project teams

know things aren’t going well, but bolster themselves by vowing to get caught up next

week. Addressing problems as early as possible in the project allows time to make

corrections and help keep the project on target.

If we look back at our definition of project manager, it seems like this individual bears

most of the responsibility for making projects successful. Although he or she may

delegate various tasks, the buck frequently stops with the project manager. Because of

the many hats project managers wear, the variety of skills they must have, and the

constant juggling act they must perform, it is no wonder that highly capable and skilled

project managers can be scarce and are in great demand. Let’s look at the skills, or

competencies, a good project manager must have.

Project Manager Competencies

Competencies Description

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Competencies Description

business

achievement

connects projects with corporate strategy and objectives

partners with and involves stakeholders throughout the

process

provides quality perspective

people

management

communicates

effectively

facilitates team process

coaches team members to work cohesively and fosters a

spirit of collaboration

provides resources and training to develop team members

prepares, monitors, and controls project plan—gathers input

and adjusts as needed

problem-

solving

displays initiative to show creativity and innovation

calculates risks and prepares contingencies

applies critical thinking to problem resolutions

provides systems perspective

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Competencies Description

influence understands and is sensitive to interpersonal motivations and

behaviors of others

is aware of corporate political landscape and can navigate it

effectively

understands the implications of project decisions and

manages risks

knows how to enlist cooperation and build consensus among

business managers, users, and IT staff

self-

management

displays self-confidence, but with humility

“walks the talk”

has personal accountability

works well under pressure and adverse conditions

Successful project managers combine knowledge and skills with experience in

participating and managing projects. Lessons learned from past projects can help inform

best practices to be applied to future projects. Consistent application of a sound project

management methodology along with strong interpersonal and leadership skills enable

project managers to help organizations gain strategic advantage through successful

project delivery.

References

Whitten, J. L., & Bentley, L. D. (2008). Introduction to systems analysis and design. New

York, NY: McGraw-Hill.

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All links to external sites were verified at the time of publication. UMGC is not responsible for the validity or integrity

of information located at external sites.

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Page 4

Launching EZ-ATS

1. Select the services you need at a price that fits your budget
➢ Up to 25 system users $50 per month
➢ 25-100 system users $100 per month
➢ 101-1000 system users $200 per month
➢ Over 1000 system users $500 per month
➢ One-time system setup fee $1,000 to initialize system connections
➢ One-time configuration fee $2,500 to individualize system for your company
➢ Web-based training $295 for “Train the Trainers” course
➢ Unlimited data storage Included in licensing fees
➢ Comprehensive security Included in licensing fees
➢ System maintenance Included in licensing fees
➢ Regular updates Included in licensing fees
➢ Offsite backup and recovery Included in licensing fees

2. Sign the User Agreement with the vendor and provide credit card or purchase order information.
3. When your User Agreement and payment are received, your dedicated Account Manager will contact

you to help you with the configuration steps and preparation to “go live.”
➢ Use your company name and logo
➢ Link to your corporate email and social media sites
➢ Link to the LinkedIn and job boards you use to post job announcements
➢ Show you how to

▪ Set up custom reports
▪ Set up user accounts for your employees
▪ Set up your custom workflow
▪ Redesign and upload your job requisitions to use the automated screening function
▪ Test each function to ensure it is working as intended

Deploying EZ-ATS is just as simple!

1. Train your employees
➢ Using free EZ-ATS website videos
➢ Using EZ-ATS training resources to develop on-site training to meet your needs

2. Provide users with account and login information, including one-time password
3. Identify user support resources provided by your company

Using the system is even easier!

1. Authorized users can access EZ-ATS
➢ From any device
➢ From any location
➢ At any time

2. System maintenance does not interrupt user experience
3. Security and other updates are automatically installed – with no action on your part required!

EZ-ATS APPLICANT TRACKING SOFTWARE

Page 5

About Software as a Service (SaaS)

What is Software-as-a-Service?

