Exercise 44. Selecting from Imperfect ApplicantsScenarioThe di

Exercise 44. Selecting from Imperfect Applicants
Scenario
The director of college recruiting for Duro Insurance Company
is presently recruiting college students for its administrative
trainee program. The one-year training program involves a
combination of on-the-job and formal classroom training. Upon
successful completion of the training, a candidate is assigned a
position as assistant department supervisor.
Duro Insurance Company ranks in the top 15 percent of life
insurance companies nationally with in-force insurance in
excess of $6 billion. Duro markets all forms of insurance,
bonds, and pension products on an individual and group basis.
More recently, the company added diversified financial
services, including discount brokerage services, real estate
financing, and mutual funds. The company is divided into six
major divisions: Employee Benefits, Commercial Insurance,
Individual Life, Automobile, Homeowners, and Diversified
Financial Services and functionally into several major operating
departments: Sales, Underwriting, Administrative, Loss
Prevention, Actuarial, Claims, Legal, Financial and
Investments, Advertising and Public Relations, Personnel, and
Research and Policy Development. Duro has over 25,000
employees and more than 300 field offices throughout the
country. Management at each field office consists of a manager,
several department heads, and their assistants. The company has
enjoyed a pattern of steady growth and expansion over the
years.
Job Description for Administrative Trainee
Handle day-to-day administration of field office, including
direct supervision of office clerks.
Plan and oversee the use of space, furniture, and equipment on a

continuing basis and recommend changes as necessary.
Supervise computer processing operations for issuing and
servicing insurance policies, including claims.
Implement and maintain accounting and collection procedures.
The trainee works closely with the department head in learning
these duties.
Job Qualifications
BS/BA with business management background (knowledge of
accounting desired).
Ability to communicate effectively.
Ability to handle detail.
Ability to plan and direct activities of subordinate personnel.
Demonstrated leadership potential.
Knowledge of computers and software packages including
Microsoft Office.
Additional Job Data
The trainee position reports directly to a department head.
Expected career progression is to assistant department
supervisor (1–2 years) and, with continued development, to
department head (4–5 years after supervisory assignment).
The position requires relocation.
The company offers competitive salaries and benefits, including
a tuition repayment plan and in-house career planning and
development.

Exercise 43. Which Selection Procedure Is Most Effective?
objectives
To examine the strengths and weaknesses of four different
methods for selecting new employees.
To enhance your oral communication skills.
out-of-class preparation time: 30 minutes to prepare for the
debate
in-class time suggested: 50–75 minutes
procedures
Your instructor will divide the class into five groups at the end
of class prior to conducting this exercise. There will be four
debating groups consisting of three to five members each and
one or more groups of ‘‘judges’’ that consist of the remaining
class members. Debaters will be assigned one of four positions
and told to prepare to argue in favor of that position. Judges
will be told to read the textbook chapter pages that cover those
positions. The issue to be debated is: Which approach to
selecting new employees is relatively most effective? The
positions are:
the structured interview;
the unstructured interview;
ability and personality tests; and
reviewing applications and résumés, and talking to or getting
letters from listed references.

At the start of the next class, your instructor will announce that
a four-way debate will be held. The judges’ role in the debate is
to ‘‘search for the truth.’’ They are to listen to the different
sides presented and then, after the debate is finished, to tell the
class what they believe is the ‘‘correct’’ answer to the debate
question, not who ‘‘won’’ the debate.
The debate consists of two rounds. The purpose of Round One
(15–20 minutes) is for each team to learn the position of the
other debating teams. Hence, each team has up to five minutes
to explain their position as comprehensively as possible. At the
completion of Round One, the debating teams are given up to
ten minutes to prepare criticisms of each of the other three
teams for Round Two. During this intermission, judges are to
discuss what they have heard and begin to formulate their own
position.
In Round Two (15–20 minutes), each debating team is given up
to five minutes to criticize the position of each of the other
teams. Unlike a traditional debate, teams are not allowed to
rebut the criticisms made by others. They must simply listen to
them. Round Two ends when Team Four has finished criticizing
the position of the other three teams.
After the debate has ended, the judges have five minutes to
discuss the issue among themselves and to arrive at a consensus,
if possible. The judging team(s) then explains its decision to the
debaters.
Projects by
Functional Area
Qtr. 1
Qtr. 2
Qtr. 3
Qtr. 4

Qtr. 5
Qtr. 6
Sales
Sales Force Automation
Online Quoting
Product Development
Collaboration – Wikis, Blogs
Showcase Company Products
Marketing
Customer Experience
Marketing Analytics
Finance
Business Intelligence
Global Payroll

Technical Support
Network Upgrade
Data Center Move
Winter, 2021 IFSM301
Case Study: GG Freightways (GGFRT)
GGFRT is a regional transportation and distribution company in
operation for over 30 years. The
company serves major cities in the southwestern region of the
United States. Their
headquarters (1), terminals/warehouses (8) and maintenance
facilities (2) are noted below.
Corporate Profile
Corporate Name: GG Freightways
Founded: August 1989
Headquarters: Los Angeles CA
Terminals/Warehouses (8): Los Angeles CA, San Diego CA,
San Bernardino CA, Bakersfield CA,

Scottsdale AZ, Phoenix AZ, Tucson AZ, and Las Vegas NV
Maintenance Facilities (2): San Bernardino CA, Scottsdale AZ
Number of Employees: 750 (includes truck drivers)
Fleet: 400 delivery vehicles (average of 50 per terminal) which
include: 80 tractor/semi-trailer
units, 160 box trucks and 160 panel vans
Total Annual Gross Revenue: $35 million
Current economic climate: stable industry, highly competitive
business environment, 6% profit
Future financial goals: 8% profit with 8% reduction in operating
costs
President and Chief Executive Officer (CEO): Marissa Schmidt
To familiarize yourself with commonly used shipping terms in
the freight industry, visit this site
and refer to it as you read the case study and assignments:
https://shipnorthamerica.com/resources/shipping-wiki/shipping-
terms/
Current Business Operations
GGFRT operates 24 hours a day, 7 days a week. Sales personnel
(40 people, five per terminal)
visit prospective customers to outline company capability,
services provided and costs. When a
customer decides to use GGFRT they call the dispatch office
with shipment information. Usually
they FAX a copy of the bill(s) of lading to a terminal with
information such as origin, destination,
product description, weight and number of packages.
A dispatcher at a terminal makes a list of freight pickups and
sends a truck to get the freight. To
do this they use the Route Optimization/Freight Tracking
System to determine the sequence of
pickups by zip code. They use local maps within a zip code to

map out the specific order of
pickups since there may be several in a zip code area. They
have a performance goal of 98% of
freight picked up within 24 hours of availability.
A driver follows the dispatch order for pickups. Many of the
drivers complain that the pickup
order is not efficient. When they pick up an order they sign for
receipt and either load the
freight or guide the customer’s forklift operators to arrange it
properly in the truck.
https://shipnorthamerica.com/resources/shipping-wiki/shipping-
terms/
After freight is picked up it is brought to the terminal where it
is unloaded and sorted by
destination. A dispatcher then prepares a delivery ticket (again
using the Route
Optimization/Freight Tracking System) that is used to load a
truck in the proper sequence for
delivery. Some trucks take freight from one terminal to another
while others make local
deliveries. Since some terminals are close to 12 hours away
from each other, there are many
“out and back” routes where drivers meet halfway between
terminals to exchange freight
trailers, which benefits drivers so they don’t exceed their
permitted daily maximum driving
hours of 11 per day. About half of a terminal’s space is used on
any given night. Dispatchers

have a goal to turn freight around in the terminal overnight for
next day delivery.
When freight is sent out for delivery, the driver fol lows the
delivery ticket order. Often, they are
held up at a delivery destination by traffic or by lack of
available unloading space. This can
cause the driver to be late trying to make the day’s deliveries.
Sometimes they get to a
destination and the facility is closed and they bring the freight
back to the terminal for delivery
the next day. It is unloaded and re-sorted by destination. The
dispatchers then add it to the
next day’s delivery tickets.
The major freight volumes are between Phoenix, San Diego and
Los Angeles (about 70% of total
volume). Trucks run at about 70% average of capacity between
terminals. Local delivery volume
is heaviest in Los Angeles, followed by Phoenix and then San
Diego. Local delivery trucks
operate at about 80% full while pickups fill about half of the
vehicles space. Some customers
pick up and/or drop freight at a terminal/warehouse, with their
own equipment.
Truck drivers communicate with the dispatchers using two-way
commercial radios. Some also
carry personal cell phones and use them if the radio is out of
range. A few drivers also carry GPS
devices to help locate addresses. In general, the drivers are
content with the company. Pay and
benefits are good, and they get overtime pay when deliveries
run late. Complaints are few and
mostly center around either the sequence of pickup and delivery
of shipments or vehicle

maintenance.
The fleet is maintained at the main Scottsdale maintenance shop
and at a smaller shop in San
Bernardino. Either one can handle minor maintenance and
preventative work. Only Scottsdale
can perform major engine and transmission work. Overall the
fleet is in good operating
condition. All vehicles are on a preventative maintenance
schedule which places them out of
service two days a month, usually on weekends. Maintenance
scheduling is a challenge because
it can interfere with the steady flow of shipments both between
terminals and for local
delivery. There are no “extra” vehicles in the fleet.
Administration
The company management team consists of the President
(CEO), Vice President of Operations
(COO), Chief Financial Officer (CFO), Chief Information
Officer (CIO), Sales Manager, and a Fleet
Maintenance Manager who oversees maintenance and safety.
They meet weekly to discuss
opportunities and issues and to plan for future goals. Except for
the CIO, the management team
has been in place for many years.
The president of the company just hired its first Chief
Information Officer (CIO), Lance, after the
previous IT Director retired. He comes from a nearby
manufacturer who is also a major

