Business Analysis and System Recommendation.docx

Business Analysis and System Recommendation
Name: Kyle Amstead
Course: IFSM 300
Date: 27JAN2019
Strategic Use of Technology
Introduction
Maryland Technology Consultants (MTC) is a modern
technology consulting company that needs to drive strategy
through utilizing technology in a bid to aid in hiring and
selection processes. As an established technology consulting
company that has already attained a growing market share, there
is a need for it to put in place a hiring system that enables it to

recruit and retain top talents in the IT field. It is a feat that will
not only help satisfy its growing base of customers, but also
help attain a competitive advantage. As a consulting company
that offers IT services, human resources are critical to its
success and strategy hence hiring should be a core undertaking
that is supported by an efficient hiring system. Currently, the
organization is still stuck to its traditional hiring model that is
bringing about challenges relating to attracting and hiring top
talent in a timely manner. To address this problem, the process
will be broken down into four distinct stages. Stage one will
examine how the organization can strategically utilize a hiring
system in driving business strategy. Stage two will evaluate
current processes and workflows and how they can be impacted
by deploying the technology. Stage three will identify
stakeholders’ expectations from the technology solutions and
stage four will recommend the hiring system that will match
MTC’s organizational structures. All these stages will be
merged into a report that will be presented to MTC’s Chief
Information Officer.
Strategic Use of Technology
a. Organizational Strategy
MTC is eyeing expanding to the national level and maintaining
its service delivery in a manner that not only cultivates
customer loyalty but also brings about a competitive advantage.
As was earlier highlighted, this cannot be achieved easily
without hiring the right people that understand the needs of the
customers as well as the organization’s broad mission. In this
right, the hiring process needs to be goal-centered which means
that only needed and targeted individuals can be hired and
retained. The IT field is a rapidly revolving discipline meaning
that experts in the field must be sufficiently skilled and
competent. When customers are looking for consulting services
they focus on quality not quantity which the employees must
offer (Gubbala & Battu, 2012). The current hiring process is not
up to the task due to challenges such as recruiting the right
personnel and enabling an access to a more diverse talent pool.

There are thousands of skilled individuals leaving colleges and
universities who may prove their worth to technology
companies. However, there should be a system of attracting,
recruiting, and retaining such talents. The system will help
address the problem hence help the company realize its goals of
expanding and maintaining its competitive service delivery. In
the long run, MTC will be able to achieve its overall business
strategy.
b. Competitive Advantage
A competitive advantage refers to a company’s strength that
helps dominate an industry (Schleicher, Baumann, Sullivan,
Levy, Hargrove & Barros-Rivera, 2018). In this case, MTC is
eyeing dominance and cultivating customer loyalty not only in
the areas it currently operates but also in other it is expecting to
expand to. MTC is a consulting company meaning it needs to
have strength in how it delivers its services to new and old
customers. This can be done through having the right employees
that are trained and skilled in efficient service delivery. Skills
and knowledge are not enough. MTC needs to ensure that the
workers can engage the clients successfully and attain a high
satisfaction level. The industry is competitive meaning that
organizations which will attain dominance must have a higher
customer satisfaction level. This can only be done through
having the right workers that are motivated, competent, and
committed to serving the customers in a manner that meets their
needs. In this regard, MTC must hire and retain top talents. This
can be done through putting in place an efficient hiring system
that performs in line with the overall strategic goals and
objectives.
c. Strategic Objectives
The following table outlines MTC’s specific objectives that can
be focused on in a bid to attain the outlined goals.
Strategic Goal
Objective
Explanation
Increase MTC Business Development by winning new contracts

in IT consulting
Train all employees within the next nine months
This will help ensure that all workers are able to meet the
customers’ expectations hence cultivating loyalty. This will
enable the organization retain its current customer base and
attract more due to its reputation and brand. The hiring system
will help assess the needs of each employee hence training will
be addressing those needs.
Build a cadre of consultants to provide research and analysis
assistance to on-site teams
Hire 50 more consultants in the next 6 months who will provide
assistance to onsite teams.
MTC needs to hire more consultants with expertise in research
and analysis. These experts will work with onsite teams and
provide them with needed assistance and help relating to their
work. The hiring system will enable the organization hire the
right employees with skills and competence in research and
analysis.
Continue to increase MTC ability in providing higher quality
consultants to awarded contracts
Focus on accessing a wider talent pool in the next three months.
When accessing a wider pool of talents, this will enable MTC
hire and recruit individuals with needed skills and applicable
knowledge. When competitively skilled, the workers will
continue higher quality services as per clients’ expectations.
The hiring system will help it access a wider pool of top talents
in the IT field.
Increase MTC’s competitive advantage
Hire 30 more experienced IT consultants in the next four
months.
For MTC to attain and retain its competitive advantage, it needs
to hire experienced consultants that are aware of the industry
dynamics. The hiring system will enable MTC attract
experienced individuals in the field.

