2Smith, H. A., and J. D. McKeen. Delivering Business Value wi.docx

2Smith, H. A., and J. D. McKeen. “Delivering Business Value
with IT at Hefty Hardware,” #1-L10-1-001, Queen’s
School of Business, May 2010. Reproduced by permission of
Queen’s University, School of Business, Kingston,
Ontario, Canada.
MINI CASE
Delivering Business Value with IT
at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea,
VP of retail marketing, as she slipped into a seat at
the table in the Hefty Hardware executive dining
room, next to her colleagues. “It’s all technical
mumbo-jumbo when they talk to you and I still
don’t know if they have any idea about what we’re
trying to accomplish with our Savvy Store pro-
gram. I keep explaining that we have to improve
the customer experience and that we need IT’s
help to do this, but they keep talking about infra-
structure and bandwidth and technical architec-
ture, which is all their internal stuff and doesn’t
relate to what we’re trying to do at all! They have
so many processes and reviews that I’m not sure
we’ll ever get this project off the ground unless we
go outside the company.”
“You’ve got that right,” agreed Glen Vogel,
the COO. “I really like my IT account manager,
Jenny Henderson. She sits in on all our strategy
meetings and seems to really understand our

business, but that’s about as far as it goes. By the
time we get a project going, my staff are all com-
plaining that the IT people don’t even know some
of our basic business functions, like how our
warehouses operate. It takes so long to deliver any
sort of technology to the field, and when it doesn’t
work the way we want it to, they just shrug and
tell us to add it to the list for the next release! Are
we really getting value for all of the millions that
we pour into IT?”
“Well, I don’t think it’s as bad as you both
seem to believe,” added Michelle Wright, the
CFO. “My EA sings the praises of the help desk
and the new ERP system we put in last year. We
can now close the books at month-end in 24 hours.
Before that, it took days. And I’ve seen the bench-
marking reports on our computer operations. We
are in the top quartile for reliability and cost-effec-
tiveness for all our hardware and systems. I don’t
think we could get IT any cheaper outside the
company.”
“You are talking ‘apples and oranges’ here,”
said Glen. “On one hand, you’re saying that we’re
getting good, cheap, reliable computer operations
and value for the money we’re spending here. On
the other hand, we don’t feel IT is contributing to
creating new business value for Hefty. They’re
really two different things.”
“Yes, they are,” agreed Cheryl. “I’d even
agree with you that they do a pretty good job of
keeping our systems functioning and preventing
viruses and things. At least we’ve never lost any

data like some of our competitors. But I don’t see
how they’re contributing to executing our business
strategy. And surely in this day and age with
increased competition, new technologies coming
out all over the place, and so many changes in our
economy, we should be able to get them to help us
be more flexible, not less, and deliver new prod-
ucts and services to our customers quickly!”
The conversation moved on then, but Glen
was thoughtful as he walked back to his office after
lunch. Truthfully, he only ever thought about IT
when it affected him and his area. Like his other
colleagues, he found most of his communication
with the department, Jenny excepted, to be unin-
telligible, so he delegated it to his subordinates,
unless it absolutely couldn’t be avoided. But
Cheryl was right. IT was becoming increasingly
important to how the company did its business.
Although Hefty’s success was built on its excellent
supply chain logistics and the assortment of prod-
ucts in its stores, IT played a huge role in this. And
to implement Hefty’s new Savvy Store strategy, IT
63
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64 Section I • Delivering Value with IT
would be critical for ensuring that the products
were there when a customer wanted them and that
every store associate had the proper information to
answer customers’ questions.

In Europe, he knew from his travels, IT was
front and center in most cutting-edge retail stores.
It provided extensive self-service to improve
checkout; multichannel access to information
inside stores to enable customers to browse an
extended product base and better support sales
associates assisting customers; and multimedia to
engage customers with extended product knowl-
edge. Part of Hefty’s new Savvy Store business
strategy was to copy some of these initiatives, hop-
ing to become the first retailer in North America to
completely integrate multimedia and digital infor-
mation into each of its 1,000 stores. They’d spent
months at the executive committee meetings
working out this new strategic thrust—using
information and multimedia to improve the cus-
tomer experience in a variety of ways and to make
it consistent in each of their stores. Now, they had
to figure out exactly how to execute it, and IT was
a key player. The question in Glen’s mind now
was how could the business and IT work together
to deliver on this vision, when IT was essentially
operating in its own technical world, which bore
very little relationship to the world of business?
Entering his office, with its panoramic view
of the downtown core, Glen had an idea. “Hefty’s
stores operate in a different world than we do at
our head office. Wouldn’t it be great to take some
of our best IT folks out on the road so they could
see what it’s really like in the field? What seems
like a good idea here at corporate doesn’t always
work out there, and we need to balance our corpo-
rate needs with those of our store operations.” He
remembered going to one of Hefty’s smaller stores