customer. At that company he was Deputy CIO and primarily
responsible for network
operations and security.
Business Strategic Objectives
At a recent meeting the management team decided to change the
strategic plan for the
business to meet growth and cost goals. They highlighted three
new strategies they want to
employ to increase profitability and grow the business.
1. First, they want to track the whereabouts of freight both in
the terminals and on the
trucks to provide customers with accurate delivery dates and
times;
2. Second, they want to improve the percent of loaded miles in
their fleet to reduce
costs by coordinating the pickup and delivery of freight at the
same time in the same
geographic area; and,
3. Third, they desire to provide warehousing services for
customers who want to reduce
delivery time to their customers or company by having product
available locally for
pickup in warehouses or quicker local delivery.
Federal/State Mandates
In addition, the management team wants to ensure that the
company remains in compliance
with all applicable federal and state regulations. The ones they
are most concerned about are:
1. The Sarbanes Oxley financial audit and reporting

requirements;
2. A new federal requirement to conduct a vehicle safety check
every 10,000 miles; and,
3. A Federal Motor Carrier Safety Administration (FMCSA)
reporting requirement on the
number hours per day for each driver (or max per week, etc.).
CFO/CIO Goals
The CFO has been charged with the overall project. He has
asked Lance to help with this effort
by modernizing information systems to support the new
strategies. He has decided:
1. His first step is to update the IT strategic plan to link to the
new strategies in the
corporate plan.
2. Second, he wants to engage his customers in a proactive way
to first, identify and
prioritize IT projects that will help meet the new goals, and then
develop a set of
requirements for each project.
3. Third, he wants to decide on the best approach to modernize
the information systems
that will meet requirements at a reasonable cost, and for this he
will need to make
some changes to the IT organization.
Strategic Direction
As a small player in a large transportation market serving large
cities, GGFRT has many larger

competitors. They need to improve their alignment of IT with
their business strategic objectives
as well as updating their operational processes and IT to
become more efficient in serving their
customers and acquiring new ones.
Current Technology
GGFRT is using a mix of older technology products for finance
and accounting, route
optimization/ freight tracking and fleet maintenance. There are
several projects already in the
IT portfolio competing for resources. The CIO sees a major
challenge in balancing available
funding, IT staff workload and project prioritization. The
project nearest completion is the
adoption of the Precise Financial Reporting System to replace
the aging finance and accounting
system. It will be completed in six months. There are two other
projects under way, one for
management reporting (Management Reporting System) and one
for a mobile application
(Mobile Marketing App) that sales staff can use to show
potential customers information on the
fleet, distribution services available and freight rates, and
warehouse options, including a
comparison to the competition.
The Route Optimization/Freight Tracking System is very
important to the operations manager
and dispatchers. The current system allows the input of freight

origin and destination
information. This is taken from a bill of lading which contains a
plethora of specific information.
When the dispatchers enter the origins and destinations into the
system, they are grouped by
zip code. The dispatchers then decide which zip codes will be
loaded in a truck and in what
sequence for delivery. This takes several hours at night to
accomplish and must be done as
quickly as possible so trucks can be loaded and sent out in the
morning for delivery. Arranging
shipment sequence within a zip code is done by locating each
address on a map and entering it
into the system in the best order. Pickups are handled in a
similar manner. Freight tracking
features are not yet integrated; this should be developed in the
future to meet one of the
business objectives. The freight tracking features of this system
has not yet been developed.
The Fleet Maintenance System contains information on each
vehicle in the fleet. It includes all
vehicle specifications, a summary of all repairs, a preventive
maintenance schedule and an
inventory of parts on hand. This information is entered by
accounting clerks, mechanics,
purchasing clerks and anyone else who has time to do data
entry. It is not as time consuming as
the route optimization/freight tracking system, but it contains
information critical to fleet
reliability. The greatest challenge is scheduling preventative
maintenance since it requires
vehicles to be down for two days. The dispatchers do not want
the equipment taken out of
service because it causes planning headaches. The relationship
between dispatchers and

maintenance personnel is strained.
IT Organization
When Lance was hired as CIO last month, he took a close look
at the current staffing. The IT
staff consists of 25 people, seven of whom are programmers.
The programmers are charged
with all systems development and integration work for the
company. They have three projects
in their current portfolio. Their skill sets include SQL, .Net and
C+ programming, and Web
design.
There are eight helpdesk personnel who support the eight
distribution terminals (one at each
terminal). They work independently but report directly to the
CIO. The remaining staff includes
two network engineers, a financial systems specialist (an expert
in the features of the Precise
Financial Reporting System), a computer security expert, two
shift supervisors (who supervise
the programmers, network engineers, financial systems
specialist and computer security expert
at headquarters), a web designer (though there is no website
currently in use, this person
reports to the shift supervisors), and the CIO and his two
personal assistants.
The IT staff supports multiple locations. At the Los Angeles
headquarters/terminal/warehouse

there are 15 servers (they contain all software and data; one
stores a backup copy of the data)
and 30 PCs for accounting, marketing, IT, administration and
management. The
terminal/warehouse operations offices have eight PCs for
dispatchers, one for each of the
maintenance offices, one for parts and one for drivers in the
driver lounge. The other seven
terminals have 10 PCs each and connect to headquarters by a
virtual private network (VPN).
IT Portfolio
Precise Financial Reporting System- This new system will
replace the current Finance and
Accounting System. It is an off-the-shelf product that requires
the owner to make modifications
to interface with other systems they may own. Two
programmers are working on the project.
One is setting up the database and loading the software on
servers. The other is learning about
the system to write an interface with the Route
Optimization/Freight Tracking System. A
representative of the vendor of Precise Financial will train the
accounting staff in its use. This
will take about two weeks. It can be assumed that this new
system will cover any Sarbanes-
Oxley (SOX) mandate requirements.
Management Reporting System- Senior management wanted to
know financial information
daily. Two programmers have been working on a system to
compile the data in a format they
can use. They plan to extract information from Precise
Financials when it is ready but for now
have focused on the current system. They will be done in two
months.

Mobile Marketing App- The marketing manager asked for an
app that sales staff could use to
show potential customers information. This would include
things like fleet photos and
specifications; pictures of the eight terminals and information
about the
distribution/warehouse services GGFRT can provide; and a
comparison of their costs using
sample shipments with rates from competitors compared to
GGFRT costs. A programmer and
the web designer are working on the project. It will take two
more months to complete. The
purpose of this app is not for tracking of freight and/or driver
hours/vehicle mileage.
The current design/development process is best described by the
way it worked in the selection
and integration of Precise Financials. The CFO asked the
(former) CIO to develop a new finance
and accounting system. The CIO interviewed large, respected
companies and, after comparing
their capability to the current system, chose Precise Financial
Reporting. Two programmers
were assigned, and a Precise Financial Reporting System
specialist was hired to work between
IT and the finance office. The CIO receives progress reports
every two weeks.

Situation
When Lance was hired, he toured each terminal to see the IT
setup and understand local
business operations. It was important to him to know just how
each person used the systems.
He spent time with bookkeepers and accountants, dispatchers,
drivers and terminal
management. Since he came from one of GGFRT’s customers he
knew that customers could
offer insight into business improvements that would be good for
both companies. He visited
one large customer in each of the terminal’s area of service to
get feedback on how operations
between them and GGFRT could be improved. His goal was to
see how he could translate what
he learned into systems improvements.
Interestingly the most complaints came from bookkeepers and
accountants. They said the
system was slow and data entry was tedious because accuracy
was very important. If they
entered wrong information, it could cause incorrect billing
(rates are based on weight and size),
improper loading (the wrong zip code could mean sending
freight in the wrong direction unless
a dispatcher caught the error), and more. They estimated current
accuracy at about 95% but
they had no way of knowing for sure. Further, they complained
about financial reporting and
their ability to meet compliance requirements. Reporting was
mostly a manual process and
data they needed from the system was not easily accessed. Most
of them had resorted to
keeping small ledgers at their desks to track information they
knew they would need for
reporting.