• Available to customers over the Internet; available from anywhere

• Application is hosted by a third-party provider; typically no additional IT
infrastructure or expertise required for customer; low startup costs for customer

• Updates and data backups automatically available

• Subscription services available; cost based on number of users; predictable
scheduled payments

Key Benefits of EZ-ATS Cloud-based SaaS to Your Organization

• Cost efficiency and fixed payment schedule
• Saves time and money on implementing a solution; low up-front costs
• No disruption due to product installation
• Frees staff to focus on key business activities
• Greater flexibility – available anywhere, anytime, from any device
• More efficient support – controlled environment managed by experts
• Safety and security of systems and data through access control, network security

using firewalls, and data encryption
• Easy scalability as business grows
• Free upgrades and enhancements

Reference Listing and Citation for this Brochure

UMGC Hiring Solutions, Inc. (2019). EZ-ATS Brochure [Course Resources]. In IFSM 300: Information
Systems in Organizations. Retrieved from http://learn.umgc.edu

In-text citation (UMGC Hiring Solutions, 2019)

http://learn.umgc.edu/

MTC Hiring Process

IT consulting firm MTC employs IT and management methodologies to give the best results to its clients, including businesses, non-profits, and government agencies. They do everything they can to stay ahead of the competition and deliver the best service possible to their consumers. The company’s purpose is to provide the most satisfactory possible service and advice to its customers to preserve their market value and meet the requirements of the contracts they will sign. Employees must be well-trained and capable of meeting the new MTC contract project requirements. The existing hiring resource structure is inefficient for promptly hiring the needed number of candidates. MTC routinely loses potential employees to competitors due to its cumbersome hiring process. Employees for MTC’s satellite offices and offshore research centers come from worldwide thus, recruiting people from all over the world is necessary.

Section I: A Brief History and Structure of the Company

Organizational Goals and Objectives

Internal systems must be IT-oriented and efficient to ensure that customers receive the best service possible from the firm that provides IT services.

MTC’s utilization of technology-based internal systems will provide them an advantage over their competitors. As a result, the organization is considering implementing a new employment strategy centered on technology. New contracts have resulted in a plethora of positions at MTC, and the company’s present manual hiring method is severely inadequate. Interoffice emails undergird the manual technique, making it inefficient and time-consuming. MTC may lose potential employees to competitors if it adopts a manual hiring technique due to the time-sensitive nature of the employment process. The system can be significantly improved if the organization employs an IT-based hiring system. Personnel is no longer at risk of quitting MTC due to a new hiring process, and the company will be able to meet contractual obligations with a team of competent and well-trained personnel.

B: Competitive Advantage

In order to achieve a competitive advantage in the market, MTC plans to implement a new IT-based hiring method. MTC plans to implement a new hiring method that is flexible enough to meet the company’s present and future demands. The MTC now employs an email-based system to keep track of the entire hiring process, which is time-consuming. Since the hiring procedure at MTC is slow, the company risks losing qualified people to its rivals in the job market. MTC can hire people in distinct domains, and the system will include all the communication between hiring managers, recruiters, and

Administrative Assistant

s and data on the applicants’ applications and other papers on a single platform.

Section II: Process Analysis

A. The Recruiting Process:

The table shows how the new hiring technology will improve MTC’s hiring process over the manual hiring method. Every process begins with some input and ends with some output. MTC’s hiring process uses old processes as input and transforms them into new processes as output. The table below details both the current hiring process and the improved hiring process acquired by using the new hiring system.