in Moose River and seeing how its managers had
circumvented the company’s stringent security
protocols by writing their passwords on Post-it
notes stuck to the store’s only computer terminal.
So, on his next trip to the field he decided
he would take Jenny, along with Cheryl and the
Marketing IT Relationship Manager, Paul
Gutierez, and maybe even invite the CIO, Farzad
Mohammed, and a couple of the IT architects. “It
would be good for them to see what’s actually
happening in the stores,” he reasoned. “Maybe
once they do, it will help them understand what
we’re trying to accomplish.”
A few days later, Glen’s e-mailed invitation
had Farzad in a quandary. “He wants to take me
and some of my top people—including you—on
the road two weeks from now,” he complained to
his chief architect, Sergei Grozny. “Maybe I could
spare Jenny to go, since she’s Glen’s main contact,
but we’re up to our wazoos in alligators trying to
put together our strategic IT architecture so we can
support their Savvy Stores initiative and half a
dozen more ‘top priority’ projects. We’re supposed
to present our IT strategy to the steering commit-
tee in three weeks!”
“And I need Paul to work with the architec-
ture team over the next couple of weeks to review
our plans and then to work with the master data
team to help them outline their information strat-
egy,” said Sergei. “If we don’t have the infrastruc-
ture and integrated information in place there
aren’t going to be any ‘Savvy Stores’! You can’t
send Paul and my core architects off on some

boondoggle for a whole week! They’ve all seen a
Hefty store. It’s not like they’re going to see any-
thing different.”
“You’re right,” agreed Farzad. “Glen’s just
going to have to understand that I can’t send five
of our top people into the field right now. Maybe in
six months after we’ve finished this planning and
budget cycle. We’ve got too much work to do now.
I’ll send Jenny and maybe that new intern, Joyce
Li, who we’re thinking of hiring. She could use
some exposure to the business, and she’s not
working on anything critical. I’ll e-mail Jenny and
get her to set it up with Glen. She’s so great with
these business guys. I don’t know how she does it,
but she seems to really get them onside.”
Three hours later, Jenny Henderson arrived
back from a refreshing noontime workout to find
Farzad’s request in her priority in-box. “Oh
#*!#*@!” she swore. She had a more finely
nuanced understanding of the politics involved
in this situation, and she was standing on a land
mine for sure. Her business contacts had all
known about the invitation, and she knew it was
more than a simple request. However, Farzad,
having been with the company for only eighteen
months, might not recognize the olive branch that
it represented, nor the problems that it would
cause if he turned down the trip or if he sent a
very junior staff member in his place. “I have to
speak with him about this before I do anything,”
she concluded, reaching for her jacket.

Delivering Business Value with IT at Hefty Hardware 65
But just as she swiveled around to go see
Farzad, Paul Gutierez appeared in her doorway,
looking furious. “Got a moment?” he asked and,
not waiting for her answer, plunked himself down
in her visitor ’s chair. Jenny could almost see the
steam coming out of his ears, and his face was beet
red. Paul was a great colleague, so mentally putting
the “pause” button on her own problems, Jenny
replied, “Sure, what’s up?”
“Well, I just got back from the new technol-
ogy meeting between marketing and our R&D
guys, and it was just terrible!” he moaned. I’ve
been trying to get Cheryl and her group to con-
sider doing some experimentation with cell phone
promotions—you know, using that new Japanese
bar coding system. There are a million things you
can do with mobile these days. So, she asked me to
set up a demonstration of the technology and to
have the R&D guys explain what it might do. At
first, everyone was really excited. They’d read
about these things in magazines and wanted to
know more. But our guys kept droning on about
3G and 4G technology and different types of con-
nectivity and security and how the data move
around and how we have to model and architect
everything so it all fits together. They had the busi-
ness guys so confused we never actually got talk-
ing about how the technology might be used for
marketing and whether it was a good business
idea. After about half an hour, everyone just tuned
out. I tried to bring it back to the applications we