d. Decision-Making
The following table highlights three levels of management and
how their decision-making processes can be influenced by the
hiring system.
Role
Level (Course Reading)
Example decision-supported by hiring system
Example of information the hiring system could provide
Senior/Executive managers
Decides to make MTC’s services expand internationally to Asia.
The system shows that majority of applicants have worked
abroad in some major Asian destinations and have cultural
competence.
Middle Managers
Decides to make IT consultants work with other specialists such
as marketers and sales person.
The system shows that applicants have team-building skills
hence can be hired and cross-functional teams created.
Operational Managers
Decides to divide labor based on skills set.
The system indicates that the applicants have specific skills set
suited for specific tasks and activities.
Section Two: Process Analysis
Hiring Process
MTC Hiring Process
As-Is Process
(Part 1)
Responsible MTC Position
(Part 1)

To-Be Process – How the System Will Support and Improve the
hiring process
(Part 2)
Business Benefits of Improved Process (Align with MTC’s
overall business strategy and needs.)
(Part 2)
1. Job vacancies are advertised through online systems owned
and controlled by intermediaries
Recruiting officer
MTC will be able to advertise the positions itself hence will
have absolute control of what happens.
Management of information relating to job applications will be
more efficient.
2. There is no direct contact with job applicants prior to
interviews
Recruiting manager
Using the system to contact the applicants directly will act as a
motivator to applicants
The system will help cultivate better interactions with potential
employees
3. There is no pool of potential candidates
Recruiting panel
The system will help create a pool of potential employees that
can be contacted whenever there are vacancies.
The recruitment and selection process will be fast and easier.
4. Applicant’s mails arrive late.
Recruiting officer
The system will enable applicants submit their applications
online
The applicant’s information will be acquired fast and managed
easily.
5. Sorting out application forms take unusually longer
Administrative assistant
The system will categorize applicants with respect to majors
and skills.

Sorting out applicants will be managed much easily.
6. Filing of the application forms is tiresome and time-
consuming
Recruiting manager
The system will file the application forms as they are being
received
Time will be saved and can be used for other functions
7. MTC does not keep contacts with jobs applicants
The system will help MTC keep contact with candidates who
may not get hired.
Such contact will act as a motivator in case such candidates may
be required to fill in some positions in the future.
8. There is no virtual tool for interviewing candidates remotely.
Recruiting manager
The system will have a tool for remote interviewing of
candidates.
It will be possible to interview candidates that are less mobile
due to factors such as family commitments.
9. There are challenges in scheduling interviews
The system will schedule interviews based on factors such as
number of applicants
Scheduling for interviews will be efficient hence avoiding
constraints being experienced
10. Time between advertising job positions and hiring is
unusually longer.
Recruiting panel
The proposed system will reduce the time through easier
management of collected information
Any gaps will be filled in quickly hence affecting performance
positively.
11. The recruiting panel does not access to candidate
information,
Recruiting Panel
The system will provide real time information with respect to

every candidate.
The panel will learn about candidates before interviews hence
they it will be easy to arrive at best suited candidates.
12. The job advertising strategy by MTC is not supported by
data.
The proposed system will inform the job advertisers about the
lacking skills and competencies among the pool of candidates.
Job advertising will be done based on skills and competencies
that lack hence target specific candidates.
Expected Improvements
Area
Current Issues
(from the Case Study)
Improvements
(due to use of technology)
Collaboration:
As noted from the case study, there is no collaboration between
the hiring team and the potential candidates. They only meet
during interviews which should not be the case. There is no
platform for the parties to interact.
The proposed system will create a platform by which the hiring
team and the potential candidates can interact and collaborate in
planning for the whole recruiting process such as scheduling
interviews.
Communications:
From the case study, it is seen that there is no direct
communication and interactions between the recruiting panel
and the targeted candidates. Normally, such a behavior
demotivates the potential candidates as they feel that the
organization is not fully committed to seeking their
competencies and skills (Gubbala & Battu, 2012).
The system will pull together a pool of candidates that the
company can communicate and interact with as they will leave
their emails and phone number. They can be reached out for