EXAMPLE PROVIDED – (Retain text as #1 but remove this label and gray shading in your report)

Recruiter

Administrative Assistant

Hiring manager

As-Is Process	Responsible MTC Position	To-Be Process – How the system Will Support and Improve the hiring process	Business Benefits of Improved Process (Align with MTC’s overall business strategy and needs.)
1. Recruiter receives application from job hunter via Postal Service Mail			Recruiter	The system will receive the application via online submission through MTC Employment Website and store in the applicant database within the hiring system.	A more efficient submission process decreases time needed to receive and begin processing applications. This will present a positive image to potential employees and help MTC compete for top IT talent.
2. Recruiter screens resumes to identify top candidates by matching with job requirements from job description.	Keywords in the application will be identified, and only resumes that meet the job’s requirements will be selected by the system van den (Broek et al., 2019).	Recruiters will be able to devote more time to sift through a large number of applications due to this.
3. Recruiter forwards top candidates to Administrative Assistant via interoffice mail	The recruiters will send a list of the top candidates selected by the system based on criteria such as education and experience	Selecting the top candidates will allow MTC to maintain its reputation.
4. Administrative Assistant forwards candidates’ resumes and applications to hiring manager for the position via interoffice mail.			Administrative Assistant	The administrative assistant forwards the applications from the recruiting system, and the applicants that are highly suggested applicants will move to the top of the list with their criteria field set to match the hiring manager highly.	To determine if an applicant meets the requirements of the job ad and the MTC, the hiring manager will have access to all of the applicant’s documentation and information through the portal.
5. Hiring Manager reviews applications and selects who he/she wants to interview.		Hiring manager	Applicants who meet the hiring manager’s criteria will be shown on the system. In order to schedule interviews, the hiring manager will use the portal’s calendar to indicate which members of the team will be interacting with the applicant on the applicant’s portal profile.	Any member may see the manager’s feedback on the site, and recruiters can schedule interviews based on that. That way, there are no more hiccups in the current process, such as waiting for an applicant’s response via email. Automating processes and increasing communication with a computerized hiring system [Str19]. There will be no more delays in the employment process because of email exchanges and a lack of communication between departments.
6. Hiring manager sends email to Administrative Assistant on who he/she has selected to interview and identifies members of the interview team.	Hiring manager	The hiring manager can use the administrative assistant’s input to schedule interviews by sending them to her via the portal of the applicant’s profile.	When HR approves an applicant for an interview, an administrative assistant is notified via the portal. As a result, it will speed up the hiring process. As a result, they will be able to fill open positions more quickly and more affordably in the future.
7. AA schedules interviews by contacting interview team members and hiring manager to identify possible time slots	Administrative assistant	The administrative assistant’s job is to check interviewing times on the electronic schedules. The interview panel members will be notified of any changes to their schedules by the administrative assistant. As a result, it will be easier to locate interview times on electronic calendars.	The interview scheduling process will speed up, and the administrative assistant will not need to wait for the replies of team members to schedule interviews, plus there will be no need to send schedules through email to each member involved in interviews.
8. AA emails candidates to schedule interviews.	Automated emails and phone calls will be used to organize the presence of all interviewing team members.	Better time management and preparation for upcoming interviews are made possible thanks to this system’s ability to notify the appropriate staff when new opportunities arise.
9. Interview is conducted with the candidate, hiring manager, and other interview team members.	Hiring Manager and Interview Team	The hiring manager interviews with the candidate, the hiring manager, and other interview team members. (Hiring System is not used for this step.)	MTC can conduct interviews across the country because of the advantages of these methods.
10. AA collects feedback from interviews and the status of candidates	Candidate profiles are updated using information gathered from interview questionnaires and interviewer notes.	The hiring manager will be promptly informed of the results of this approach, resulting in a speedier turnaround time for the hiring process.
11. Hiring manager informs the AA of his top candidate for hiring	Before an offer letter is prepared, the system will liaise with HR to ensure that all documents are appropriately prepared and up to standard.	The system is implemented to ensure that MTC’s documentation is accurate and well-presented.
12. Administrative Assistant prepares offer letter based on information from recruiter and puts in the mail to the chosen candidate.	Administrative Assistant EXAMPLE PROVIDED – (Retain text as #12 but remove this label and gray shading in your report)	System enables AA to prepare job offer letter by storing the offer letter template and information on each candidate; allows AA to select information to go into letter and put it into the template, which can then be reviewed and emailed to the candidate.	More efficient offer process presents a positive image to applicants, decreases time needed to prepare offer letter, and enables MTC to hire in advance of the competition (Maryland Technology Consultants, Inc. 2019).