could develop if we just invested a little in the
mobile connectivity infrastructure, but by then we
were dead in the water. They wouldn’t fund the
project because they couldn’t see why customers
would want to use mobile in our stores when we
had perfectly good cash registers and in-store
kiosks!”
“I despair!” he said dramatically. “And you
know what’s going to happen don’t you? In a year
or so, when everyone else has got mobile apps,
they’re going to want us to do something for them
yesterday, and we’re going to have to throw some
sort of stopgap technology in place to deal with it,
and everyone’s going to be complaining that IT
isn’t helping the business with what it needs!”
Jenny was sympathetic. “Been there, done
that, and got the T-shirt,” she laughed wryly.
“These tech guys are so brilliant, but they can’t
ever seem to connect what they know to what the
business thinks it needs. Sometimes, they’re too
farsighted and need to just paint the next couple of
steps of what could be done, not the ‘flying around
in jetpacks vision.’ And sometimes I think they
truly don’t understand why the business can’t see
how these bits and bytes they’re talking about
translate into something that it can use to make
money.” She looked at her watch, and Paul got the
hint. He stood up. “Thanks for letting me vent,” he
said. “You’re a good listener.”
“I hope Farzad is,” she thought grimly as she
headed down the hall. “Or he’s going to be out of
here by Thanksgiving.” It was a sad truth that

CIOs seemed to turn over every two years or so at
Hefty. It was almost predictable. A new CEO
would come in, and the next thing you knew the
CIO would be history. Or the user satisfaction rate
would plummet, or there would be a major appli-
cation crash, or the executives would complain
about how much IT cost, or there would be an
expensive new system failure. Whatever it was, IT
would always get blamed, and the CIO would be
gone. “We have some world-class people in IT,”
she thought, “but everywhere we go in the busi-
ness, we get a bad rap. And it’s not always our
fault.”
She remembered the recent CIM project to
produce a single customer database for all of
Hefty’s divisions: hardware, clothing, sporting
goods, and credit. It had seemed to be a straight-
forward project with lots of ROI, but the infighting
between the client divisions had dragged the proj-
ect (and the costs) out. No one could agree about
whose version of the truth they should use, and
the divisions had assigned their most junior peo-
ple to it and insisted on numerous exceptions,
workarounds, and enhancements, all of which had
rendered the original business case useless. On top
of that, the company had undergone a major
restructuring in the middle of it, and a lot of the
major players had changed. “It would be a lot eas-
ier for us in IT if the business would get its act
together about what it wants from IT,” she thought.
But just as quickly, she recognized that this was
probably an unrealistic goal. A more practical one
would be to find ways for business and IT to work
collaboratively at all levels. “We each hold pieces of
the future picture of the business,” she mused. “We

need to figure out a better way to put them together
than simply trying to force them to fit.”
Knocking on Farzad’s door, she peeked into
the window beside it. He seemed lost in thought but
66 Section I • Delivering Value with IT
smiled when he saw her. “Jenny!” he exclaimed. “I
was just thinking about you and the e-mail I sent
you. Have you done anything about it yet?” When
she shook her head, he gave a sigh of relief. “I was
just rethinking my decision about this trip, and I’d
like your advice.” Jenny gave her own mental sigh
and stepped into the office. “I think we have a prob-
lem with the business and we need to fix it—fast,”
she said. “I’ve got some ideas, and what to do about
the trip is just part of them. Can we talk?” Farzad
nodded encouragingly and invited her to sit down.
“I agree with you, and I’d like to hear what you have
to say. We need to do things differently around here,
and I think with your help we can. What did you
have in mind?”
Discussion Questions
1. Overall, how effective is the partnership
between IT and the business at Hefty Hardware?
Identify the shortcomings of both IT and the
business.