anytime.
Workflow:
Currently, there lacks information and data that the hiring team
can work on. This means that it is not easily possible for the
hiring team to plan, schedule, and share roles and
responsibilities. They do not have a mechanism for collecting
and managing data that could be used for planning and
scheduling.
The proposed system will help them collect information relating
to all potential candidates hence they can plan for various
activities without constraints.
Relationships:
At MTC, there is no culture for working relationships between
the hiring team and the potential candidates. This is due to the
fact that there is no avenue or a platform that can help them do
so. There is no ready and easily accessible information relating
to applicants that could be used to establish relationships.
The proposed system will create a platform that will form the
basis of relationships between the hiring teams and potential
candidates. Their personal information will be used for
establishing communications and interactions where over time,
they will cultivate relationships.
References
Gubbala, M., & Battu, N. (2012). Employee Welfare In
Industry: Industrial Workers Perspective. London, UK: Lap
Lambert Academic Publishing.
Schleicher, D. J., Baumann, H. M., Sullivan, D. W., Levy, P. E.,
Hargrove, D. C., & Barros-Rivera, B. A. (2018). Putting the
System Into Performance Management Systems: A Review and

Agenda for Performance Management Research. Journal of
Management 44(6), 2209-2245.
Gubbala, M., & Battu, N. (2012). Employee Welfare In
Industry: Industrial Workers Perspective. London, UK: Lap
Lambert Academic Publishing.
Maryland Technology Consultants is a fictitious company
created for the IFSM 300 Case Study.
MTC Case Study 12/5/2018 1
Maryland Technology Consultants, Inc.
Maryland Technology Consultants (MTC) is a successful
Information Technology consulting
services firm that utilizes proven IT and management
methodologies to achieve measurable
results for its customers. Its customer base includes small to
mid-tier businesses, non-profit
organizations and governmental agencies at the local, state and
federal levels. MTC feels
strongly that its success is dependent on the combination of the
talent of its IT consultants, the
best practices MTC employs, and a dedication to delivering
truly beneficial IT solutions to their
clients.
Corporate Profile
Corporate Name: Maryland Technology Consultants, Inc.

Founded: May 2008
Headquarters: Baltimore, Maryland
Satellite Locations: Herndon, Virginia; Bethesda, Maryland
Number of Employees: 450
Total Annual Gross Revenue: $95,000,000
President and
Chief Executive Officer (CEO): Samuel Johnson
Business Areas
MTC provides consulting services in the following areas:
• Business Process Consulting - Business process redesign,
process improvement
• IT Consulting - IT strategy, analysis, planning, system
development, implementation, and
network support
• IT Outsourcing Consulting – Requirements analysis; vendor
evaluation, due diligence,
selection and performance management; Service Level
Agreements
Business Strategy
MTC's business strategy is to provide extraordinary consulting
services and recommendations
to its customers by employing highly skilled consultants and
staying abreast of new business

concepts and technology and/or developing new business
concepts and best practices of its
own.
Excerpt from the MTC Strategic Business Plan
While the complete strategic plan touches on many areas, below
is an excerpt from MTC’s
latest Strategic Business Plan that identifies a few of MTC's
Goals.
Goal 1: Increase MTC Business Development by winning new
contracts in the areas of IT
consulting.
Goal 2: Build a cadre of consultants internationally to provide
remote research and analysis
support to MTC’s onsite teams in the U. S.
Goal 3: Continue to increase MTC’s ability to quickly provide
high quality consultants to
awarded contracts to best serve the clients’ needs.
Goal 4: Increase MTC’s competitive advantage in the IT
consulting marketplace by increasing its
reputation for having IT consultants who are highly skilled in
leading edge technologies and