B. Expected Improvements

The table highlights the problems with the present hiring process and how the new system will fix them.

Area

Current Issues

(from the Case Study)

Improvements

(due to use of technology)

Collaboration:

EXAMPLE PROVIDED

(Retain text but remove this label and gray shading in your report)

The Hiring Manager states that recruiting is only one area he is responsible for and he isn’t as responsive to HR as he could be (Gershon, 2020). Therefore, he counts on the Recruiters to help manage the process and keep him informed.
Current manual system causes considerable communication breakdowns and takes additional effort and time to stay on top of the hiring process.

An efficient system with all information in one place, easily accessible via a dashboard, and updated in real-time could make his recruiting job easier; and he could devote time to effectively working collaboratively and proactively with HR on his staffing needs.

Communications: Explain how a hiring system could improve internal and external communications

The communication barrier that MTC faces are that they have applicants wanting to know the status of their application, but with an ineffective system, MTC cannot deliver that information promptly. Internally MTC communication issue is outdated technology and information systems, hindering effective communication throughout the company.

If an applicant’s application status can be tracked in real-time, a new hiring system could help with internal and external communication. Through email notifications, recruiters and applicants are also alerted with time stamps of where they are in the hiring process. It ensures that everyone engaged is kept up to date.

Workflow: Explain how a hiring system could improve the MTC hiring process by providing a consistent structure for each participant to perform his/her part in the hiring process.

Due to MTC’s time-sensitive employment process, many applications and credentials have been missed in emails or buried in paperwork. Several application statuses were not updated as a result of this problem.

With an Excel-based system, the entire hiring team can be kept up-to-date on every hiring process step. In addition, each applicant’s information and feedback can be stored in this Excel-based system.

Relationships: Explain how implementing an enterprise hiring system could foster stronger relationships with applicants/potential employees

According to the recruiter, applicants wanted to know the status of their application, but recruiters could not deliver the information because of the poor hiring system.

As a result of the rivalry for eligible applicants, it is essential to maintain an organized system of qualified job seekers.

References

Gershon, I. (2020). 6 The Decision Makers: What It Means to Be a Hiring Manager, Recruiter, or HR Person. In Down and Out in the New Economy (pp. 185-206). University of Chicago Press.

https://www.degruyter.com/document/doi/10.7208/9780226452289-008/html

Maryland Technology Consultants, Inc. (2019). Maryland Technology Consultants is a fictitious company created for the IFSM 300 Case Study.

van den Broek, E., Sergeeva, A., & Huysman, M. (2019). Hiring algorithms: An ethnography of fairness in practice.

https://core.ac.uk/download/pdf/301385085

MTC Hiring Process

I. Requirements

A. stakeholder’s interest.

The optimum opportunity to use technology is to receive real-time data when checking job postings and responses and promptly source applicants. Following are a few examples of how technology makes recruiting easy and excellent. Getting the correct prospects is easier and faster now. The table will highlight the significant stakeholders of Maryland Technology Consulting (MTC), a significant problem for each stakeholder related to the current hiring process, and how technology solutions can help address those problems.