2. Create a plan for how IT and the business can
work collaboratively to deliver the Savvy Store
program successfully.
PROJECT 1
Needs and Challenges
For this case, a regional clothing line with eight locations shall
be considered. The business has lost quite a number of
customers which has been due to emergence of online shopping
and competition from other businesses who have been doing
better than them. This in turn has minimized profits. It has also
been a challenge to keep a track of all employees working in the
different locations due to lack of a centralized system. A lot of
time and resources have been wasted because managers have to
go from one outlet to another in person to deliver information in
person. These challenges can be addressed by adopting new
technological trends for instance, use of the Human Resource
Information System (HRIS) software, design a website and
incorporate it with Virtual Reality (VR) option and chat bots,
Machine Learning (ML), Internet of Things (IoT), IT
outsourcing, use of Artificial Intelligence (AI), and use of voice
technology to mention but a few.
For the business to stand a chance against other competitors in
the market, then they should adopt these innovative
technological trends. This will motivate both the employer and
employees due to interactions made possible by use of self-
service portals leading to a conducive working environment and
thus maximizing on profits. Adoption of AI facilitates wise
decision making and it’s easy to protect the company’s database
from cyber theft. Interactions with the customers is made
possible by a having a website where the business can get
feedback from the consumers and this has a positive impact on
what areas the company should maintain or improve.

Innovative Technologies
There are many new technological trends which the regional
clothing store chain can adapt and improve. However, we shall
only consider three of them which are, HRIS system, machine
learning, and a business website.
HRIS System
A Human Resource Information System (HRIS) is a software
which combines human resource activities and information
technology and enables data entry, recording information,
tracking of employees, payroll, and accounting among other
activities (Davis, 2018, para. 1). Some of its common features
include, applicant tracking, benefits administration, payroll,
self-service portals for employees, mobile applications,
performance management, and scheduling (Davis, 2018, para.
19). HRIS enables keeping a record of the employee details
which include; names, home address, and area of specialization
among other details. It also has the self-service portals which
can be used as mobile application. This portal enables passing
of information from the employer to the employees or vice
versa. The Bring Your Own Device Trend (BYOD) has been
accepted by many companies therefore improving workers’
productivity (Makela, 2012, para.2).Storing of information
using the HRIS system is more effective than keeping written
records which are prone to damages unlike softcopy which can
be backed up in case the system fails. This also helps reduce
costs of operation. The HRIS system also improves co-
ordination in an organization which has many outlets.
(Rietsema, n.d., para. 3).For instance, it is easier to co-ordinate
the 8 different outlets from a central point and this reduces
unnecessary expenses like travelling all the time when there is a
need to pass any important information throughout the
locations. Generally, the main purpose of HRIS is to reduce
expenses of the company, and therefore maximum profits are

attained.
Machine Learning
Machine Learning (ML) is an application of artificial
intelligence incorporated in a system to give it an ability to
learn automatically and improve from experience without human
intervention. It begins with observations, experience or
instruction, and then making of better decisions in the future
(“What is machine learning?,”2017, para.1) ML uses self-
teaching algorithms which learn about data and identify a
particular trend so as to make predictions (Kinnear, 2018, para.
9). Adoption of this trend by the clothing business will have a
major impact on efficiency and profitability. Due to its ability
to observe customer behaviors, it can be easy to identify the
best profitable opportunities and avoid unnecessary risks. Once
the company knows the customers tastes and preferences, it
easier to satisfy them by selling to them what they need. This
helps keep customers and even attract more therefore the
business continues making profit.
Business Website
It is a common trend for businesses nowadays to have a website
where they can interact with their consumers. This has been
made possible by use of chat bots. A chat bot is a computer
program that simulates human conversation through artificial
intelligence (”Chat bot,” n.d., para. 1). Integration of chat bots
into the website provides the customers with instant answers
unlike waiting for replies through email which takes some time.
Chat bots are available all the time making them efficient. It is
also to reach many customers at the same time (Singh, 2019,
para. 12). Another popular trend is incorporation of virtual
reality (VR) into the business websites to enhance data
visualization where the customers can be able to watch the
advertisement videos (Finch, 2018, para. 5). One limitation of
this virtual reality technology is one has to own a VR equipment
to watch these videos. VR enables the customer to experience a
virtual tour inside the store and this attracts many customers
therefore an advantage to the businesses to maximize on making