innovative solutions for its clients.
Current Business Environment
MTC provides consultants on-site to work with its clients,
delivering a wide variety of IT-related
services. MTC obtains most of its business through
competitively bidding on Requests for
Proposals issued by business, government and non-profit
organizations. A small but growing
portion of its business is through referrals and follow-on
contracts from satisfied clients. MTC
anticipates it will win two large contracts in the near future and
is preparing proposals for
several other large projects.
MTC, as a consulting company, relies on the quality and
expertise of its employees to provide
the services needed by the clients. When it is awarded a
contract, the customer expects MTC
to quickly provide the consultants and begin work on the
project. MTC, like other consulting
companies, cannot afford to carry a large number of employees
that are not assigned to
contracts. Therefore, they need to determine the likelihood of
winning a new contract and
ensure the appropriately skilled consultants are ready to go to
work when needed. MTC relies
on its Human Resources (HR) Department to find and hire the
personnel that the line managers
need for upcoming contracts. It is very much a "just in time"
hiring situation.
The Headquarters in Baltimore, Maryland, houses
approximately 350 employees. Satellite
offices have been opened in the last two years in both Herndon,

Virginia and Bethesda,
Maryland to provide close proximity to existing clients. It is
anticipated that new pending
contracts would add staff to all locations. The management
team believes there is capacity at
all locations, as much of the consultants' work is done on-site at
the customers' locations.
Strategic Direction
As a small to mid-size business (SMB), MTC recognizes that it
needs to carefully plan its future
strategy. Considering the competitive environment that
contains many very large IT consulting
firms, such as Hewlett-Packard (HP), Booz Allen Hamilton
(BAH), and Science Applications
International Corporation (SAIC), as well as numerous smaller
companies with various skill sets,
market niches, and established customer bases, MTC will be
evaluating how best to position
itself for the future and recognizes that its ability to identify its
core competencies, move with
agility and flexibility, and deliver consistent high quality
service to its clients is critical for
continued success.
One area that is critical to a consulting company is the ability to

have employees who possess
the necessary knowledge and skills to fulfill current and future
contracts. Given the intense
competition in the IT consulting sector, MTC is planning to
incorporate a few consultants in
other countries to provide remote research and analysis support
to the on-site U. S.
teams. Since MTC has no experience in the global marketplace,
the Director of HR has begun
examining international labor laws to determine where MTC
should recruit and hire employees.
Challenges
The two contracts that MTC expects to win very soon will
require the hiring of an additional 75
consultants very quickly. The Director of HR is concerned that
the current manual process of
recruiting and hiring employees will not allow his department to
be responsive to these need s
as well as the demands of future growth and increased hiring
requirements. He is looking for a
near-term solution that will automate many of the manual hiring
process steps and reduce the
time it takes to hire new staff. He is also looking for a solution
that will allow MTC to hire
employees located in other countries around the world.
Management Direction
The management team has been discussing how to ramp up to
fill the requirements of the two
new contracts and prepare the company to continue growing as
additional contracts are
awarded in the future. The company has been steadily growing
and thus far hiring of new

employees has been handled through a process that is largely
manual. The HR Director
reported that his staff will be unable to accommodate the hiring
of the 75 new employees in
the timeframe required as well as continue to handle the
expanded hiring projections. The
Chief Information Officer (CIO) then recommended that the
company look for a commercial off-
the-shelf software product that can dramatically improve the
hiring process and shorten the
time it takes to hire new employees. The Chief Financial
Officer (CFO) wants to ensure that all
investments are in line with the corporate mission and will
achieve the desired return on
investment. She will be looking for clear information that
proposals have been well researched,
provide a needed capability for the organization, and can be
cost-effectively implemented in a
relatively short period of time to reap the benefits. The CEO
has asked the CIO to work with HR
to recommend a solution.
Your Task
As a business analyst in the CIO's department, you have been
assigned to conduct an analysis,
develop a set of system requirements, evaluate a proposed
solution, and develop an
implementation plan for an IT solution (applicant tracking
system or recruiting system) to
improve the hiring process. The CIO has set up a series of
interviews for you to collect

information about the current hiring process and the
requirements for a system. He has asked
you to produce a Business Analysis and System
Recommendation Report (BA&SR) as your final
deliverable.
Interviews
In the interviews you conduct with the organizational leaders,
you hear the comments recorded
below.
CEO: Samuel Johnson
“While I trust my HR staff to address the nuts and bolts of the
staffing processes, what is
critically important to me is that the right people can be in place
to fulfill our current contracts
and additional talented staff can be quickly hired to address
needs of future contracts we win. I
can’t be out in the market soliciting new business if we can’t
deliver on what we’re selling. Our
reputation is largely dependent on having knowledgeable and
capable staff to deliver the
services our clients are paying for and expect from MTC.”
CFO: Evelyn Liu
“So glad we’re talking about this initiative. As CFO, obviously
I’m focused on the bottom line. I
also recognize it’s necessary to invest in certain areas to ensure