Role	Specific problem related to the current hiring process	How a technology solution to support the hiring process could address the problem
1. CEO	MIT does not have enough employees to provide the services its clients anticipate and pay for.	To meet current and future contract requirements, MIT needs to hire the right personnel now.
2. CFO	Currently used timekeeping and payroll solutions are not cost-efficient.	The possibility of saving is achieved due to the new technology that will work seamlessly with the present timekeeping and payroll systems. As a bonus, it will open the door to more advanced features in the future.
3. CIO	Workers in IT departments are heavily reliant on their capacity to carry their computers about in their pockets which is a challenge in portability.	It is possible to integrate the new technology into the old architectural framework without issues. It does not require a large software development team to quickly get it up and running. It is also accessible globally, and customer data is entirely safe.
4. Director of Human Resources	In light of the company’s future objectives and increasing development, the current manual methods are no longer sufficient.	Human Resource systems. Compared to the current manual processes, this technology can grow with MIT and deliver greater possibilities in the future.
5. Manager of Recruiting	The hiring process takes longer since MIT’s systems cannot keep track of applicants. The company’s processes cannot quickly process applicants and select the best candidate for a position.	In order to save time during the hiring process, the system uses messaging to track all applicants. Thanks to this technology’s ability to quickly process candidates and deliver feedback, the best candidate will be offered a position.
6. Recruiters	The current method is not working as well as it should. Applications and resumes might quickly go missing in the interoffice mail. As a result, it is not easy to provide an applicant’s current status. On the other hand, the interview dates and times are not flexible enough to meet everyone’s schedule.	Applicants will be able to track the progress of their applications using cutting-edge technology. It keeps track of applicants’ emails and resumes and provides feedback on the progress of the application process. As a result, candidates receive timely notice of job offers and interview dates.
7. Administrative Assistant-	The paperwork procedure is complicated, especially when keeping track of all the applications and resumes. It is also a hassle to coordinate the paperwork for new hiring with payroll and HR.	Applications and resumes are routed to the appropriate recruiting manager more effectively using this new technology.
8. Hiring Manager (The new employee’s functional supervisor.)	In the current process of screening applications, interview scheduling, determining the best-qualified candidate, and making a job offer to them, it is not working. HR and other departments complain that the system is not responsive enough	Using the latest technology, HR and other departments can keep track of interview schedules and the current deadlines for each interview.

B. Defining Requirements

The table expresses that the functional and non-functional requirements are also essential in implementing the new hiring technology. Change is always good for an organization because it improves processes making the work of the management and employees easier especially acquiring suitable candidates for the job. In a tiresome process, the hiring team can settle on a person quickly because of the challenge of subjecting them to evaluation. This section illustrates the functions that the technology brings and the stakeholder that takes charge. The highlighted segment functions include the technology’s security and reporting made better. The table below shows the functional and non-functional roles played by different professionals/ stakeholders.

Example

Manager of Recruiting-Sofia Perez.

CIO- Raj Patel.

Requirement ID# only	Requirement Statement	Stakeholder (position and name)
User Requirements – (What the user needs the system to do)
	Example	The system must store all information from the candidate’s application/resume in a central applicant database.	Recruiter – Peter O’Neil
1.	The system was introduced to improve workflow efficiency where more processes are electronically executed.			CIO- Raj Patel.
2.	The system is a technology that makes processes cost-effective and enables better future functionality.	Administrative Assistant-Tom Arbuckle.
3.	The new system shall retain the existing system usability features but be more advanced for efficiency.	Director HR-Joseph Cummings.
4.	The system shall be capable of tracking the applicants’ information for a short time.	Hiring Manager- Sofia Perez.
5.	The system shall offer the best candidates with current skills.	CEO-Samuel Johnson.
System Performance Requirements – (How the system will perform)
The system must be implemented as a Software as a Service solution.	CIO – Raj Patel.
6.	An electronic dashboard shall be included in the system that makes it possible to view the status of job openings.		Manager of Recruiting-Sofia Perez.
7.	Applicants’ processing is done quickly, and only qualified ones are chosen perfectly.
8.	There is a replacement of the manual system with the modern automated system.
9. (security)	The systems shall ensure that data that includes employee and candidate data is secured.
10. (security)	The system shall be trustable, secure, reliable, and availability.