The dispatchers explained that routing wasn’t all that hard, just
time consuming. The routing
system grouped all the shipments by zip code. They would take
all the shipments in a zip code
and look at the weight and size (how much cubic space each one
needed in a truck), plot them
on a map and then put them in delivery sequence. They thought
most trucks left the loading
dock full and that that the drivers made adjustments in their
delivery sequence when needed.
Pickups were a bit more challenging. Sometimes they sent a
truck out just to pick up freight and
bring it back to the terminal. Other times they contacted a
driver to ask them to stop at a
customer to pick up a shipment while they were making
deliveries. Since they didn’t know
exactly how much space was available on the truck this was a
hit or miss situation. Drivers were
left to decide if they could make it work.
Drivers were the most outspoken, probably because no one ever
asked for their opinion. They
were also the happiest of employees (this might explain why
they were non-union). They liked
being able to make decisions on the go and they knew the
customers very well. In fact, they
could call some of them if they were running late and the
customer would stay open so they
could deliver or pick up a shipment. They seemed to have
favorite customers and often spent
extra time with them talking about common interests. Generally,
they were good ambassadors
for the company.
Terminal managers were under constant pressure. Their main

goal was to get shipments into
and out of the terminal as quickly as possible. Delivery times
were measured and part of their
performance plan. They knew the company had established three
new strategies because they
were explained in an email they just got. Lance asked how they
might provide warehousing
services. Most felt they had extra space and could take on some
storage but keeping track of
the shipments might be a problem. They had to do this manually
and the bookkeepers were the
ones to keep the records. They felt more bookkeepers would be
needed but they didn’t know
how many.
Lance also met with the maintenance and safety staff at the San
Bernardino terminal. The
maintenance folks had a large workload and complained that
they had a hard time getting
equipment in the shop for preventative work. They did not know
when equipment would be
available until the last minute, so scheduling was always a
scramble because they needed to
make sure mechanics were available to do the work. They had a
lot of complaints about shifting
work hours and the effect it had on their personal lives.
The Safety Manager expressed concerns over driver hours of
service. There are federal
regulations that limit drivers to 11 hours of driving at a time.

Then they need to take an eight-
hour break. The problem was tracking the driver’s hours to
make sure they stayed within the
law. Dispatchers tried to help with this when they scheduled
pickups and deliveries but there
was no easy way to do it and the results were often based on
best guess. The safety manager
who was ultimately responsible for compliance had drivers turn
in their hours each day, but this
was always after the fact.
Lance’s customer visits were eye-opening. Most of the
customers had automated inventory
systems and could easily track products from raw material to
finished goods. They knew exactly
what they would ship and when, usually several days ahead of
time. Some customers however
needed near instantaneous shipping. They wanted same-day
pickup in a lot of cases and fast
delivery. In most cases, they were all able to produce electronic
documents such as the bill of
lading and email or FAX it to GGFRT.
During his interview for the CIO position, Lance was told that
the previous IT Director had left a
good foundation and that the staff seemed sufficient in number
and appeared to be very
capable. However, since GGFRT is developing its strategies for
the future, the staff must be able
to support the business strategies as well as the IT strategies
that Lance would develop. One of
the first things Lance did was to interview each member of his
staff. He discovered that the
roles and responsibilities tended to overlap and that morale
among his staff was very low.
Lance also interviewed the senior leadership of GGFRT and

learned that his staff was not
meeting their expectations for service. The help desk was
perceived as being only somewhat
competent and took much too long to respond to problems.
Application developers were very
slow in delivering systems, and when the systems were finally
delivered, they did not reflect
what the customers needed or wanted. Network outages
occurred too often from the users’
perspective. Finally, the Chief Financial Officer told Lance that
the IT costs need to be reduced.
Lance knew he had many challenges. He was determined to
identify essential projects and then
prioritize them for management review. The outcomes would
affect almost every aspect of the
business. His IT portfolio was about to grow, and her
organization will need to change to meet
the challenges.
Your Task
From the perspective of the CIO for GGFRT, you will be
completing many tasks over this
semester.
• In the ITSP #1 assignment, your main goals will be to develop
a new business strategic
objective that you feel is one that GGFRT needs to accomplish.
You will write IT Mission
and Vision statements and develop an IT Governance Board,

select an IT Governance
Methodology, choose your team and discuss their roles on the
board. You will also
choose a prioritization tool to rank projects and discuss criteria
that is important while
prioritizing those projects along with a few other tasks.
• In the ITSP #2 assignment, your main goals will be to choose
IT strategies, aligning them
with business strategic objectives from the ITSP #1 assignment.
You will complete an IT
roadmap of the current project schedule and add a new project
that you will deem
important to GGFRT’s operations. You will discuss risk of
implementing projects from
the CIO perspective and create steps of a Business Continuity
Plan along with a few
other tasks.
• For the CIO Memo assignment, you will discuss your
leadership philosophy and
management style, address IT strategies and discuss how each
will benefit the business,
create an organizational chart based on the information
presented above for the 24
employees in the IT Department, explain how a CIO
Organization differs from an IT
Department, note Key Services (functions, positions) that will
be included/eliminate in
your new CIO Organization, create a new CIO organizational
chart, and discuss key
milestones (related to the Key Services’ section) for
accomplishing your new CIO
organizational structure along with a few other tasks.
• In the IT Decision Paper assignment, your project will be

presented (from the ITSP #2
assignment), the strategic alignment of your project to one of
the business objectives
(from the ITSP #1 assignment) and IT strategies (from the ITSP
#2 assignment) will be
discussed, discussion of where your proposed project would fit
into the IT roadmap
(from the ITSP #2 assignment) will be discussed, how your
project will share data,
integrate, or replace an existing or proposed system will be
discussed, benefits the
project will provide to GGFRT, requirements of the project,
anticipated cost/size of the
project, performance measures of your project and the system
development life cycle
steps of your project along with a few other tasks.
GGFRT is a fictitious company created for the IFSM 301 Case
Study.
01/14/2021 for University of Maryland Global Campus
GG Freightways (GGFRT) IT Strategic Plan, Part 1
Before you begin this assignment, be sure you have read the
“GG Freightways Case Study” and all the course content from
Weeks 1 and 2.
Purpose of this Assignment
This assignment gives you the opportunity to apply the course
concepts to begin development of an Information Technology
Strategic Plan (ITSP) to support the strategic direction of GG
Freightways (GGFRT). This assignment specifically addresses
the following course outcomes to enable you to:
· identify, define, and explain the concepts of informatio n

technology governance and management
IT Strategic Plan for GG Freightways
Lance, the new CIO at GGFRT, has asked you to write an IT
Strategic Plan that he can use to guide the direction for his
organization. The ITSP will be developed in two parts. Thi s
assignment covers Part 1; Part 2 will be covered in the next
class assignment. Together, they will form an ITSP that has
been tailored to the course material covered in this class. You
may work for an organization that has an ITSP, and it would be
a good idea for you to look at it, but it will likely be structured
a little differently from this one. Each organization develops an
ITSP that will work for them.
Assignment
You will develop Part 1 of the ITSP for GG Freightways
(GGFRT), using the outline below. Each of the topics to be
included in your outline is covered in the course content
readings assigned thus far. In addition to the course materials,
at least two external resources (resources other than those
provided in the class) must be used. Two or more cited
references will earn top credit. Use a separate References page
to list just the references you have cited. Remember to use the
APA formatting rules and correctly cite and reference your
sources with APA format. Use the Grading Rubric to be sure
you have covered everything.
Please use this outline to build your IT Strategic Plan. Use the
numbering and headings shown below.
Part One
1. Business Statement – Summarize in one paragraph, in your
own words, the business of GGFRT. Include the locations of
the company/terminals/maintenance facilities, fleet
information/details (breakdown), and current/future financial
climate/goals (with cost savings). Refer to Case Study.
2. Business Strategic Objectives - In the Case Study, the
management team has identified three (3) new strategic

objectives. Using the following table (copy/paste it into your
assignment), List/fully state the three (3) objectives, then, in
your own words, in full sentences, add a brief explanation to
each one. Next add a new strategic objective of your own - one
that you consider important to the current and future health of
GGFRT’s business. In the explanation (for the new objective
only), it should also add a statement of how the management
team would improve the business of GGFRT. It can be one of
the three federal/state regulations that the company wants to
remain in compliance with, or a new one that you choose. Write
a brief introductory paragraph prior to the table. The paragraph
must come first before your table, to explain what the table is
providing.
The format below should be used for the presentation of this
section:
Business Strategic Objective (BSO) (enter number 1, 2, 3, 4
only)
Fully State the Objective (from the case study); for the new
objective, it should not discuss IT.
Explanation (in your own words for each BSO; for the new
objective only, also incorporate how the management team
would use the new objective to improve the business of GGFRT.
None should discuss any relationship to to use of IT
1
2
3
4 (new objective)

3. IT Mission and IT Vision Statements – Write two short
paragraphs with separate IT mission and IT vision statements
for the Information Technology Department at GGFRT. Label
one “a. IT Mission Statement:” and one “b. IT Vision
Statement:”. The format should be:
a. IT Mission Statement: (stated in full sentences)
b. IT Vision Statement: (stated in full sentences)
Use what you learn from the case study to create your own idea
for the IT Mission Statement (current IT goals) and use the case
study situation at GGFRT to write the IT Vision Statement for
the IT department (future IT goals). (These should be general
statements from the IT Department’s perspective and not note
specific systems being planned for the near, or long-term future
and general company operations).
Refer to the course materials on mission and vision, particularly
the reading on "Creating a Future Vision for the Chief
Information Officer". If you need help on a mission statement,
do a little research on the web; you will find many examples of
IT mission statements.
4. IT Governance – Using the course content materials and the
case study, describe, following the format below for each
section, how the IT governance process should work for
GGFRT. Lance wants to engage the other senior leaders, so
include:
a. who the participants are,
b. what each of their roles are on the governance board (why
each is a member of the governance body, not their general
roles in the company),
c. what specific governance methodology should be
established/justification (i.e. COBIT, ITIL, etc.; documents in
various weeks’ content), discussing your choice based on
projects/case study

d. what general responsibilities the governance body would
have, and
e. how they would prioritize IT projects to include (1)
prioritization tool, (2) general criteria that is being considered
for determining project importance, specific systems being
planned should not be noted as the priority).
Refer to the course materials on governance, and you should
supplement those documents with external research. IT
Governance methodologies are covered in Week 5’s course
content.
5. Inventory of Current IT Systems – Using the information in
the Case Study, you will use the table provided to describe the
current systems in use(not the systems being planned or in
process of being completed, servers and PCs are hardware, not
systems) and the IT resources allocated to their support (these
are personnel in the IT Department only as well as equipment
that hosts these systems). Copy and complete the table below,
creating additional rows as needed to cover all current systems
at GGFRT (if needed), then write a brief introductory paragraph
prior to the table. The paragraph must come first before your
table, to explain what the table is providing.
Current System
Function/
Description
Strategic Goal aligned to (business strategic objective from part
2 of this assignment; if compliance noted as business goals were
not used, they can still be incorporated in this table.
Business Unit/
Department
Business Benefits
IT Resources only (people, equipment supporting this system)