profits (Singh, 2019, para. 15-17). Although this technology has
not yet advanced so much, it is expected to be popular in days
to come.
Assessment
HRIS System
HRIS software vary in cost due to the different sizes of
companies. A small company cannot use the same type of HRIS
software as a large company due to difference in number of
employees and requirement of the company. The software is
integrated into the system of the company and does not require
additional equipment. Both the employer and the employee
benefit directly from this system while customers are not
affected directly by this system. HRIS system provides many
advantages but the shortcomings cannot be overlooked. It is an
expensive trend to adopt due to the initial cost of acquiring the
software, cost of operation, and may require training of
personnel on maintenance. This software is mostly ideal for
companies with twenty five employees and above (Davis, 2018,
para. 15). Despite these disadvantages, HRIS system generally
improves the performance of a business therefore increasing the
profits. Due to its organized nature, it can attract more
shareholders to invest in the business leading to even
expansion. It is a cost-effective solution though it might take
some time before it is fully incorporated into the business.
Machine Learning
Machine learning is not very expensive because it is an
application which is integrated into a computer. It is also easy
to acquire and does not need complex equipment to function.ML
mostly benefits the business and not the customers because
there is no direct interaction. Machine learning has advantages
such as; the ability to detect fraud before it happens, prediction
of customer behavior which helps the company to focus and
improve on those areas that might lead to loss of customers,
automation of business processes which helps save a lot of time
and resources, and making of good recommendations of
merchandise (Kinnear, 2018, para. 11). All these advantages

work for the benefit of the company and thus ensures profits.
However, ML has also a few disadvantages for instance; it
requires a lot of time and resources to make a good prediction
or decision, it requires experts to analyze the data correctly and
this could lead to increase in expenses for the company, and it
may not always give a correct prediction. Despite the few
disadvantages of using ML, it should be adopted for the
betterment of the business (Soffar, 2019, para. 16-21).
Stakeholders have invested in machining learning to help
maintain customers and even attract more.
Business Website
It is easy to set up a business website because it requires a
computer and a specialist. It benefits both the consumer and the
seller in different ways. The seller is able to reach as many
people as possible, therefore having a high chance of gaining
more customers. The customers have access to information
about the products they are interested in and can even order for
them and thus saving them a lot time and resources which would
have been wasted if they had gone to the store physically. It is a
platform which can attract stakeholders due to its ability to be
accessed by anyone from anywhere. It is a cost-effective
solution which should be adopted by the clothing store chain.
Selection
The company should adopt the business website other than the
other two trends. Creating a website is less expensive than
buying a HRIS software or adopting machine learning. A
business should select an innovative technological trend which
will not incur the business a lot of expenses. It also takes a
short time to design a website as compared to machine learning
which takes a lot of time before a valid prediction or decision is
made. HRIS system does not take longer time as compared to
machine learning. Also, the website helps maintain
communication with the existing customers and also the
potential ones and thus giving a direct feedback to the seller in
the shortest time possible. HRIS system is only used by the
employer and employee and does involve the customer directly.

Machine learning depends on observing the behavior of a
customer to make a decision which might be false. Through the
website, customers can also order for merchandise. A clothing
store can easily deliver products to the customers easily because
they are light in weight and can be easily transported.
Therefore, unlike HRIS system and machine learning, a business
website has many advantages to both the customer and the
seller, making it the preferable choice.
PROJECT 2
The technology life cycle is the journey that technology takes
from its birth, growth to its inevitable death. Understanding the
technology’s life cycle aids in predicting when you will have
the ability to recover the investment you had put into
development. It is mainly related to the time and cost of coming
up with the creative approach of technology that provides a new
edge to the organization. The technology life cycle involves
four phases the research and development phase, Ascent phase,
maturity phase and the decline phase (Bhasin, 2019).
What phase in the technology life cycle is the technology
chosen in? What would be the ideal timing for adopting this
particular technology?
According to the technology life cycle, technology to enhance
the organization can be used based on the role they play so as to
ensure that there is a positive growth as well as the
enhancement of cultural heritages of the organization. In the
research and development phase, organization have a chance to
assess their agendas by making use of the early adopters. In
this phase, the organization is not expected to install any
technology since it is assumed to be unstable. In the second

phase of technological life cycle, ascent, a company may
convert it written objectives to launching the product. In this
phase the company may take advantage of the newness of its
technology and begin on putting effort on some of its
objectives. The organization may choose to boost itself by
implementing the mobility type of technology so as to get to
may clients as possible. Through the use of mobility technology
in this phase will allow the organization to establish a good
connection with the journalist and the social media where they
can send them news on their technology.
Additionally, the third stage of the technology lifecycle is the
maturity stage. This is where the development of technology is
accepted by the customers. At this phase the main agenda of the
client is to get affiliation with the up to date technology.
Organizations are encouraged to use cloud computing
technology. Through this technology, companies can share,
store and productively consume products low cost and high
flexibility. The last phase is the decline phase, where the
organization reaches to a point of no return. Additional
developments are not expected at this phase. In this phase, the
big data technology is mainly used to manage and control the
data in the company. This technology will mainly assist the
company to avoid its decline due to insufficient fund and
unskilled labor. It enables the company to have a better
competition and information access (Daim, 2016).
Based on the technology adoption models, determine the
possible timelines of adoption that could be implemented.
Which adoption timeline will best fit the needs of the
organization? Be sure to provide details to support your
choices.
One of the timelines of that an organization can implement to
support technology adoptions developing training technique.
People are required to see and interact with the specific
technology in their specific work processes. To maximize
adoption, the organization should ensure that the training is