our viability moving forward. I
recognize that the current manual hiring process is inefficient
and not cost-effective. Having
technology solutions that improve current processes and enable
future functionality is very
important to MTC’s success. We must consider the total cost of
ownership of any technology we
adopt. MTC is run as a lean-and-mean organization and support
processes must be effective
but not overbuilt. We do want to think towards the future as
well and don’t want to invest in
technology with a short shelf-life. Along those lines, we
currently have a timekeeping and
payroll system; and to help support our bottom line financially,
any new solution should
effectively integrate with, but not replace, that system.
CIO: Raj Patel
“As a member of the IT Department, you have a good
understanding of our overall architecture
and strategy; however, let me emphasize a few things I want to
be sure we keep in mind for this
project. Any solution needs to be compatible with our existing
architecture and systems as
appropriate. Obviously, we have chosen not to maintain a large
software development staff so
building a solution from the ground up does not fit our IT
strategic plan. Our current strategy
has been to adopt Software as a Service (SaaS) solutions that
can be deployed relatively quickly
and leverage industry best practices. In addition, our
distributed workforce means we are very
dependent on mobile computing – this brings some challenges
in term of portability,
maintenance, and solutions that present well on mobile devices.

We’ve been expanding at a
rapid rate and are seeking to expand internationally so any
solution will need to be viable
globally And last, but certainly not least, MTC’s success is
largely dependent on our ability to
satisfy the requirements of our clients and maintain a reputation
of high credibility, reliability
and security. Any security breach of our applicants’ data could
have a devastating effect to our
ability to compete for new business as well as maintain current
clients. I recognize that MTC
can no longer rely on a manual hiring process to meet these
needs.”
Director of HR: Joseph Cummings
“Thanks for talking with me today. I see this effort as very
important to the success of
MTC. The rapid growth to date and future plans for expansion
have pushed our recruiting staff,
and we recognize we can no longer meet the hiring and staffing
demands with manual
processes. I’m also interested in solutions that are easy-to-use
and can interface with our existing
systems and enhance processes. I’m willing to consider a basic
system that can grow as MTC
grows and provide more capabilities in the future. I’m sure

Sofia, our Manager of Recruiting,
can provide more specifics.”
Manager of Recruiting: Sofia Perez
“You don’t know how long I’ve been waiting to begin the
process of finding a technology
solution to support our recruiting processes. In addition to
myself, there are 2-3 full-time
recruiters who have been very busy keeping up with the
increased hiring at MTC. It goes
without saying that a consulting company is dependent on
having well-qualified employees to
deliver to our customers. We’re in a competitive market for IT
talent and want to be able to
recruit efficiently, process applicants quickly, and move to
making a job offer to the best
candidate before the competition snaps him/her up. When I talk
with my colleagues in other
companies, they mention applicant tracking systems that have
enabled them to reduce their
hiring time by 15-20%. I’m so envious of them and look
forward to having our new solution in
place before the next set of contracts are won and we need to
hire 75 (to as many as 150) staff
in a 3-month period. I do not think my team can handle such an
increase in an efficient and
effective manner. On-going growth at MTC will continue to
increase the demands to hire more
consultants quickly. It really seems like there would be a rapid
return on investment in a
technology solution to support and improve the hiring process.”
Recruiters: Peter O’Neil (along with Mike Thomas and Jennifer
Blackwell)

“This project should have happened 2 years ago but glad it’s
finally getting some attention. As
a recruiter, I’m sort of the middleperson in this process. On one
hand, we have the job applicant
who is anxious to know the status of his/her application and fit
for the advertised position. It’s
important that the recruiters represent MTC well, as we want
the best applicants to want to
come to work for us. Then we have the actual hiring manager in
one of our business areas who
has issued the job requisition and wants to get the best applicant
hired as quickly as
possible. Obviously recruiting is not the hiring manager’s full-
time job, so we’re always
competing for time with other job responsibilities, so we can
keep things moving as quickly as
possible. They look to us to screen resumes and only forward
the best qualified applicants to
them so they can quickly identify their top candidates. Working
with Tom, our administrative
assistant, we need interviews to be scheduled to accommodate
everyone’s calendars. After the
hiring managers make their final selections of who they would
like to hire, it is our task to get
the job offers presented to the candidates - hopefully for their
acceptance. Everything is very
time sensitive, and the current process is not nearly as efficient
as it could be. Applications and