The "right" and "wrong" answers depend on whether you
correctly incorporated the course concepts from the course
content materials and addressed all parts of the assignment. The
content of the mission and vision statements you create is not as
important as that it makes sense considering the course content
and the Case Study. Use the Rubric below to be sure you have
covered all aspects of the assignment.
Formatting Your Assignment
· Avoid quotation where possible by paraphrasing ideas and
findings from your sources into both your own words and
writing style. Changing a few words but including most of the
wording and structure from the original text of your sources is
not acceptable. Verbatim text directly from sources is not
acceptable, even if cited. The work of the ideas and the writing
needs to be your own. If you do use verbatim text, you must use
quotation marks even if you have cited the source.

· Formatting: 1” margins, 12-point Times New Roman font.
· Create a title page that includes: The company name, title of
assignment, your name, Course and Section number and date. A
running header and abstract are not necessary; however, please
include page numbers.
· Use the numbering format in the assignment instructions
above, for these sections:
1. Business Statement
2. Business Strategic Objectives (table format)
3. IT Mission and IT Vision Statements
a. IT Mission Statement
b. IT Vision Statement
4. Governance
a. who the participants are,
b. what each of their roles are on the governance board (why
each is a member of the governance body, not their general
roles in the company),
c. what specific governance methodology should be
established/justification (i.e., COBIT, ITIL, etc.; documents in
various weeks’ content),
d. what responsibilities the governance body would have, and
e. how they would prioritize IT projects (prioritization tool,
criteria that is being considered for determining project
importance)
5. Inventory of Current IT Systems
· Write a short concise paper: Use the recommendations
provided in each area for length of response. It’s important to
value quality over quantity.
· Content areas should be double spaced; table entries should be
single spaced.
· To copy a table: Move your cursor to the table, then click on
the small box that appears at the upper left corner of the table to
highlight the table; right click and COPY the table; put the
cursor in your paper where you want the table and right click
and PASTE the table.

· Ensure that each of the tables is preceded by an introductory
sentence that explains what is contained in the table, so the
reader understands why the table has been included (if included
in the instructions).
· Use at least two resources with APA formatted citation and
reference. Any 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>Co urse
Resources>Writing Resources.
· Begin a Reference Page for resources required for this
assignment. Use APA format for your reference page.
· Running heads are not required for this report.
· Writing should always be in third person.
· 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. The paper should be uploaded to the ITSP #1
assignment folder.
· Your submission should include your last name first in the
filename: Lastname_Firstname_ITSP1
GRADING RUBRIC:
Criterion
90-100%
Far Above Standards
80-89%
Above Standards
70-79%
Meets Standards
60-69%
Below Standards
< 60%
Well Below Standards
Possible Points
Business Statement

5 Points
The summary description of the business in the Case Study is
complete, clear and concise and sets the stage for the remainder
of the ITSP; demonstrates understanding of course concepts,
analysis and critical thinking.
4 Points
clear and concise and sets the stage for the remainder of the
ITSP.
3.5 Points
A summary description of the business in the Case Study is
provided.
3 Points
unclear, not concise, and/or does not set the stage for the
remainder of the ITSP.
0-2 Points
Little or no summary description of the business in the Case
Study is included.

5
Business Strategic Objectives
9-10 Points
This section includes an effective and well-written introductory
paragraph that is applicable to the Case Study and the table that
follows. Three (3) business strategic objectives are listed and
fully stated. One new objective, highly relevant to the Case
Study, is listed, also fully stated, and clearly relates to how the
management team will improve the business; work demonstrates
understanding of course concepts, analysis and critical thinking.
8 Points
This section includes an appropriate introductory paragraph that
is applicable to the Case Study and the table that follows. Three
(3) business strategic objectives are listed and are fully stated.
One new objective, relevant to the Case Study, is listed; it
clearly relates to how the management team will improve the
business.
7 Points
This section includes an introductory paragraph that applies to
the Case Study. Three (3) business strategic objectives from the
Case Study are listed. One new objective, relevant to the Case
Study, is listed; it relates to how the management team will
improve the business.
6 Points
Fewer than three (3) business strategic objectives are listed or
they are not drawn from the Case Study; the table lacks an
introduction; the new strategic objective is not relevant to the
Case Study; and/or new strategic objective does not relate to
how the management team will improve the business.
0-5 Points

Few or no business strategic objectives are listed; the table
lacks an introduction; a new objective is not added; and/or
objectives are not related to the Case Study.
10
IT Vision and Mission Statements
18-20 Points
IT Vision and Mission Statements are clearly written and highly
relevant to the Case Study and demonstrate strong
understanding of course concepts, analysis and critical thinking.
16-17 Points
IT Vision and Mission Statements are clearly written and
relevant to the Case Study and demonstrate understanding of
course concepts, analysis and critical thinking.
14-15 Points
IT Vision and Mission Statements are both included and are
relevant to the Case Study.
12-13 Points
IT Vision and Mission Statement do not cover both vision and
mission, are not relevant to the Case Study, or are lacking in
demonstration of understanding of course concepts, analysis
and/or critical thinking.
0-11 Points
One or both IT Vision and Mission Statements are not included,
and/or do not relate to the Case Study, and/or are poorly written
and do not convey the information.
20
Governance
23-25 Points
The Governance Section presents a well-supported and
convincing explanation of a governance process for the business
in the Case Study that engages other senior leaders in the

organization. This section includes a thorough discussion of all
five (5) topics: participants, roles of participants, what
governance methodology should be established/
justified along with a cited source, responsibilities of the
governance body, and the prioritization criteria/tool/ process for
IT projects; is highly applicable to and appropriate for the Case
Study; and demonstrates understanding of course concepts,
20-22 Points
The Governance Section presents a good explanation of a
governance process for the business in the Case Study that
engages other senior leaders in the organization. This section
includes a clear discussion of four (4) topics: participants,
roles of participants, what governance methodology should be
established/
justified responsibilities of the governance body, and the
prioritization criteria/tool/ process for IT projects; and is
clearly applicable to and appropriate for the Case Study.
18-19 Points
The Governance Section addresses how the CIO will engage the
other senior leaders and includes three (3) topics: who the
participants are, what their roles are (why they are members of
the governance body), what governance methodology should be
established, what responsibilities the governance body would
have, and how they would prioritize IT projects (criteria/tool/
process).
15-17 Points
Governance section does not include all required content (two
(2) or less) (participants, roles, methodology, responsibilities,
and prioritization criteria/tool/ process for IT projects); is not
applicable to or appropriate for the Case Study.
0-14 Points

Little or none of the required information is presented in the
Governance section and/or it is not relevant to the Case Study.
25
Inventory of Current IT Systems
18-20 Points
follows. The completed table contains all required information
accurately extracted from the Case Study and demonstrates
thorough understanding of course concepts, analysis and critical
thinking.
16-17 Points
is applicable to the Case Study and the table that follows. The
completed table contains all required information accurately
extracted from the Case Study and demonstrates understanding
of course concepts, analysis and critical thinking.
14-15 Points
the Case Study. The completed table contains all required
information extracted from the Case Study.
12-13 Points
This section is somewhat incomplete (lacking in introduction or
required table, or table content is incomplete); is not applicable
to the Case Study; or is lacking in demonstration of
understanding of course concepts, analysis and/or critical
thinking.
0-11 Points
Little or no information is provided on the Inventory of Current
IT Projects; table is missing; and/or information presented does

not apply to the Case Study.
20
External Research
9-10 Points
Two (2) or more sources other than the class materials are
incorporated, are substantive, and are used effectively. Sources
used are relevant and timely, contribute to the analysis, and
support conclusions. References are appropriately incorporated
and cited using APA style.
8 Points
At least one (1) source other than the class materials is
incorporated and used effectively. Source(s) are relevant and
contribute to the analysis. References are appropriately
incorporated and cited using APA style.
7 Points
At least one (1) source other than the class materials is used and
properly incorporated into the text. Reference is cited using
APA style.
6 Points
A source other than the class materials may be used, but is not
properly incorporated, and/or is not relevant or timely; and/or
APA style for references and citations is not followed.
0-5 Points
No external research is incorporated, or reference listed is not
cited within text.
10
Report Format
9-10 Points
Report is very well organized and is easy to read. Very few or
no errors in sentence structure, grammar, and spelling;

presented in a professional format.
8 Points
Report reflects effective organization; has few errors in
sentence structure, grammar, and spelling; presented in a
professional format.
7 Points
Report has some organization; may have some errors in
sentence structure, grammar, and spelling.
6 Points
Report is not well organized, and/or contains several grammar
and/or spelling errors.
0-5 Points
Report is extremely poorly written, has many grammar and/or
spelling errors, or does not convey the information.
10
TOTAL
Possible Points
100
Winter, 20215