specific to every stakeholder. Since not every person
understands things differently the organization can opt to use
multiple training strategies.
The organization can as well opt to monitor and determine if the
implementation timeline requires to be revised to smaller
manageable parts. It is as well supposed to give the stakeholders
a chance to give their opinions and review the technology as
required. This give insights on what can be adapted and that
which needs to be changed (Span, 2017).
What variables affect the timing and implementation of new
technologies? What processes can be put in place to ensure
smooth adoption?
There are various factors that influence the implementation of
new technologies. The Stakeholder engagement with the
technology is one of the factors that affect new technologies.
Organizations function through the engagements between the
stakeholders and the owners of the organization. Each
stakeholder has an opinion based on the technological progress
which can be put in place. In cases where the stakeholders
approve the technology implementation process, the chances of
succeeding are too high.
Another factor that affects the timing and implementation of
new technology is the incentive, culture and collaborative
environment. For instance, the degree of research and
development that an organization has carried out has a high
possibility of affecting the adoption of an organization to new
technology. This is a fact since some firms’ culture is dynamic
and they are ready to put into place any trending technology.
Other companies are firm and are not interested with
technological transitions. When an organization is supportive
and innovative, they are high chances of success of new
technology adoption (Patel, 2007).

PROJECT 3
Steps in the Implementation Plan for the Business Website
Innovation
According to Akrich (2012), the vital part in the development of
website is giving the website its shape and describe the way we
disseminate information. Therefore, website development life
cycle is primarily dependent on the stages of gathering data,
detailed planning and launch maintenance. Building the
business. Building the business website involves two main
dimensions. Cost and time which depend majorly on the size of
the business. The general clothing store chain business website
development process will therefore take the following steps.
Step 1: Gathering information on the purpose, goals and
target audience of the business for clear understanding of the
website purposes. The estimated time frame for this is between
1-2 weeks. Step 2: planning the Sitemap and Wireframe creation
to establish data that will enable the customers to predict how
the inner site will look like. Then, the wireframe is created
which is a visual representation of the user. The estimated time
for this step is 2-6 weeks. Step 3: Designing the layouts, review
and approval cycle to establish the shape of the website. This
state takes information from the first step. The layout could be
graphic design and the estimated time for this step is 4-10

weeks. Step 4: is the assembly of content writing to incorporate
the information that is to be communicated to the audiences and
adding calls-action. The estimated time is 4 to 12 weeks. Step 5:
involves coding and creation of the website. The step
incorporates all the previous design from previous stages. Here,
home page and subpages are created. The estimated time is
between 6-12 weeks. Step 6: involves testing, reviewing and
launching. Every links are tested and software run to find
possible typos. The step should take maximum 4 weeks. Step 7:
the stage involves maintenance, opinion monitoring and regular
updating to enable feedback. The step should be continuous.
The new system that involves website will significantly boost
the number of customers visiting the stores from far distances
compared with the old manual system. Therefore, to establish
the new relationship with the new and existing customers, the
new upgrade will be communicated through email
announcements, in app messaging and tutorial walkthroughs,
blog and news post announcement, in app change notification
log, animated gifs and videos, public and press relations, in app
announcement messages and chat widgets and education and
community engagement.
According to Trott (2013), for the website to run through
smoothly, the following stakeholders will be included. First,
internal and external stakeholders. Internal stake holders are the
employees while external are the interested parties in the
success of the business. Secondly, primary and secondary
stakeholders. Primary have the highest level of interest in the
outcome of the business while secondary help to maintain the
business. Lastly, direct and indirect stakeholders. Direct run
day-day activities while indirect pay attention to the business
outcome. According to Hung (2015), the stakeholder’s needs are
to enable the performance of the clothing store chain to run
smoothly which will be done through establishment of chain of
command.
To ensure legal compliance in the new website created and its
use, the management will adopt and communicate an ethical