References

Caramela, S. (2021). Retrieved 9th January 2022, from

https://www.businessnewsdaily.com/7155-startup-hiring-tips.html

UMGC Hiring Solutions, Inc. (2019). EZ-ATS Brochure [Course Resources]. In IFSM 300: Information Systems in Organizations. Retrieved 8th January 2022 from

http://learn.umgc.edu

9 Ways to Improve Workflow Efficiency in Your Office – Rhumbix. (2021). Retrieved 9th January 2022, from

https://www.rhumbix.com/9-ways-to-improve-workflow-efficiency-in-your-office-2/

Gershon, I. (2020). 6 The Decision Makers: What It Means to Be a Hiring Manager, Recruiter, or HR Person. In Down and Out in the New Economy (pp. 185-206). University of Chicago Press.

https://www.degruyter.com/document/doi/10.7208/9780226452289-008/html

Maryland Technology Consultants, Inc. (2019). Maryland Technology Consultants is a fictitious company created for the IFSM 300 Case Study.

van den Broek, E., Sergeeva, A., & Huysman, M. (2019). Hiring algorithms: An ethnography of fairness in practice.

https://core.ac.uk/download/pdf/301385085

UMGC. (2022). Information System Development [Course Resource]. Retrieved from:

https://learn.umgc.edu/d2l/le/content/622997/viewContent/25150610/View 1/30

Fernandes, A. (2021). Online Product Hiring System. International Journal For Research In Applied Science And Engineering Technology, 9(VII), 1504-1508. https://doi.org/10.22214/ijraset.2021.36608

Running head: TECHNOLOGY IN BUSINESS ANALYSIS AND SYSTEM RECOMMENDATION

Technology In Business Analysis And System Recommendation

Introduction

I. Strategic Use of Technology

A. Business Strategy

Information technology plays a vital role in delivering value and supporting Maryland Technology Consultants’ transformations. The firm uses management methodologies and proven IT to develop support and achieve measurable results for their customers, governmental interventions at the federal, state, and local levels, non-profit administrations, and mid-tier companies. The success is attained because of the joint effort and talent from the IT Consulting in IT Outsourcing and Business Process Consulting and delivering extraordinary results to all their clients.

Maryland Technology consultants’ primary business strategy is employing highly skilled consultants knowledgeable of new technology and business ideas, consultants who have evolving new business ideas, and excellent ways to provide great recommendations and consulting services to their customers. There is a high need to employ IT and consultants more quickly because of the highly increased business. Although hiring new employees manually takes much time, embracing social media and digital trends will make it easy for the Maryland Technology Consultants to hire many IT consultants by using social public media profiles because it offers more background facts about the individual as a person. Also, hiring employees in different countries will be fast and easy because of the broad coverage of social media(Caramela, 2021).

B. Competitive Advantage

Maryland Technology Consultants competitive advantage is the use of ‘just in time’ hiring and also follow-on contracts and referral from their contented customers because of these referrals from their customers MTC business is growing rapidly thus they need to hire more IT Consultants employees who are high, quality skilled expertise to provide good services to their clients through the use of digital trends and social media, By the use of social media MTC can hire new skilled consultants quickly to begin to work on the new project they are anticipating and other proposals, this way it will not be time consuming to review the candidates skills so as to select the top candidate and hire the appropriate consultant to meet the new anticipated contracts MTC provides onsite work to their clients having their site in social media it will help other customers to see the referrals from their satisfied client and make them receive more new contracts from different government organizations and non-profit organizations making Maryland Technology Consultants small business develop widely (UMGC,2019).