GG Freight Case Study
name
GG Freight Case Study
The company
GGFRT serves a good part of the southwestern region of the
United States. The company has eight main terminals, and each
has fifty vehicles in addition to seven hundred and fifty
employees. the gross income is $35million and a 6% profit of
future financial goal. Although the business environment has
remained competitive, the company targets to have an 8% profit
which will be achieved through an 8% profit and reduction in
operating costs. The organization has operated in the last few
decades and has shown great transformation on providing
services to clients. It has gained a lot of recognition/confidence
from different customers hence has stayed well ahead of its
competitors. It serves a good part of the southwestern region of
the United States. In terms of fleet, the company has 400
delivery/distribution vehicles with 80 semi-trailer units and 160
box trucks and 160 panel vans and box trucks. (Attached
Document (Case Study: GG Freightways (GGFRT).
Business strategic objectives
Strategic objectives are the major reasons why organizations
seek to come up with a strategic plan. The strategic plan is
meant to guide the management come up with the possible
decisions that will aid in achieving their goals. The plan
updated annually based on the decisions made by the members
on what needs to be improved on and omit what does not
improve the business objectives (Vo, E. 2020).
The table has the business objectives which are meant to
increase the efficiency and customer experience. The strategic
objectives are hoisted under four pillars where each seeks to
achieve a line of its own.
Business Strategic Objective
State the Objective (from the case study)

Explanation (in your own words; for the new objective,
incorporate how the management team would use it to improve
the business of GGFRT:
A strategic objective is to mark the strategy business process.
Tracking of freight
Keeping a real time record of the location of the freight to
enable near perfect reporting of the delivery time to customers
A strategic objective is ease customer booking and save their
time and costs.
Improve the percentage of loaded
The objective is to enable customers collect their freight at the
nearest station which will reduce the cost and improve service
delivery
A strategic objective is to give a high customer priority and
make sure they are provided with the best services.
Provide warehousing services
Customers will have access to warehousing services where they
may pick the goods at their convenience or request customers to
pick them thus reducing cost and saving time.
To promote customer expectations, safety and convenience.
Vehicle safety
Have all the vehicles checked after 10,000 miles which will
increase efficiency and reduce cases of accidents.
IT mission statement: Utilization of technology to gain a
competitive advantage in the industry is the IT mission
statement. Although, the current technology is not the most
recent, the company intends to make most of it to increase the
customer experience thus gaining a competitive advantage.
Through the mission, customer services will be improved and
also be the best freight service provider in the United States.
IT vision statement: Implementation of technology in all
business units to enhance coordination and efficiency as a way
of gaining a competitive edge. The new system will allow all
the stakeholders to keep in touch with the freight and different
segments of the business which will result in efficiency and cost

reduction. The company looks forward as the unique service
provider in the freight industry and stands in an improved
situation over its entrants. Through the implementation of
technology, the company will improve how customers are
serviced and they can improve their services soon. The company
is also in the move to expand its operational strategies that will
cover the needs of the industry in the upcoming years.
Governance
Although the governance will be headed by the IT department,
it will have representatives from each of the other departments
where there will be two from each. The members on the board
will have the role of expressing the needs of their department
which will then be incorporated into the IT strategic objectives.
Additionally, they will assist in pointing out any hindrances that
may occur between the departments. COBIT is the chosen
methodology due to its easy adaptability and its emphasis on IT
security (Haes & Grembergen, 2016).
The governance body will be charged with generating new IT
ideas and identifying emerging needs of the business in
different departments (Gregory, 2018). Priority to the needs will
be based on the urgency of each. The governance board will
determine which is most important and vote which should be
allowed to prevail first.
Inventory of the current IT system
Although there are [plans in place to have an updated IT
function, the current system comprises of three main segments.
They include the finance and accounting department which
handles the revenue and expenditure. The other segment is that
of freight tracking which ensures tracking and coordination of
freight from the point of receipt to its destination. There is also
the fleet maintenance which handles the servicing of the
vehicles by keeping a record and allocating the dates alongside
a schedule to transport freight. The IT inventory is captured in
the table below.
The table below gives a description of the current system in use
and the IT resources that have been allocated to support the

Company’s operations/ IT requirements.
1
Running head: GG FREIGHT CASE STUDY
4
GG FREIGHT CASE STUDY
Current System
Spring 2019
Function/Description
Strategic Goal aligned to
Business Unit/Department
Business Benefits
IT spring ‘19 Resources
Freight tracking system
Currently used in tracking and optimizing services in the
company. It is essential in ensuring the operations run
smoothly.
Streamline the organization’s operations
Operations
Smooth running of the organizational operations.
IT accounting systems
Fleet maintenance system
Has a history of the vehicles on fleet and any repairs done to the
vehicles before? Also, Information concerning the maintenance
schedule is provided by this system.
Any expenses and services done to a fleet vehicle are provided
by this system
Maintenance
Maintenance expenses are always updated within this system.
Finance and Accounting system
Contains information on the company’s expenses, profits, or
losses made by the company. The system has been used to

replace the currently used system.
Ensure no errors and done and accounting operations are done
smoothly.
Accounting/finance
Improved/ accurate accounting
Financial Reporting System
Helps in the keeping of accounting and financing records for
referencing
To promote easy record keeping and availability when needed.
Accounting/ finance
accurate account records
Sales staff mobile application system
Contains information concerning potential customers
Helps in identifying trends and requirements of the customers.
Promote customer services.
Convenience of the customers and customer needs
Mobile application tools
References
Attached Document (Case Study: GG Freightways (GGFRT))
Haes, S. D., & Grembergen, W. V. (2016). Enterprise
governance of information technology: achieving alignment and
value, featuring COBIT 5.
Gregory, R. W., Kaganer, E., Henfridsson, O., & Ruch, T. J.
(2018). IT Consumerization and the Transformation of IT
Governance. Mis Quarterly, 42(4), 1225-1253.
Vo, E. (2020). What is strategic planning? Strategic planning
process. Retrieved February from
https://sba.thehartford.com/business-management/what-is-
strategic-planning/
GG Freightways (GGFRT) IT Strategic Plan, Part 2

Before you begin this assignment, be sure you have read the
“GG Freightways Case Study” and the feedback you received on
your IT Strategic Plan Part 1 assignment. Also, be sure you
have read the course content materials that have been assigned
to this point.
Purpose of this Assignment
This assignment gives you the opportunity to apply the course
concepts to complete the development of an Information
Technology Strategic Plan (ITSP) to support the strategic
direction of GG Freightways (GGFRT). This assignment
specifically addresses the following course outcomes to enable
you to:
· identify, define, and explain the concepts of information
technology governance and management
· apply best practices in information technology management
and governance to make, defend, and justify an IT decision.
IT Strategic Plan for GG Freightways
For the previous assignment, you developed Part 1 of an IT
Strategic Plan for GGFRT. For this assignment, you will
incorporate any needed changes resulting from the feedback you
received on your Part 1 assignment and you will add Part 2.
Part 2 will include an IT project that you are proposing that
GGFRT undertakes. This new project will be included in the IT
Portfolio section of Part 2 and will be further described in a
future assignment, the “IT Decision Paper.” The entire ITSP
will be submitted as a single document for this assignment.
Assignment
First, you should make any changes to your Part 1 assignment,
as indicated in the feedback you received. Then, you will
develop Part 2 of the ITSP for GG Freightways (GGFRT), using
the outline below, and add it to Part 1. A single, complete
ITSP, with both Parts 1 and 2 will be submitted for this
assignment. Note that Part 2 includes a project you are
proposing that GGFRT undertakes. In addition to the course
materials, at least one external resource (resource other than

those provided in the class) must be used. Two or more cited
references will earn top credit. Use a separate References page
to list just the references you have cited. Remember to use the
APA formatting rules and correctly cite and reference your
sources with APA format. Use the Grading Rubric to be sure
you have covered everything.
Please use this outline to build Part 2 of your IT Strategic Plan.
Use the numbering and headings shown below.
Part Two
1. IT Strategies - Write four(4) IT strategies and explain how
they align to one or more of the business strategies from ITSP
#1, Section 1, including the compliance requirements,
articulated in the Case Study. If these business strategies were
not included in your Part 1 paper, you should add these
strategies into Part 1 prior to submitting this assignment. When
the full ITSP is submitted for this assignment, there should be a
clear link between the business strategies in Part 1 and the IT
Strategies in Part 2. Provide at least one (1) internal IT strategy
and two (2) business-enabling IT strategies and identify each as
either and internal or business-enabling strategy. Refer to the
reading on “Creating a Future Vision for the Chief Information
Officer” for
an explanation of internal and external (business-enabling) IT
strategies. IT strategies are notbusiness strategic objectives but
could be general IT initiatives (not specific projects) that
support the business objectives from the ITSP #1.
Please complete the following table by copying/pasting it into
your paper for this section:
IT Strategy (state the IT Strategy)
State the Business Strategic Objective from the ITSP #1
assignment, then Explain the Alignment of the IT Strategy in
the first column to the stated Business Strategic Objective
Internal/Business-Enabling (state the words “Internal” or
“Business Enabling”)
Example: do not use but leave it in the table when completing