profile, train employees and stakeholders on compliance
policies, integrate hotline that incorporates compliance
programs and adopt an uncertainty-based approach to
compliance management. The management will also be
proactive in controlling compliance and ethical standards in the
business unit. The above recommendations will enable smooth
transition in the compliance of the ethical standards of the new
website. The steps to ensure this smooth compliance is stating
codes of ethics, communicating awareness and reinforcing
training on the staff and stakeholders.
The new technology will not incorporate unnecessary logins
from the staff members unless it is for official use only. To
ensure security in the implementation of the new website and its
uses. It will incorporate high sensitive security model that will
detect system failure. The website will also incorporate system
protection from hacking to enable information not to be
rendered to other competitors. To ensure smooth and
compliance to the new website, every stakeholder will have a
specific detail of password which will be sensitive in that, it
will require fingerprint scans to avoid non stakeholder’s login.
This will enable protection of personal and business information
within the website.
Website
Resources
User Support End Month
Close

Website Resources
User Support New
Website
System
User
Signoff
Final Website
Configuration
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End-Month
Go-live
Cut-Over
UAT
Website Configuration
Website Build-out
Website Refinement
Kick-Off
Vendor Selection
Website Resources
User Support
End Month Close
Website Resources

User Support
New Website System
Date for last transaction
Data Conventions
Close of old system
Open New system
Service desk readiness
Command Center set up
User Support plan
Implementation Plan
User Signoff
Final Website Configuration
First Build out of System
Process Identification
Analysis
Improvement
Document
CRP and Website Configuration
Assemble Team
Governance Structure
Executive Sponsor
Website Management
Website Manager
Functional leads
Technical Leads
Change Management
Evaluation Team
Business Assessment
Schedule Consultation
Vendor Presentations

Organizational Analysis
Specific References
Presentation Requirements
1. Content of Presentation
a) Demonstrates a full understanding of the topic.
b) Stays on topic.
c) Addresses all parts of the project
2. Slides
a) Slides are excellent, meet best practices guidelines
b) Slides are free of errors.
3. Preparedness
a) Completely prepared and has obviously rehearsed.
Presentation Rubric
Criteria
Level 1
Level 2
Level 3
Level 4
Content
1 point Does not seem to understand the topic very well. Was
often off topic. Missing multiple parts of the project.
2 points Shows a good understanding of parts of the topic. Stays
on topic some of the time. Addresses most parts of the project.
3 points Shows a good understanding of the topic. Stays on
topic most of the time. Addresses all parts of the project.
4 points Shows a full understanding of the topic. Stays on
topic all of the time. Addresses all parts of the project.

Slides
1-point Slides have major problems or are missing.
2 points Slides have some problems regarding the organization,
formatting, or mechanics.
3 points Slides are good, meet most best practices guidelines,
and have minor errors.
4 points Slides are excellent, meet best practices guidelines, and
are free of errors.
Time Limit
1-point Presentation is less than 3 minutes OR more than 7
minutes long.
2 points Presentation is 3 minutes long.
3 points Presentation is 4 minutes long.
4 points Presentation is 5-7 minutes long.
Preparedness
1 point Not at all prepared to present.
2 points Somewhat prepared, but it is clear that rehearsal was
lacking.
3 points Pretty prepared but might have needed some more
rehearsal.
4 points Completely prepared and has obviously rehearsed.
Posture, Eye Contact, and Attire
1-point Slouches and/or does not look at people during the
presentation. General attire not appropriate for audience.
2 points Sometimes stands up straight and establishes eye
contact.
3 points Stands up straight and establishes eye contact with
everyone in the room during the presentation.
4 points Stands up straight, looks relaxed and confident.
Establishes eye contact with everyone in the room during the
presentation. Looks professional.
Speaks Clearly and Volume
1 point Often mumbles/cannot be understood OR mispronounces
words. Volume is often too soft to be heard by all audience
members.
2 points Speaks clearly and distinctly often and mispronounces

few words. Volume is loud enough to be heard by all audience
members some of the time.
3 points Speaks clearly and distinctly most of the time but
mispronounces one word. Volume is loud enough to be heard by
all audience members most of the time.
4 points Speaks clearly and distinctly and doesn't mispronounce
any words. Volume is loud enough to be heard by all audience
members throughout the presentation.

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