C. Strategic Objectives

There are different planned goals that MTC uses to achieve their business plan, as demonstrated below in the table:

Strategic Goal (From case study)	Objective (Clear, measurable, and time-bound)	Explanation (2-3 sentences)
Increase MTC Business Development by winning new contracts in the areas of IT Consulting	Satisfying their clients to get more referrals from clients	Having good reviews from different clients will land them many contracts. Many organizations follow up referrals from their neighboring organizations. Therefore, it will highly increase the number of clients they have.
Build a cadre of consultants internationally to provide remote research and analysis support to MTC’s onsite teams in the U. S.	Increase international recruiting efforts and employ five research analysts in the next 12 months.	The new hiring system would allow applicants worldwide to apply online, increasing the number of international applicants. In addition, it would enable the recruiters to monitor the applications for these positions carefully, identify the necessary research and analysis skills, and screen resumes for these critical skills. As a result, recruiters could quickly view the number of applicants and identify when additional recruiting efforts are needed to meet the objective.
Continue to increase MTC’s ability to quickly provide high-quality consultants to awarded contracts to serve the clients’ needs best	Anticipate new contracts and provide readily available skilled consultants.	MTC needs to provide consultants quickly to work on a new project provided by the client. Before signing a new contract, they need high-quality expertise to assist their clients.
Increase MTC’s competitive advantage in the IT consulting marketplace by increasing its reputation for having IT consultants who are highly skilled in leading-edge technologies and innovative solutions for its clients	MTC provides skillful, talented IT consultants	Successful consultants in MTC hire and recruit highly skilled professionals to work for their clients onsite. The management hires consultants near the client’s location to provide efficient work onsite.

D. Decision Making

Maryland Technology Consultants is preparing proposals for large projects. Also, they have anticipated having two new large contracts soon; thus, hiring new employees is highly needed. Still, the HR Director informed that his workforce would be unable to handle and assist the appointment of new workers required in time manually; the following made some decisions in the table beneath:

Role

Level as defined in Course Content Reading

Example of Possible Decision Supported by Hiring System

Example of Information, the Hiring System, Could Provide to Support Your Example Decision

Senior/Executive Managers

(Decisions made by the CEO and the CFO at MTC supported by the hiring system.)

Business analysis

It is essential to invest in the manual hiring process because it is inefficient and not cost-effective.

Technology solutions that improve the future and enable current functionality are essential to MTC’s success.

Middle Managers

(Decisions made by the Director of HR and the Recruiting Manager supported by the hiring system.)

System recommendation

The recruiting staff have been pushed due to the expansion and growth; the director of HR recommended a simple method to interface with the existing systems.

We can use the applicant tracking systems to reduce the hiring time to 2-months before the big projects.

Operational Managers

(Decisions made by the line managers in the organization who are hiring for their projects supported by the hiring system.)

System recommendation

Upgrading their systems electronically will be easy to use and not time-consuming.

Use an electronic dashboard to see data on eligible applicants who have applied and set up the interview time online.

Maryland Technology Consultants uses IT to analyze their current processes before anything by seeking feedback from their employees to know where they need to rectify a successful business. They can easily track their projects, schedule them based on their importance, and organize them efficiently (Rhumbix, 2021). Using the Vendor brochure by MTC as an applicant tracking system is the best way of hiring new IT Consultants because the software provides everything the HR department needs to create a high-performance hiring process. It makes it easy to implement, more cost-effective, more efficient, and easy to use from any location, device, and time over the internet. When maintenance is done on the system, it will not interfere with the user experience; security and other updates are installed automatically. It has a thirty days (30) free trial for customers; subscription service payment is available based on the number of uses. The Vendor brochures in Maryland Technology consultants are best because it saves time and cost. There is no interruption during installation, available anywhere, anytime, from any device, it is safe to use, has security of system data through the asses control, and the enhancements and upgrades are free of charge (UMGC, 2019).

References

. Caramela, S. (2021). Retrieved 9th January 2022, from

https://www.businessnewsdaily.com/7155-startup-hiring-tips.html

UMGC Hiring Solutions, Inc. (2019). EZ-ATS Brochure [Course Resources]. In IFSM 300: Information Systems in Organizations. Retrieved 8th January 2022 from

http://learn.umgc.edu

9 Ways to Improve Workflow Efficiency in Your Office – Rhumbix. (2021). Retrieved 9th January 2022, from

https://www.rhumbix.com/9-ways-to-improve-workflow-efficiency-in-your-office-2/

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