resumes can get lost in interoffice mail or buried in email; and,
when a hiring manager calls us,
we often cannot immediately provide the status of where an
applicant is in the process. This
can be very frustrating all around. Speaking for myself and the
other recruiters, I have high
expectations for this solution. We need to really be able to
deliver world-class service to MTC in
the recruiting and hiring areas to meet the business goals.”
Administrative Assistant: Tom Arbuckle
“I support the recruiters in the hiring process. After the
recruiters screen the resumes and select
the best candidates for a position, my job is to route those
applications and resumes via
interoffice mail to the respective functional/hiring manager,
receive his or her feedback on who
to interview and who should be involved in the interviews,
schedule the interviews based on
availability of applicants and the interview team members,
collect the feedback from the
interview team and inform the assigned recruiter of the status of
each candidate who was
interviewed. Then, after a job offer has been made and
accepted, I coordinate the paperwork
for the new hire with HR and Payroll to ensure everything is
ready to go on the first day. As you
can imagine when hiring volume is up, I’m buried in paperwork
and trying to keep all the
applicants and their resumes straight, track their status in the
process, and ensure everyone has
what they need is very challenging. Any tool that would help
the workflow and enable many
steps in the process to be done electronically would be

wonderful.”
Hiring Manager (in functional area; this person would be the
supervisor of the new employee
and would likely issue the job requisition to fill a need in
his/her department/team):
“While it’s a good problem to have – new business means new
hires -- the current method for
screening applications, scheduling interviews, identifying the
best qualified applicants, and
getting a job offer to them is not working. My team is evaluated
on the level of service we
provide our clients, and it is very important that we have well-
qualified staff members to fulfill
our contracts. Turnover is common in the IT world and that
along with new business
development, makes the need for hiring new staff critical and
time-sensitive. I confess that
sometimes I’m not as responsive to HR as I should be, but this
is only one of several areas I’m
responsible for. I look to the recruiters to stay on top of this for
me. In the ideal world, I’d like
an electronic dashboard from which I can see the status of any
job openings in my area,
information on all qualified candidates who have applied and
where they are in the
pipeline. Electronic scheduling of interviews on my calendar
would be a real time saver. It’s
important that we impress candidates with our technology and
efficiency – after all we are an IT
consulting company—and using manual processes makes us
look bad. And, this system must be
easy to use – I don’t have time for training or reading a 100-
page user’s manual. Just need to
get my job done."

Stage 3: Requirements
Before you begin work on this assignment, be sure you have
read the Case Study and reviewed the feedback received on your
Stage 1 and 2 assignments.
Overview
As the business analyst in the CIO's department of Maryland
Technology Consulting (MTC), your next task in developing
your Business Analysis and System Recommendation (BA&SR)
Report is to develop a set of requirements for the hiring system.
Assignment – BA&SR Section III. Requirements
The first step is to review the feedback you received on your
Stage 2 assignment, making any needed corrections or
adjustments. Part of the grading criteria for Stage 4 submission
includes addressing previous feedback to improve the final
report. For this assignment, you will add Section III of the
Business Analysis and System Recommendation (BA&SR)
Report to your corrected Sections I and II. In this section you
will identify requirements for the new hiring system. This
analysis leads into Section IV. System Recommendation of the
BA&SR (Stage 4 assignment) that will analyze a proposed IT
solution to ensure it meets MTC's organizational strategy and
fulfills its operational needs.
Using the case study, assignment instructions, Content readings,
and external research, develop your Section III. Requirements.
The case study tells you that the executives and employees at
Maryland Technology Consultants (MTC) have identified a need
for an effective and efficient applicant tracking or hiring

system. As you review the case study, use the assignment
instructions to take notes to assist in your analysis. In
particular, look for information in the interviews to provide
stakeholder interests and needs.
Use the outline format, headings and tables provided and follow
all formatting instructions below.
III.Requirements
A. Stakeholder Interests - Review the interest or objectives for
the new hiring system for each stakeholder listed below based
on his or her organizational role and case study information.
Consider how the technology will improve how his/her job is
done; that is, identify what each of the stakeholders needs the
system to do. Then to complete the table below, use information
from the stakeholder interviews and identify one significant
challenge or problem for each stakeholder related to the current
hiring process (not their future expectations). Then explain
how a system could address their problems. Do not define what
that position does in the organization. (Provide an introductory
sentence for this section, copy the table below and complete the
two columns with 1-2 complete sentences for each role in each
column.)
Role
Specific problem related to the current hiring process
How a technology solution to support the hiring process could
address the problem
1. CEO
2. CFO
3. CIO