this section.
Meet compliance requirements by updating current technology
or developing/acquiring new technology to meet those mandates
· Business Strategic Objective: Meet FMSCA reporting
requirements for driving hours by the company’s drivers
· Explanation of the Alignment of the IT Strategy to the
Business Strategic Objective: By acquiring or developing
technology that will capture and store driver hours
electronically, the company will be in compliance with FMSCA
regulations and be able to provide this information upon
request.
Internal
1.
· Business Strategic Objective:
· Explanation of Alignment of the IT Strategy to the Business
Strategic Objective:
2.
3.
4.
2. IT Portfolio Roadmap - The overall IT Roadmap shows the
systems that are currently in development or are planned to start
within the time frame shown. It is a summary of projects to

support your proposed strategy. You should review the case
study and identify the new systems that the stakeholders are
requesting or that GGFRT has decided to implement. Each of
these systems should be entered into the table below under the
appropriate functional area, such as marketing or finance.
Then, the time frame for developing the system should be
presented as a bar in the table. The table covers a six-quarter
time frame shown, with each quarter having three months. Thus,
the six-quarter time frame looks out a year and a half into the
development and implementation of the strategy. Of course, the
entire implementation may take longer, but six quarters allows
both short term and long term to be viewed at a glance. For
purposes of this assignment, only the projected timeframes to
develop the projects are
required. Assume that the beginning of Quarter 1 is today with
the projects already in the development process. The table
below is a sample only and shows the five functional areas of an
example company and two systems for each area. To develop
your roadmap, use a table like the one below to create a
timeline; you can copy the table, insert the functional areas and
systems that are discussed in the Case Study, and use ‘insert
shape – rectangle’ to insert the bars showing the timeframes for
development of each. The functional areas and projects in
development, and their timeframes should be extracted from the
Case Study. Be sure to include an introductory paragraph to
explain the table that will follow. (You will have 3 projects
that are in the current portfolio plus your proposed project from
the next section, in your roadmap once it is completed.)
Projects by
Functional Area
Qtr. 1
Qtr. 2
Qtr. 3
Qtr. 4

Technical Support
Network Upgrade
Data Center Move
3. Proposed Project: Next, (1) you will propose a new IT
project to support at least one of the IT strategies in section 1
above and include it in the Table above. (2) Use a different
color font to indicate this new project and insert it with the
appropriate functional area in your table. In Section 3, (3)
describe in a short paragraph how your proposed project will
supplement the current IT development projects (systems in
development) in supporting the business of GGFRT. That
should include the three projects in the roadmap in the prior
section. In a future assignment, you will use this project to
develop an “IT Decision Paper”; therefore, you should look at
that assignment to be sure the project you propose will be
appropriate for that assignment as well. (You can propose a
specific vendor package though it is not necessary. However, if
you are incorporating an integrated solution, you should discuss
the various features of the package that are appropriate for the
study.
Solution

s such as backups, training of employees, utilizing social media,
customizing packaging of products for storage and others
involving Human Resources are not appropriate solutions for
this assignment.) Refer to Case Study for ideas for a new
project. This is a major part of the next assignment. Give this
some thought.
4. Risk Management – (1) List and explain four (4) risks that
Lance should be prepared to manage as he executes his plans.
(2) What is the impact of the risk on GGFRT if not properly
managed? (3) What risk management techniques can he use for
each one to try to prevent and/or mitigate them (state: accept,
reject, transfer or mitigate)? You must discuss specifics, related
to the case study in your response.
This is a good area to do some external research – see what you
can find on the web about IT project risks and risk management.
(Review the document “IHS Guide to Risk Management” found
under the Week 3 readings.) Complete (1), (2), (3) for each
risk; list each risk separately in the format a. Risk 1, b. Risk 2,
c. Risk 3, d. Risk 4, then the subsections (1), (2), (3).A source
must be incorporated into this section for full credit.
5. Business Continuity Planning–
(a) List and explain the general steps Lance should take to

develop a Business Continuity Plan for GGFRT so he can be
sure that the most important systems will remain operational in
the event of a catastrophe.
(b) Include who should be involved in its development and
their roles, focusing on the BCP (not general company roles) of
each position on the BCP team: these should be specific
personnel from the case study.
(c) In addition, from the Case Study, identify what you
consider the three most important systems currently in use at
GGFRT along with justification of your choices.
(d) Based on the three systems chosen in (c), explain the
specific steps Lance can take to ensure those systems continue
to be available for GGFRT in the event of a local catastrophe.
(Review course materials on the Business Continuity Plan.)
The "right" and "wrong" answers have to do with whether or not
you correctly incorporated the course concepts from the course
and addressed all parts of the assignment. The project you
propose is not as important as that it makes sense considering
the course content and the Case Study. Use the Rubric below to
be sure you have covered all aspects of the assignment.
Formatting Your Assignment
· Avoid quotation where possible by paraphrasing ideas and

findings from your sources into both your own words and
writing style. Changing a few words but including most of the
wording and structure from the original text of your sources is
not acceptable. Verbatim text directly from sources is not
acceptable, even if cited. The work of the ideas and the writing
needs to be your own. If you do use verbatim text, you must use
quotation marks even if you have cited the source.
· Formatting: 1” margins, 12-point Times New Roman font.
· In the ITSP #2 assignment, you are preparing the second
assignment which also will include ITSP #1 and the feedback
provided on the graded copy and scoring rubric. This should be
added to the ITSP #2 requirements. Begin with the updated
ITSP #1 document, then add it to the ITSP #2 paper.
· Continue to use a title page from the ITSP #1 assignment that
includes: The company name, title of assignment, your name,
Course and Section number and date. Use the numbering format
in the assignment instructions above, for these sections:
1. IT Strategies
2. IT Portfolio Roadmap
3. Proposed Project
4. Risk Management
a. Risk 1: state the risk
(1): (explain the risk)
(2): (impact of the risk if not properly managed)
(3): (accept, reject, transfer, mitigate stated followed by the

explanation on how management will be accomplished)
b. Risk 2: state the risk
c. Risk 3: state the risk
d. Risk 4: state the risk
5. Business Continuity Planning
a. General steps of a BCP
b. Personnel involved with the BCP/roles related to the BCP
c. Three most important technological systems/justification for
their continuity of operations
d. Specific steps to ensure these three technological systems
remain operational
· Write a short concise paper: Use the recommendations
provided in each area for length of response. It’s important to

value quality over quantity.
· Content areas should be double spaced; table entries should be
single spaced.
· To copy a table: Move your cursor to the table, then click on
the small box that appears at the upper left corner of the table to
highlight the table; right click and COPY the table; put the
cursor in your paper where you want the table and right click
and PASTE the table.
· Ensure that each of the tables is preceded by an introductory
sentence that explains what is contained in the table, so the
reader understands why the table has been included.
· Use at least two resources with APA formatted citation and
reference. Any 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.
· Begin a Reference Page for resources required for this
assignment. Use APA format for your reference page. Combine
the references from Parts 1 and 2 into a single list at the end of
the document.
· Running headers are not required for this report; however,
please include page numbers.
· Writing should always be in third person.
· 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. The paper should be uploaded to the ITSP #2
assignment folder.
· Your submission should include your last name first in the
filename: Lastname_Firstname_ITSP2
GRADING RUBRIC:
Criterion
90-100%
Far Above Standards
80-89%
Above Standards
70-79%
Meets Standards
60-69%
Below Standards
< 60%
Well Below Standards
Possible Points
IT Strategies
18-20 Points
Four (4) or more IT strategies (including at least two (2)

business-enabling strategies and one (1) internal IT strategy)
are presented and are clearly and appropriately stated and tied
to the business strategies articulated in the Case Study and
listed in Part 1; demonstrates thorough understanding of course
concepts, analysis, and critical thinking.
16-17 Points
Three (3) IT strategies (including two (2) business-enabling
strategies and one (1) internal IT strategy) are presented and are
clearly stated and appropriately tied to the business strategies
articulated in the Case Study and listed in Part 1; demonstrates
understanding of course concepts, analysis, and critical
thinking.
14-15 Points
Three (3) IT strategies (two (2) business-enabling strategies and
one (1) internal IT strategy) are listed, stated, and aligned to the
business strategies articulated in the Case Study. All business
strategies cited are now included in Part 1. There is a clear link
between the business strategies in Part 1 and the IT Strategies
in Part 2.
12-13 Points
Fewer than three (3) IT strategies (two (2) business-enabling
strategies and one (1) internal IT strategy) are presented; one or

more are not appropriately stated and tied to business strategies
articulated in the Case Study; and/or business strategies are not
listed in Part 1.
0-11 Points
Few or no IT Strategies are included, strategies do not relate to
the Case Study, and/or are poorly written and do not convey the
information.
20
IT Portfolio Roadmap
18-20 Points
follows. The IT Portfolio roadmap table of systems in
development accurately reflects the information presented in the
Case Study (functional areas, systems, and timelines) and
demonstrates thorough understanding of course concepts,
analysis, and critical thinking. Table is very professionally
presented, uses a logical and easily understandable structure,
and spelling is correct.
16-17 Points

is applicable to the Case Study and the table that follows. The
IT Portfolio roadmap table of systems in development
accurately reflects the information presented in the Case Study
(functional areas, systems, and timelines) and demonstrates
thinking. Table is professionally presented, uses a logical
structure, and spelling is correct.
14-15 Points
the Case Study. The IT Portfolio roadmap table shows the
functional areas and projects in development and their
timeframes extracted from the Case Study.
12-13 Points
This section is somewhat incomplete (lacking in introduction or
required table, or table content is incomplete); and/or is not
applicable to the Case Study.
0-11 Points
Little or no information is provided on the IT Portfolio; table is
missing; and/or information presented does not apply to the
Case Study.
20
Proposed Project

9-10 Points
The IT project proposed is appropriate to the Case Study, is
aligned to a functional area, supports at least one (1) strategy in
Section 1 above, and is included in the table. The explanation of
how it supplements the current IT projects in development is
clear and convincing and is clearly aligned to the business in
the Case Study; demonstrates thorough understanding of course
concepts, analysis, and critical thinking.
8 Points
The IT project proposed is appropriate to the Case Study, is
aligned to a functional area, supports at least one (1) strategy in
Section 1 above, and is included in the table. The explanation
of how it supplements the current IT projects in development is
clear and is aligned to the business in the Case Study;
demonstrates understanding of course concepts, analysis, and
critical thinking.
7 Points
A new IT project that supports at least one of the strategies in
section 1 has been included it in the appropriate functional area
in the table above, using a different color font. The explanation
includes how the proposed project supplements the current IT
development projects in supporting the business in the Case

Study.
6 Points
The IT project proposed is not appropriate to the Case Study; is
not correctly aligned to a functional area; and/or is not listed in
the table and/or the explanation of how it supplements the
current IT projects in development is not clear or is missing.
0-5 Points
No Proposed Project is included, or proposed project is not
appropriate to the Case Study and/or is not explained.
10
Risk Manage-ment
14-15 Points
Four (4) or more risks and impact are listed and fully explained,
along with techniques to prevent and/or mitigate them; risks and
techniques identified are appropriate for the Case Study; section
is well written with reference used to support explanation;
demonstrates thorough understanding of course concepts,
12-13 Points
At least three (3) risks and impact are listed and fully
explained, along with techniques to prevent and/or mitigate
them; risks and techniques identified are appropriate for the

Case Study; demonstrates good understanding of course
concepts, analysis and critical thinking.
10-11 Points
Three (3) risks and impact are listed and explained, along with
techniques to prevent and/or mitigate them; risks and techniques
are appropriate for the Case Study.
9 Points
Fewer than three (3) risks and impact are listed and/or
explained; lacking in some techniques to prevent and/or
mitigate them and/or risks and techniques are not appropriate
for the Case Study.
0-8 Points
Risk Management section is not included; few risks and impact
are listed or explained and/or risks/
techniques do not apply to the Case Study.
15
Business Continuity Planning
14-15 Points
Business Continuity Planning (BCP) section thoroughly covers
all four (4) requirements including the major steps needed to
develop a BCP and correctly identifies the participants, their

roles, and three (3) systems important to the Case Study are
listed with complete steps to ensure their continued availability;
responses are appropriate to the Case Study; demonstrates
thorough understanding of course concepts, analysis, and
critical thinking.
12-13 Points
Business Continuity Planning (BCP) section completely covers
at least three (3) requirements including the major steps needed
to develop a BCP and correctly identifies the participants, their
roles, and three (3) systems important to the Case Study are
listed with steps to ensure their continued availability;
responses are appropriate to the Case Study; demonstrates
thinking.
10-11 Points
Business Continuity Planning (BCP) section covers at least two
(2) requirements including the major steps needed to develop a
BCP and identifies the participants; their roles, and three
systems important to the Case Study are listed with steps to
ensure their continued availability; responses are appropriate to
the Case Study.
9 Points

Business Continuity Planning section is incomplete (lacking in
major steps, participants, roles, identification of three (3)
important systems and/or steps to ensure their continued
availability) and/or is not applicable to the Case Study.
0-8 Points
Business Continuity Planning is not included or is severely
lacking in completeness and/or applicability to the Case Study.
15
External Research
9-10 Points
Two (2) or more sources other than the class materials are
incorporated and are substantive and are used effectively.
Sources used are relevant and timely and contribute to the
analysis and support conclusions. References are appropriately
8 Points
At least one (1) source other than the class materials is
incorporated and used effectively. Source(s) are relevant and
contribute to the analysis. References are appropriately
7 Points

At least one (1) source other than the class materials is used and
properly incorporated into the text. Reference is cited using
APA style.
6 Points
A source other than the class materials may be used, but is not
properly incorporated, and/or is not relevant or timely and/or
APA style for references and citations is not followed.
0-5 Points
No external research is incorporated, or reference listed is not
cited within text.
10
Report Format
9-10 Points
ITSP includes Part 1 (updated/
corrected as needed) and Part 2, integrated into a cohesive
document; ITSP is very well written and easy to read; uses
correct sentence structure, grammar, and spelling; presented in
a professional format.
8 Points
corrected as needed) and Part 2. ITSP reflects effective

organization. Few errors in sentence structure, grammar, and
spelling; presented in a professional format.
7 Points
corrected as needed) and Part 2. ITSP has some organization;
may have some errors in sentence structure, grammar, and
spelling.
6 Points
ITSP does not include Part 1; Part 1 has not been updated or
corrected; ITSP is not well organized; and/or contains several
grammar and/or spelling errors.
0-5 Points
ITSP is extremely poorly written has many grammar and/or
spelling errors or does not convey the information.
10
TOTAL
Possible Points

100
October 24, 20202
Case 37. Selecting Patient Escorts
City Hospital is located in the heart of a large midwestern city.
It is one of five major hospitals in the area and has recently
built a small addition for treating well-known patients, such as
professional football players, top company executives, and
singing stars. Visiting or local celebrities always choose City
Hospital if they need treatment.
City Hospital has about 1,200 hospital beds and employs 4,500
individuals, including about 40 patient escorts. The job of
patient escort is a rather simple one, requiring only minimal
training and no special physical talents. When patients need to
be moved from one location to another, patient escorts are
summoned to assist in the move. If the move is only a short
distance, however, a nurse or orderly can move the patient. Of
particular importance is the fact that patient escorts almost
always take patients who are being discharged from their
hospital room to the front door of the hospital. A wheelchair is
always used, even if the patient is able to walk unassisted.
Thus, the typical procedure is for the nurse to call for a patient

escort. The escort then gets a wheelchair and goes to the
patient’s room, assists the patient into the wheelchair, picks up
the patient’s belongings, wheels the patient down to the
hospital’s front door or to his or her car in the parking lot, and
returns to the work station.
The job of patient escort is critical to the hospital since the
escort is always the last hospital representative the patient sees,
and hence has a considerable influence on the patient’s final
perception of the hospital. Of approximately 40 escorts, about
three-fourths are men and one-fourth are women. Most are high
school graduates in their early twenties. Some, particularly
those on the early morning shift, are attending college at night
and working for the hospital to earn money to pay college
expenses. Four of the escorts are older women who had
previously served as hospital volunteers and then decided to
become full-time employees instead. Turnover among patient
escorts is quite high and has averaged 25 percent in recent
years. In addition, upward mobility in the hospital is quite
good, and as a result, another 25 percent of the escorts typically
transfer to other jobs in the hospital each year. Thus, about half
of the patient escorts need to be replaced annually.
The hospital follows a standard procedure when hiring patient
escorts. When a vacancy occurs, the human resource department

reviews the file of applications of individuals who have applied
for the patient escort job. Usually the file contains at least 20
applications because the pay for the job is good, the work is
undemanding, and few skills are required. The top two or three
applicants are asked to come to the hospital for interviews.
Typically, the applicants are interviewed first by the human
resource department and then by the patient escort supervisor.
The majority of those interviewed know some other employees
of the hospital, so the only reference check is a call to these
employees. Before being hired, applicants are required to take
physical exams given by hospital doctors.
Every new escort attends an orientation program the first day on
the job. This is conducted by a member of the hospital’s human
resource department. The program consists of a complete tour of
the hospital; a review of all the hospital’s HR policies,
including a description of its promotion, compensation, and
disciplinary policies; and a presentation of the hospital’s
mission and philosophy. During this orientation session,
employees are told that the hospital’s image in the community
is of major importance and that all employees should strive to
maintain and enhance this image through their conduct. After
orientation, all patient escorts receive on-the-job training by
their immediate supervisor.