4. Director of Human Resources
5. Manager of Recruiting
6. Recruiters
7. Administrative Assistant
8. Hiring Manager (Functional supervisor the new employee
would be working for.)
B. Defining Requirements - The next step is to identify the
essential requirements for the information system. In addition to
the stakeholder interests identified above, review the Case
Study, especially the interviews, highlighting any statements
that tell what the person expects or needs the system to do.
User requirements express specifically what the user needs the
system to do. This can be in terms of tasks the users need to
perform, data they need to input, what the system might do with
that data input, and output required.System performance
requirements express how the system will perform in several
performance areas and security. As a member of the CIO's
organization, you will use your professional knowledge to
Identify 5 User Requirements (including one specifically related
to reporting) and 5 System Performance Requirements
(including 2 security-related requirements). Refer to Week 5
content on requirements;security requirements are covered in
Week 6. Additional research can expand your knowledge of
these areas.

Once you have identified the 10 requirements, evaluate each one
using the criteria below and create 10 well-written requirements
statements for the new hiring system.
The requirement statement:
· Is a complete sentence, with a subject (system) and predicate
(intended result, action or condition).
· Identifies only one requirement; does not include the words
"and," "also," "with," and "or."
· For User Requirements, states what tasks the system will
support or perform.
· For System Performance Requirements, states how the system
will perform.
· Includes a measure or metric that can be used to determine
whether the requirement is met (time or quantity), where
appropriate.
· Is stated in positive terms and uses "must" (not "shall," "may"
or "should"); "the system must xxxx" not "the system must not
xxx".
· Avoids the use of terms that cannot be defined and measured,
such as "approximately," "robust," "user friendly," etc.
· Is achievable and realistic; avoids terms such as "100%
uptime," or "no failures".
For a full requirement specification, there will be many
requirements statements; you only need to provide the number
of requirements identified for each category. Do not provide
generic statements but relate to the needs of MTC to improve its
hiring process.
(Provide an introductory sentence, copy the table, and complete
the Requirements Statement and Stakeholder columns. No
additional information should be entered into the first column,
Requirement ID.)

Requirement ID
Requirement Statement
Stakeholder
(Position and Name from Case Study that identified this
requirement)
User Requirements – (What the user needs the system to do)
EXAMPLE PROVIDED – (Retain text but remove this label and
gray shading in your report)
The system must store all information from the candidate’s
application/resume in a central applicant database.
Recruiter – Peter O’Neil
1.
2.
3.
4.
5. (Reporting-Output of organized information retrieved from
the system)
System Performance Requirements – (How the system will
perform)

EXAMPLE PROVIDED – (Retain text but remove this label and
gray shading in your report)
The system must be implemented as a Software as a Service
solution.
CIO – Raj Patel
1.
2.
3.
4. (Security)
5. (Security)
Formatting Your Assignment
Consider your audience – you are writing in the role of a MTC
business analyst and your audience is MTC and your boss, the
CIO. Don’t discuss MTC as if the reader has no knowledge of
the organization. Use third person consistently throughout the
report. In third person, the writer avoids the pronouns I, we,
my, and ours. The third person is used to make the writing more
objective by taking the individual, the “self,” out of the writing.
This method is very helpful for effective business writing, a
form in which facts, not opinion, drive the tone of the text.
Writing in the third person allows the writer to come across as
unbiased and thus more informed.
· In Stage 3, you are preparing the third part of a 4-stage report.
Use the structure, headings, and outline format provided here

for your report. Use the numbering/lettering in the assignment
instructions as shown below.
III. Requirements
A. Stakeholder Interests
B. Defining Requirements
· Begin with Sections I and II, revised according to any
feedback received, and add to it Section III.
· Write a short concise paper: Use the recommendations
provided in each area for length of response. It’s important to
value quality over quantity. Section III should not exceed 3
pages.
· 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.
· Continue to use the title page created in Stage 1 that includes:
The company name, title of report, your name, Course and
Section Number, and date of this submission.
· Use at least two resources with APA formatted citation and
reference for this Stage 3 assignment. Use at least one external
reference and one from the course content. Course content
should be from the class reading content, not the assignment
instructions or case study itself. For information on APA
format, refer to Content>Course Resources>Writing Resources.
· Add the references required for this assignment to the
Reference Page. Additional research in the next stage will be
added to this as you build the report. The final document
should contain all references from all stages appropriately
formatted and alphabetized.

· Running headers are not required for this report.
· Compare your work to the Grading Rubric below to be sure
you have met content and quality criteria.
· Submit your paper as a Word document, or a document that
can be read in Word. Keep tables in Word format – do not paste
in graphics.
· Your submission should include your last name first in the
filename:Lastname_firstname_Stage_3
GRADING RUBRIC:
Criteria
90-100%
Far Above Standards
80-89%
Above Standards
70-79%
Meets Standards
60-69%
Below Standards
< 60%
Well Below Standards
Possible Points
Stakeholder Interests
Identification of specific stakeholder problems (interests and
objectives for improving the hiring process) and how a

technology system could address.
Generally, 0-3 points per role.
22-24 Points
Problems and how a technology solution will address are
correctly and clearly described and fully explained using a
sophisticated level of writing.
20-21 Points
Problems and how a technology solution will address are clearly
described and explained using an effective level of writing.
17-19 Points
Problems and how a technology solution will address are
described and explained.
15-16 Points
Problems and how a technology solution will address are not
clearly described and explained; and/or lacks effective
presentation of information
0-14 Points
Content missing or extremely incomplete, did not reflect the
assignment instructions, showed little or no originality,
demonstrated little effort and/or is not original work for this
class section.
24
User
Requirements
5 user requirements (1 addresses reporting)
Generally, 0-5 points each.
23-25 Points
Correctly identified, written and sourced; clearly derived from
the Case Study; demonstrates sophisticated analysis.
20-22 Points

Identified, written and sourced correctly; requirements are
derived from the Case Study; demonstrates effective analysis.
17-19 Points
Identified and sourced; requirements are related to the Case
Study.
15-16 Points
Fewer than 5 requirements are identified and sourced; and/or
information provided is not correct; and/or requirements are not
all related to the Case Study.
0-14 Points
class section.
25
Performance Requirements
3 performance requirements and 2 system security requirements
Generally, 0-5 points each.
23-25 Points
Correctly identified, written and sourced; clearly derived from
the Case Study; demonstrates sophisticated analysis.
20-22 Points
Identified, written and sourced correctly; requirements are
derived from the Case Study; demonstrates effective analysis.
17-19 Points
Identified and sourced; requirements are related to the Case
Study.
15-16 Points
Fewer than 5 requirements are identified and sourced; and/or
information provided is not correct; and/or requirements are not
all related to the Case Study.
0-14 Points

class section.
25
Research
Two or more sources--one source from within the IFSM 300
course content and one external (other than the course
materials)
9-10 Points
Required resources are incorporated and used effectively.
Sources used are relevant and timely and contribute strongly to
the analysis. References are appropriately incorporated and
cited using APA style.
8.5 Points
At least two sources are incorporated and are relevant and
somewhat support the analysis. References are appropriately
incorporated and cited using APA style.
7.5 Points
Only one resource is used and properly incorporated and/or
reference(s) lack correct APA style.
6.5 Points
A source may be used, but is not properly incorporated or used,
and/or is not effective or appropriate; and/or does not follow
APA style for references and citations.
0-5 Points
No course content or external research incorporated; or
reference listed is not cited within the text.
10
Format
Uses outline format provided; includes Title Page and Reference
Page
14-16 Points
Very well organized and easy to read. Very few or no errors in
sentence structure, grammar, and spelling; double-spaced,
written in third person and presented in a professional format.
12-13 Points

Effective organization; has few errors in sentence structure,
grammar, and spelling; double-spaced, written in third person
and presented in a professional format.
11 Points
Some organization; may have some errors in sentence structure,
grammar and spelling. Report is double spaced and written in
third person.
10 Points
Not well organized, and/or contains several grammar and/or
spelling errors; and/or is not double-spaced and written in third
person.
0-9 Points
Extremely poorly written, has many grammar and/or spelling
errors, or does not convey the information.
16
TOTAL Points Possible
100
Stage 3: Requirements 12/3/2018 ver. 1 1

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