During the last two years, the hospital has experienced a
number of problems with patient escorts, which have had an
adverse effect on the hospital’s image. Several patients have
complained to the hospital administration that they were treated
rudely, or in some cases roughly, by one or more patient
escorts. Some complained that they were ordered around or
scolded by an escort during the discharge process. Others stated
that their escorts were careless when wheeling them out of the
hospital to their cars. One person reported that an escort
carelessly tipped him over. All escorts are required to wear
identification tags, but patients usually cannot remember the
escort’s name when lodging a complaint to the hospital.
Additionally, the hospital usually has difficulty determining
which escort served which patient because escorts often trade
patients. Finally, even when the hospital can identify the
offending escort, the employee can easily deny any wrongdoing.
He or she often counters that patients are generally irritable as a
result of their illness and, hence, are prone to complain at even
the slightest provocation.
At the hospital administrator’s request, the human resource
manager asked the chief supervisor of patient escorts, the head
of the staffing section within the human resource department,
and the assistant human resource director to meet with her to
review the entire procedure used to select patient escorts. It was

hoped that a new procedure could be devised that would
eliminate the hiring of rude, insulting, or careless patient
escorts.
During the meeting, a number of suggestions were made as to
how the selection procedure might be improved. Criticisms of
the present system were also voiced. The chief supervisor of
patient escorts argued that the problem with the hospital’s
present system is that the application form is void of any useful
information. He stated that the questions that really give
insights into the employee’s personality are no longer on the
application form. He suggested that applicants be asked about
their hobbies, outside activities, and their personal likes and
dislikes on the application form. He also suggested that each
applicant be asked to submit three letters of recommendation
from people who know the applicant well. He wanted these
letters to focus on the prospective employee’s personality,
particularly the applicant’s ability to remain friendly and polite
at all times.
The assistant human resource director contended that the
hospital’s interviewing procedure should be modified. He
observed that, during the typical interview, little attempt is
made to determine how the applicant reacts under stress. He
suggested that if applicants were asked four or five stress-

producing questions, the hospital might be in a better position
to judge their ability to work with irritable patients.
The head of the staffing section noted that patient escorts
require little mental or physical talent and agreed that the
crucial attribute escorts need is the ability to always be
courteous and polite. He wondered whether an attitude test
could be developed that would measure the applicant’s
predisposition toward being friendly, helpful, sensitive, and so
on. He suggested that a job analysis could be done on the
patient escort position to determine those attitudes that are
critical to being a successful patient escort. When the job
analysis was complete, questions could be developed that would
measure these critical attributes. The test questions could be
given to the hospital’s present patient escorts to determine
whether the test accurately distinguishes the best escorts from
the worst. The head of the staffing section realized that many of
the questions might need to be eliminated or changed, and if the
test appeared to show promise, it would probably need to be
revalidated in order to meet government requirements. He felt,
however, that a well-designed test might be worth the effort and
should at least be considered.
The meeting ended with all four participants agreeing that the
suggestion of trying to develop an attitude test was probably the

most promising. The assistant human resource director and chief
supervisor of patient escorts stated that they would conduct a
thorough job analysis covering the patient escort position and
develop a list of attitudes that are critical to its success. A
second meeting would then be scheduled to prepare the actual
test questions.
Questions
Critique each of the alternative approaches suggested for
solving the problem of selecting patient escorts at City
Hospital.
Recommend a procedure for recruiting and hiring patient
escorts.
Besides improving its selection procedures, what other actions
could the hospital potentially take to improve the behavior of
the patient escorts?
Case
34.
Recruiting Recreational Vehicle Surveyors
Liberty Engineering Company is located in a large suburb of
Cleveland, Ohio. The company was founded during the 1940s

and does a considerable amount of drafting and design work for
the major automotive companies and their suppliers. When sales
in the auto industry are high, Liberty Engineering experiences a
significant volume of work. However, when recessions hit the
automotive marketplace, work at Liberty also sharply decreases.
In an attempt to stabilize revenues, the president of Liberty
Engineering decided it would be prudent to diversify the
company by bidding on government contracts. The company had
little experience in these areas, but the president felt that this
would not preclude it from bidding on contracts and obtaining
them.
Within a six-month period, the company had bid on and lost two
contracts. However, a third bid pertaining to the safety and use
of recreational vehicles proved to be successful. The contract
was for several hundred thousand dollars and was granted on a
cost-plus basis. The government was interested in obtaining
information regarding how people actually use recreational
vehicles such as pick-up truck campers, motor homes, and
various kinds of camping trailers. Ultimately, the purpose of the
study was to determine what additional safety rules, if any,
should be established relating to the manufacture and use of
recreational vehicles. Among the pieces of information desired
by the government were how much weight citizens place in their

recreational vehicles, what kinds of trailer hitches are in use,
whether recreational vehicles have proper suspension systems,
and to what extent citizens are aware of the safety features of
their recreational vehicles.
In Liberty Engineering’s proposal to the government, the
company stated that it would recruit, select, and train qualified
individuals to survey over 1,000 recreational vehicles. The
surveying would be done at three different sites: in the desert,
at the seashore, and in the mountains. At a meeting with
government officials, three locations were selected: Lake Mead,
Nevada; Cape Hatteras, North Carolina; and Smoky Mountains
National Park, Tennessee. Two other important decisions were
also made at the meeting. First, to ensure consistency of data
collection, all surveyors would be trained together at a
campground at Smoky Mountains National Park. Second, the
employees would then be divided and sent to their respective
job sites. It was also decided that each survey crew would
consist of one leader and four surveyors, and that two crews
would be sent to each data collection site.
All responsibility for recruiting and training the 30 employees
(6 leaders and 24 surveyors) fell upon the shoulders of Bob
Getz, the new human resource director. Getz had worked as a
designer for Liberty Engineering for 20 years before being

transferred to human resources. At the same time that a project
Getz had been working on for two years ended, the then-current
human resource director resigned, so he was a logical choice. In
addition, Getz was well-liked by most of Liberty’s older
employees and knew a great deal about the company’s policies
and procedures. Getz’s major shortcoming was that he knew
little about staffing activities.
Before recruiting potential job applicants, Getz knew that he
would first need to develop a set of job descriptions for all 30
employees. Since crews would be doing essentially similar jobs,
albeit at different locations, he needed only to develop job
descriptions for each of four survey positions and that of the
leader. Hence, he obtained the list of data that was to be
collected on each vehicle, determined the tasks required to
collect the data, and divided the tasks into four job positions.
Getz realized that the job duties of each surveyor would
ultimately need to be changed based on actual experience.
Nonetheless, he sketched out the following job descriptions:
Surveyor I: Take pictures of recreational vehicle with a camera.
Interview driver and record information received.
Surveyor II: Read and record scale weights for each recreational
vehicle tire. Take tire pressures and measure tread depth.

Record make, size, and air capacity of each tire.
Surveyor III: Unhook trailer hitch, if present, and record make
of hitch, ball diameter, and whether levelers are present.
Determine type of suspension on recreational vehicle and count
number of leaf springs, if present.
Surveyor IV: Stop recreational vehicle as it enters campground,
explain to driver the purpose of the study, ask the driver to
participate in study. When survey of recreational vehicle is
complete, discuss the findings with the driver.
The leader’s responsibilities would be to plan daily work
activities, motivate the employees to do the surveying, complete
all forms, and do occasional troubleshooting.
With job descriptions in hand, Getz met with Norm Larson, vice
president of Liberty Engineering Company, who was ultimately
responsible for conducting the recreational vehicle surveys.
During the meeting, Getz learned that all 30 employees were to
meet at Smoky Mountains National Park on June 10. They were
to be trained on the job for four days, and the company would
provide them with lodging and food while they were there. All
employees were to provide their own transportation to the park,
to their subsequent job sites, and then back home. The company

would pay them for travel time but would not provide any
mileage allowance, lodging, or food. Upon arrival at the job
site, employees would need to find accommodations for July
and August, and would receive no lodging or food allowance
from the company during their stay. Once work commenced at
each job site, employees would be responsible for providing
their own transportation to and from the campground.
All employees were to be paid $11.15 per hour. No vacation
benefits, sick days, or other major benefits would be provided.
The company would, however, provide benefits mandated by
law such as Social Security and workers’ compensation. No one
under the age of 18 would be hired because of safety reasons.
After the meeting with Larson, Getz decided he should check
with the campground management at the different job sites. He
learned that most recreational vehicles leave campgrounds early
in the morning and enter late in the afternoon. Few arrive or
depart between 10 am and 4 pm. In order to survey a maximum
number of vehicles, crews would need to work from 6 am to 11
am and from 3 pm to 8 pm, a total of ten hours a day. Therefore,
each crew could work a four-day-on and a four-day-off
schedule. Getz was told that temperatures at Cape Hatteras
would range between 65 and 95 degrees Fahrenheit, while at
Lake Mead they would range between 85 and 115 degrees

Fahrenheit. Neither of these locations would provide employees
with any shade; hence, employees at these sites would need to
work in the sun and wear uniforms, including hats. The Smoky
Mountains National Park location would be cooler than the
others and surveying could be done in shaded areas. When Getz
asked the campground managers whether they knew of any
people who would be interested in working on the survey
project, their response was, ‘‘You’ve got to be kidding.’’ The
manager at Lake Mead campground flatly told Getz that he
could not conceive of any person being willing to drive from
Lake Mead to Tennessee and back under the conditions he
outlined. He suggested that Getz put a want ad in the Cleveland
newspaper.
After talking with the campground managers, Getz was quite
depressed. He knew that he had to hire 30 employees within the
next few weeks. He knew that six of them had to have sufficient
leadership skills to get the job done while not antagonizing the
employees so much that they would quit. He further realized
that the 24 surveyors would have to enjoy the outdoors and be
willing to tolerate extreme heat. He realized, too, that the ideal
surveyor would be one who had above-average knowledge of
auto mechanics, legible handwriting, reasonable communication
skills, and an ability to work well with others under adverse
conditions. What Getz did not know was how he could recruit

and hire 30 people who fit this description.
Questions
If you were Bob Getz, how would you recruit the needed
employees?
Evaluate the Lake Mead campground manager’s suggestion that
Getz recruit employees by placing a want ad in the Cleveland
newspaper.
What should the firm do if they are unable to recruit sufficient
employees for the job?

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